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But it worked last time…

Yesterday eve my beloved and I took the three kids to The Children’s Course, a short par-3 golf course that is little people friendly.  Midway through the round my middle little one, who’s seven, got frustrated and gave up.

After walking a hole without playing, on the following hole she walked up to the tee, teed up a ball, and announced, “I’m going to hit it, but I’m not playing.” 

She then proceeded to get one of her best shots of the day.

Excited by that, she then proceeded to tee up the shot she had in the fairway.  Clearly the tactic of putting the ball up on the tee made it easier to hit, and so she did for the next shot, then the next, and the next, until she finally put the ball on the green.

Imagine our amusement when, after everyone had put their ball on the green, that we turned around to notice she’d teed up the putt she was about to hit, too!

How long do each of us keep doing the same thing, the thing that worked like a charm last time, before we notice that it’s not the right tactic anymore?

 If life stood still, we’d figure it out, get our recipe dialed in, and not have to worry about it any more.  We spend our youth fighting to change things to the way we want them, to our vision of how things should be.  If we manage to get somewhere near accomplishing that, then we fight to keep things the same, to keep them from changing away from us.  And if the first is a difficult, if not futile activity, the second is most certainly an impossibility.

We grow, we get profitable, we create value when we managed to build faster than entropy acts against us.  Sitting still is an illusion.  It is the first step toward death.

When you’re so good you can be awful

This morning I met a friend for breakfast at a quaint, non-chain breakfast place.  And though it’s a diversion to the story, I have to say I’m never impressed when I show up for a 6:30 breakfast to someplace that doesn’t open until 7. 

Anyway, we completed breakfast and went up to the cash register.  And we both, simultaneously, dropped debit cards on the counter at the same time we saw a sign that said ‘no debit or credit cards.’  Ironically, though I almost never carry a checkbook, I had one of my business checkbooks in my manpurse (laptop bag).

So as I’m writing out a check, I asked the gal at the cash register if they ever have people who can’t pay.  She said, “Yes, seven or eight times…,” and I didn’t hear the rest because of general noise.  I said, “A month?”  She said, “No, a day.“ 

So here’s the analysis.  Good food.  Prices that reflect the good food and apparent demand, corroborated by my buddy saying they have lines on weekends and the above link to public commentary.  They’re open from 7am to 3pm, and they’re closed on Mondays and Tuesdays, indicating that owners aren’t worried optimizing every hour of the day.  Clearly there is demand that most business owners would kill for.  It makes me think of a story that Stephen Covey tells about a locally famous clam chowder house that changed owners, who optimized for short-term profit and didn’t pay attention to fundamentals until they’d lost their lustre. 

I don’t care how good you are, the world is fully of stories of great things gone sour when they let basic stuff slide.

 Message to one old pancake house:  consider the cost of ~150 customers a month getting an embarrasing surprise at the cash register.

Solving the problem of problem solving

Radio ad:  owner of a local auto-body repair chain shares his tagline…

 ”We don’t just fix cars, we fix the problem of getting your car fixed.”

Touche!  Finally somebody who gets it! 

There’s a lesson in here for many, but in particular marketers who have difficulty differentiating their product or service should take note.

In service businesses especially, differentiating between providers is difficult, at best, for customers.  Two dentists are presumed to both have the technical credentials.  Two auto repair shops are presumed to both be able to get your car back on the road. 

Enterprise software companies have a similar issue.  The top-level messaging is so similar that little, or no, differentiation takes place.  To add insult to injury, in young and emerging markets, clients often don’t even know the right questions to ask. 

So how are you going to sell a ‘solution’ to someone who can’t even really state their problem?

Dont’ fix cars.  Put some salve on the pain in the butt that getting your car fixed creates. 

Don’t fix teeth.  Fix the pain of billing and dealing with insurance companies.

Don’t sell web analytics.  Help clients solve problems like better understanding shopping behavior or qualifying leads more accurately.

You are not in business to sell something.  You are in business to help somebody buy something.

As the worm turns

Re-emerging from some life change.  I’ve taken up a temporary residence as Sr. Product Marketing Manager at WebTrends.  The good news is that I’ll learn another side of marketing to a much deeper angle.  The downside is that it means giving up some other things I love.  Teaching for SkillPath and The Presentation Company, for instance, aren’t something I can manage to do at the same time.

Where from here?  I’m going to turn a few degrees to the North and make this spot a more general observation on the subject of marketing.  Godin-ish, if you will.  Stay tuned.

Getting past stupid marketing

Months after the fact, I today discovered that a private email I sent to Kevin Epstein after his Web seminar was actually taken to heart.

So this many months later, I appreciate this guy’s integrity in the blogosphere, even when he didn’t have to comment because I’d sent him an email instead of posting something publicly. Truth is, though I (modestly? :-) ) consider myself beyond ‘marketing made easy,’ I bought his book for the same reason you pay for shareware. It’s the right thing to do.

Anyway, don’t be fooled by the title. This book is foundational stuff that marketers are violating every day. Don’t be one of them.

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