IDEO is all about experiential approaches. Its designers try to see and sense the world by getting inside the heads of their fellow human consumers. The firm-a dream come true for the concerned parents of liberal arts majors everywhere-employs anthropologists, cognitive psychologists, and sociologists, among other right-brain thinkers, to create, improve, or reimagine all manner of products, services, work spaces, and business systems. “It’s a very human-centered process,” says Tom Kelley, the firm’s general manager and brother of founder David Kelley. “Others approach a problem from the point of view that says, ‘We have the smartest people in the world; therefore, we can think this through.’ We approach it from the point of view that the answer is out there, hidden in plain sight, so let’s go observe human behavior and see where the opportunities are.” – from this article in USA Today
What a novel idea.
How come no one in the auto industry gets this?
Marketing Toyota on Second Life

From the Economist:
“Toyota is the first carmaker to enter Second Life. It has been giving away free virtual vehicles of its Scion brand and, in October, will start selling all three Scion models. The price will be modest, says Adrian Si, the marketing manager at Toyota behind the project. Toyota really hopes that an “aftermarket” develops as avatars customise their cars and sell them on, thus spreading the brand “virally”. Toyota will be able to observe how avatars use the cars and might, conceivably, even get ideas for engineering modifications in the real world, he says.
“Those Scion cars have “great driving performance for in-world physics,” says Reuben Steiger, the boss of Millions of Us, a company he founded this year to bring companies like Toyota into Second Life for marketing and brand-building. “How it corners and makes sounds when it changes gears is great.” So Toyota, which is a client of his, along with Sun Microsystems and even Mr Warner, shows that Second Life is “perfect for creating experiences around a brand,” says Mr Steiger. “We don’t think that conventional advertising will be very prevalent,” he says, because it would “be badly received culturally”. Advertising in Second Life is not about “trapping people” but about captivating and stimulating them. A good campaign in Second Life costs about $200,000 dollars, he reckons, of which only a tiny part is property leases and most goes to paying the talented designers to create great virtual stuff.”
MMORPGs meets Web 2.0.
Who has time for reality? For global warming? For politics and corruption? For war-profiteering? See what I mean?
This is a form of double loop marketing all right, but I don’t like it.
Penn State Webinar: Demand Generation Using Double Loop Marketing™
Institute for the Study of Business Markets (ISBM)
Smeal College of Business
The Pennsylvania State University
Webinar: Double Loop Marketing™: The New Online Strategy to Build Brand Awareness, Accelerate Demand & Generate Leads
Presenter: Christian Sarkar, Founder – Double Loop Marketing LLC
When: Wednesday, October 11, 2006
Time: 1:00pm EDT
Free One-Hour Web Event
Description: Double Loop Marketing™ is an emerging online strategy. The “Double Loop” approach requires a company to first develop “mind share” by building a company sponsored site that offers genuinely useful information and advice to consumers in the subject matter areas most relevant to their products. This is the first loop of the firm’s interaction with customers. Only after such a site achieves credibility among its community of visitors can the company, in the second loop of customer interaction, try to convert that “mind share” into “wallet share.”
Double Loop Marketing™ can yield surprising results – often 10 times the number of qualified sales leads generated by conventional advertising and marketing approaches.
In this webinar you’ll learn:
– Where to start: are you positioned in the right ecosystem?
– What is “Double Loop Marketing™?”
– Who is using it: surprise, it’s not just high-tech companies
– How it’s being used: case studies (B2B) from companies using “Double Loop Marketing™”
– The results: comparisons of effectiveness between traditional online advertising and double Double Loop Marketing™
– Barriers to execution: what separates success from failure?
– It’s not about technology: how blogs, RSS, and mobile applications play a role but are not the defining elements of Double Loop Marketing™
Sign up here >>
ExxonMobil: the Most Irresponsible Company on Earth?
– ExxonMobil is the world’s biggest publicly listed corporation – and one of the biggest polluters. A Friends of the Earth study found it responsible for 5% of all man-made carbon dioxide emitted over the past 120 years.
– In 2001 the White House thanked it for its ‘active involvement’ in crafting US global warming policy, describing it as ‘among the companies most actively … opposed to binding approaches to cut greenhouse gas emissions’.
– In 2005 a record 28.3% of its shareholders voted to recommend that ExxonMobil review how it will meet greenhouse gas reduction targets in countries participating in the Kyoto Protocol. Exxon’s board ignored the vote.
– When asked about global warming by the Wall Street Journal in March, outgoing ExxonMobil chief executive Rex Tillerson replied: ‘At a minimum, there’s an enormous amount of uncertainty around this whole question.’
This is brand suicide.
What is with these people? For a contrast between BP and Exxon, see here >>
How Software Platforms Revolutionize Business
From HBSWK –
“You can’t see them, but we’ve all used “software platforms” over the last few decades, whether they are embedded in the Windows operating system, a cell phone, or game machine. In a new book, the authors term software platforms “invisible engines that have created, touched, or transformed nearly every major industry for the past quarter century.”
“Think of software platforms as ring leaders of ecosystems in which a few or many companies can participate to reach users. These core products, like Windows, for example, offer software services that can be used as the basis for independent developers to build new features. The cell phone has become a lucrative platform for more than handset makers—also in on the party are makers of digital cameras, music services, and organizer software.
“Not only are existing industries being transformed and sometimes toppled by software platforms, but new industries are also springing up around them; witness the multibillion-dollar ringtone business.”
Yup. Read the article here >>
It’s all about building digital business platforms…
The CMO’s Challenge: Profiting from Proliferation
How We Eat – an example of the new segmentation the nerds at McKinsey would have you think about. Very interestink!

And here’s how the profits stack up by the segments:

Lots more interesting stuff from their e-book.
John Hagel on Mastering New Marketing Practices
Just read it.
JH3 sure makes you think, doesn’t he?
Manasco on “The Wisdom of Communities”
My friend Britton Manasco blogs about the “Wisdom of Communities” here.
His point is “the future is increasingly about the wisdom of crowds — or, at least, communities.”
So people, says Britton, especially in the B2B world, tend to trust their peers and not the experts.
Britton’s right to some extent. But what he forgets is that a community is a group of individuals, some more passionate than others, focused around a practice or interest. The leaders of the community are viewed as experts (perhaps not in the academic sense), but certainly in the role of the teacher helping the novices get up to speed.
These “experts” rise to the top naturally. And unlike senior management in most American companies, they rise to the top by virtue of merit – the knowledge they share with their fellow community members. The wisdom of communities is thus not the wisdom of crowds, but the wisdom of the expert-practitioner. Often they’re amateurs. Which makes them even more believable, because they’re in it for the love of the game, not necessarily for the money like the “professionals.”
Ask yourself: How can we get customers to collaborate with our company/companies to co-create products and services that benefit everyone involved?
To me, that’s the real power of communities, aside from double loop marketing.
Another (Hot) Summer Gone
And what have we learned?
I took some time off the blog to focus on some off-line activities like working on my book on Double Loop Marketing. Must say I’m having fun working on it. And like all good research projects, I just have more questions.
I’ll be presenting some of my thoughts at a Penn State ISBM webinar on Double Loop Marketing later this year, so stay tuned.
I also did some travelling and learned that it’s time for Europe to get some basic summer necessities like A/C and ice.
Why is it that European restaurants give you two tiny cubes of ice when you ask them for ice in your drink?
I’m also learning that we are running out of snow-capped mountains – both in Europe and in the States. This global-warming stuff is going to eat our lunch. Which brings me back to air-conditioning. Why are the Europeans so averse to A/C? The Germans, and the French seem to be competing against each other: who can withstand higher temperatures without A/C?
There seems to be a perfect market for a low-cost, portable, one-room A/C unit, priced under € 200. Can it be done? And who’s going to do it? I’m betting an Eastern European immigrant will figure this out and become the next German (or French) billionaire.
Oh well. Thanks to everyone for the e-mails and inquiries while I was out. I will be getting back to you all over the next two weeks.
It’s good to be blogging again. And maybe I’ll even have something halfway intelligent to say in my next post!
Martin Sorrell Doesn’t Get It
The Internets is not just another new media.
And Sorrell should know better.
I must say I’m stunned by his ignorance. It’s not TV. Not even close. If you want Internet strategy, based on Sorrell’s view, I would not talk to these people:
– Grey Global Group
– Ogilvy & Mather Worldwide
– Young & Rubicam
– JWT
– Hill & Knowlton
– Ogilvy Public Relations Worldwide
– Burson-Marsteller
– Cohn & Wolfe
– Mediaedge:cia
– Mindshare
– MediaInsight
– Maximize
Step down Sorrell. No wonder you guys at WPP and Co. don’t have a clue.
The Return on Attention
John Hagel is his usual insightful self in his blog post “Paying Attention“…
He asks: what is behind the desire to receive attention?
Is it a weak sense of self? A desire to be recognized and liked? An unhealthy need to be seen? Envied?
Let’s go back to before Goldhaber, to someone like St. Augustine, perhaps.
Ignoring the Death of our Planet
These are sad days. The president, the business community, and the religious establishment have all turn their backs on Life on Earth.
Now Al Gore wants to save the world, with a powerpoint slideshow (and a movie).
At least he’s doing something.
The oil lobby has already come out with anti-Gore attack ads defending Carbon Dioxide (and their profits). Yay!
America, when did we lose the ability to think? At what point did we decide that the future doesn’t matter any more?
What Would Jesus Do to Save the Planet? Play bingo? Drive an SUV? Hint: He kicked the money lenders out of the temple…
Blogger Becomes CEO at Sun
Jonathan Schwartz gets his day in the Sun!
Scott McNealy’s still around, but Schwartz now gets a chance to lead.
“Scott has a short haircut,” says Schwartz. “And unless he pulls something out that mandates it as a part of my employment contract, I’m keeping my haircut.”
Here, on his blog, Schwartz meets Brazil’s Lula to discuss the World Cup which starts in 45 days, 14 hours and 56 minutes. Any tips for Bruce Arena, Jonathan? Be sure to send them on to our soccer blog!
I wonder what the first post as CEO will be? Let’s hope he doesn’t stop blogging… my guess is he’ll be the CEO to change the landscape of corporate communications – using his blog!
Mira this Miro!

Last Thursday’s Google logo had painted versions of each letter in the Google name — allegedly incorporating images from Miró’s “The Escape Ladder,” 1940; “Nocturne,” 1940; and “The Beautiful Bird Revealing the Unknown to a Pair of Lovers,” 1941.
The artist’s family showed their true colors by demanding Google take down image.
Morons. They don’t care about art at all, simply money.
Google actually did them a great service. Now millions more know who Miro is. They should be paying Google!
Next we’ll have the Earth suing Google as well – for Earth Day copyright violations! 🙂
The World’s Most Innovative Companies
The Boston Consulting Group and BusinessWeek tell us that these are the 100 most innovative companies in the world:
Rank Company
1 Apple
2 Google
3 3M
4 Toyota
5 Microsoft
6 General Electric
7 Procter & Gamble
8 Nokia
9 Starbucks
10 IBM
11 Virgin
12 Samsung
13 Sony
14 Dell
15 IDEO
16 BMW
17 Intel
18 eBay
19 IKEA
20 Wal-Mart
21 Amazon
22 Target
23 Honda
24 Research In Motion
25 Southwest
26 Porsche
27 Genentech
28 Cisco
29 Nike
30 Motorola
31 DaimlerChrysler
32 Infosys
33 Ryanair
34 Pixar
35 SonyEricsson
36 Whole Foods
37 Capital One
38 Tesco
39 Danone
40 BP
41 PepsiCo
42 Hewlett Packard
43 Disney
44 jetBlue
45 W.L. Gore & Associates
46 Skype Technologies
47 FedEx
48 Bang & Olufsen
49 Renault
50 L’Oreal
51 ExxonMobil
52 Siemens
53 Johnson & Johnson
54 Shell
55 Pfizer
56 Singapore Airlines
57 Nissan
58 DuPont
59 Zara
60 TiVo
61 Yahoo!
62 Macquarie Bank
63 Audi
64 Harley Davidson
65 Progressive Insurance
66 Volvo
67 Philips Electronics
68 ING Bank
69 Nestle
70 Boeing
71 Matsushita Electric Industrial
72 easyJet
73 UPS
74 Coca-Cola
75 Cirque du Soleil (tied)
75 McKinsey (tied)
75 Woolworths (tied)
78 Hutchison Telecommunications
79 Salesforce.com
80 ACS
81 ITC
82 Time Warner
83 Danaher
84 Costco Wholesale
85 LG Electronics
86 bankinter
87 Amgen
88 Caterpillar
89 Accenture
90 SAP
91 SK Telecom
92 Home Depot
93 LVMH
94 Gap
95 Unilever
96 Goldman Sachs
97 John Deere & Co.
98 Whirlpool
99 Entel
100 McDonald’s
To me this makes no sense. This is in fact a list of the world’s most innovative dinosaurs. Massive companies which are still able to create value using new ideas. But these companies (w/ the exception of IDEO and a few others) are NOT at the forefront of innovation. Rather, that honor belongs to small companies, often at the periphery, which introduce the dinosaurs to these innovations.
Furthermore, innovation is relative, and needs to be measured in the industry or marketspace of the company. IDEO is more innovative than McDonald’s in absolute terms, but what really matters is how innovative McDonald’s is against its competitors.
What I enjoyed was the cover story:
Today, innovation is about much more than new products. It is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it’s about selecting and executing the right ideas and bringing them to market in record time.
In the 1990s, innovation was about technology and control of quality and cost. Today, it’s about taking corporate organizations built for efficiency and rewiring them for creativity and growth. “There are a lot of different things that fall under the rubric of innovation,” says Vijay Govindarajan, a professor at Dartmouth College’s Tuck School of Business and author of Ten Rules for Strategic Innovators: From Idea to Execution. “Innovation does not have to have anything to do with technology.”
Here’s an article from Tom Davenport on the types of innovation. I think it helps make the point that product innovation is just one type of innovation.
Another great insight comes to us from John Hagel, who talks about the limits of western thinking in his critique of Gary Hamel‘s latest thinking. Hagel tells us to focus on understanding the continuous management innovations across enterprises that are emerging in Asia.
Question: How does one link innovation to brand? to shareholder value? to sustainability? Branding, design, eco-imagination. They’re all linked…
The Community Trap: Joga.com vs. SoccerBlog.com
At first glance I have no chance.
How can my puny soccerblog.com site take on the likes of Joga.com from Nike + Google?
Answer: It doesn’t have to.
Joga.com from Nike + Google is too commercial, period. So it’s no contest.
Communities have to be open – in spirit and intent. They cannot exclude players, teams, or participants. I’m sure Nike + Google will learn. Until then, I’m having fun!
John Hagel: Joga.com and the Return of Community
William Dunk’s Global Province: Agile Companies #281
Steel Pulse & Damian Marley: No More Weapons
Sing along:
We don’t really need…
There’s no time to beat around the BUSH
Now all the world is living in fear
The consequence a great disaster zone
The thought alone I cannot bear
And now that war has raised its ugly head
And all I can predict is woe yeah!
This claim for power paints the city red
I isolate the Status Quo.
We no want no weapons of mass destruction
We no want no weapons of mass destruction
No we no really need
No no weapons no
This has got to be the final conflict
Bestowed upon humanity
So much for a global coalition
A false sense of security
We are just pawns in the scheme of things
No matter what our race or creed
Survivors of this holocaust
We international refugees
We no want no weapons of mass destruction
We no want no weapons of mass destruction
No no no lethal weapons
No no lethal weapons
No weapons no weapons
This crave for power
Is one disaster, destruction’s in the air
These ego trips, by heads of states, who giveth not a care
For all your children and all my children
The future’s in despair
No no no No no no
We do want no weapons no…
Doug Smith on Brand Delivery
Writes Doug Smith on his blog:
“…brand is the upshot of three related human actions: promising, delivering and experiencing. Employees (a category that includes executives) promise and deliver. Customers (and investors who are not actively involved in companies) experience. Most of us have yet to catch up with the latter two of these activities: delivery and experience. Because we are bombarded with logos and symbols and promises, we tend too rarely to look beyond the promising to the delivery and experience.
“That is, until the experience is entirely out of line with the promise.”
Read the post to get what “brand delivery” really means. Smith also gives us an example – FOX vs. WaPo – guess which one has a consistent brand delivery…
The BBC as a Global Online Brand
“The BBC is both an entrepreneurial anomaly and an illustration of the importance of branding on the internet. It has received considerable financial backing – from a government- mandated licence fee rather than venture capitalists. But its growth stems mostly from the reputation the BBC has earned through its old-media activities in radio and television.” writes the FT.
Darn right. The BBC has done what Rupert Murdoch could not (and would not) – it has become the online brand for trusted news, blowing away the pathetic efforts of the CBS, ABC, NBC, and FOX.
Why? Because the BBC is truly more fair and balanced. And it has something no American network has- constancy of purpose.
Read the article >>
PS- The other global British success story is the good old Economist.
The Top 30 CEOs: Where’s H. Lee Scott?
From Barron’s via Business Innovation Insider:
Warren Buffett, Berkshire Hathaway
Kenneth Chenault, American Express
George David, United Technologies
Lew Frankfort, Coach
Richard Fuld, Lehman Brothers
Jeffrey Immelt, General Electric
Steven Jobs, Apple Computer
Richard Kovacevich, Wells Fargo
A.G. Lafley, Procter & Gamble
Arthur Levinson, Genentech
John Mackey, Whole Foods
Raymond Mason, Legg Mason
Angelo Mozilo, Countrywide Financial
Anne Mulcahy, Xerox
Steven Reinemund, Pepsico
Glenn Renwick, Progressive
Steven Roth, Vornado Realty
Bob Simpson, XTO Energy
James Sinegal, Costco Wholesale
Robert Toll, Toll Brothers
My question: Where’s H. Lee Scott?
Branding in Asia: Interview with Martin Roll
I recently interviewed Martin Roll, the founder and CEO of VentureRepublic, a leading strategic advisory firm out of Singapore. Roll is the author of the ground-breaking bestseller Asian Brand Strategy: How Asia Builds Strong Brands.
Here are his 10 steps to building an Asian brand:
1. The CEO needs to lead the brand strategy work
2. Build your own model, as not every model suits all
3. Involve your stakeholders including the customers
4. Advance the corporate vision
5. Exploit new technology
6. Empower people to become brand ambassadors
7. Create the right delivery system
8. Communicate!
9. Measure the brand performance
10. Adjust relentlessly and be ready to raise your own bar all the times
For details, read the interview at the Zyman Institute of Brand Science website >>
Soccer Blog: The Start of Something
Well, I’m just doing it.
After years of talking and discussion- our soccer blog is finally launched. We have 8 contributors signed up from various parts of the world.
Let me know if you’re interested in contributing. Prerequisite: you must know who Edson Arantes do Nascimento is!
Bratz vs. Barbie: The Power of Strategic Innovation
In her book – The Power of the Purse: How Smart Businesses Are Adapting to the World’s Most Important Consumers – Women, Fara Warner describes how the MGA’s Bratz line of brash, but fashionable, dolls toppled Mattel’s Barbie — by focusing on consumer behavior.

Says Warner:
– Don’t allow personal history or preconceived ideas of women — in this case, young girls — to overshadow insight from consumers.
– Read, listen, and respond to correspondence from consumers — not their parents. MGA used this strategy to create a line of boy Bratz.
– Consider the consumers’ whole world, not just the time when they are using the product. This strategy was used to expand Bratz beyond dolls and clothes.
– Move with consumer trends, not industry timelines. MGA creates new clothing lines for its dolls every three to six months, not just once a year.
Read this chapter — Toppling Barbie: Bratz Predict the Future — from her book.
The Bratz example serves as a powerful reminder that companies like Mattel cannot afford to rest on their laurels, but need to selectively forget the past, as Vijay Govindarajan would say.
Fara has also started a blog. Her introductory post is here.
Maybe there’s a place for an environmental girl doll one of these days — perhaps a Jane Goodall do-good activist doll? I mean why do toy companies focus on girls, malls and fashion? All right, I know the answer… it was a rhetorical question.
The Time is Now for “Narrowcasting”
According to the NYTimes:
“In the last six months, major media companies have received much attention for starting to move their own programming online, whether downloads for video iPods or streaming programs that can be watched over high-speed Internet connections.
“Perhaps more interesting — and, arguably, more important — are the thousands of producers whose programming would never make it into prime time but who have very dedicated small audiences. It’s a phenomenon that could be called slivercasting.”
The web has always been a narrowcasting medium.
More from the article:
Discovery Communications, which has been a master of the current system, creating 15 different cable channels including Animal Planet and Discovery Health, is now exploring even more specialized services over the Internet. One will be introduced tomorrow for $9.95 a month. It will offer 30,000 video clips excerpted from its library of documentaries and other educational programs to help grade school and high school students with their homework. In the future, other services will offer content focused on narrow topics in travel, science and health.
Discovery, Mr. Hendricks says, is in a good position to create such services because of its large archive. “We have a wealth of programming just related to cancer, just related to Alaska and so on,” he said.
In addition to offering Internet distribution, Discovery will start to broadcast some of these programs late at night on its regular channels and encourage people to record them, he said.
To be sure, there are doubters. “I’ve never been a believer that we should create channels for all these niches like beach volleyball,” said John Skipper, a senior vice president of ESPN, a unit of the Walt Disney Company. “They just don’t pencil out. Because if you have 12,000 people, you can’t afford to do it. And if you can’t afford to do it, you can’t make any money on it.”
One reason that ESPN has shied away from this sort of niche programming, he said, is that its brand stands for a level of high-quality visual production that would be difficult for small channels to afford. Indeed, ESPN has been investing millions of dollars to produce programs in high-definition formats.
But reticence by some big media companies is making room for independent programmers to explore all sorts of niches.
Hmmm. ESPN doesn’t get it… perhaps Steve Jobs will wake them up.
Here’s the article in full>>
Carr’s Sixth Force: Public Interest (Are you listening, Wal-Mart?)
Since we’ve been talking about Wal-Mart this week, I figured we should look at the big picture. Nicholas Carr’s article on the 6th force (take that, Michael Porter!) is a good start:
“What’s the greatest strategic challenge facing Wal-Mart today? It’s not competition from other retailers. Although the world’s biggest merchant certainly keeps a close eye on rivals like Target and Best Buy, its domination of the industry seems secure for the time being. It’s not pressure from suppliers. Wal-Mart has most makers of consumer packaged goods at its beck and call. And it isn’t the whims of buyers. Shoppers show little desire to abandon their favorite store and its dirt-cheap prices.
No, Wal-Mart’s biggest worry today is the public interest.”
Great insight:
“As the experiences of Wal-Mart and other companies reveal, this traditional approach ignores the changing nature of the public interest and its expanding influence over companies’ financial results. The public does not want a company’s charity. It wants a chunk of its profits. The public interest, in other words, now expresses itself as an economic interest — the public has become an active competitor in the struggle to seize the bounties of the marketplace. As a result, the way businesses think about strategy needs to change. If a company clings to the old assumptions, it may be putting its future at risk.”
I don’t think the public wants “a chunk of its profits” tho; I think the public wants businesses to be fair- fair to the community and country it is in. Think economic justice. Not just social justice.
Read Carr’s essay >>
PS – Does your company have an active ecoimagination?
Googlespace vs. Microsoft: Will they call it G-office?
Here we go. Says Red Herring:
“In an overt challenge to Microsoft, search giant Google said Thursday it had acquired Writely, an online word processing tool, for an undisclosed amount.
“Writely, a project of Upstartle, functions much like Microsoft Word but in a web browser. The online environment allows for collaboration between multiple authors and the benefit of someone else hosting your document.”
I wrote about this a while back… wonder why is Microsoft just sitting there milking dead cows like Office?
Marc Benioff of salesforce.com says: “It demonstrates that on demand is the death knell of Microsoft. Google is firing a shot directly into the heart of Microsoft Office.”
What can you do with Writely?
According to the website:
You can:
– Upload Word documents, OpenOffice, RTF, HTML or text (or create documents from scratch).
– Use our simple WYSIWYG editor to format your documents, spell-check them, etc.
– Invite others to share your documents (by e-mail address).
– Edit documents online with whomever you choose.
– View your documents’ revision history and roll back to any version.
– Publish documents online to the world, or to just who you choose.
– Download documents to your desktop as Word, OpenOffice, RTF, PDF*, HTML or zip.
– Post your documents to your blog.
The next question is: will it be free? ad-supported? free basic, paid premium-version??
C’mon Gates. You know what to do. Just kill Office, now- before Google kills it for you.
“Paid-Placement” in the Blogosphere: Wal-Mart Doesn’t get PR, and Edelman Doesn’t get Blogs
Wow. Now Wal-Mart tries to do a PR move using bloggers.
How stupid is this? And just how stupid is Edelman to advise them to take this route?!
“Paid-placement” or even the appearance of paid-placement does not work in the blogosphere. If there’s one thing companies need to learn from the Republican tactic of “buying” good press, it’s that it fails. And in the long run it destroys your brand.
Of course Richard Edelman doesn’t blog about this on his blog. I’m sure they’re working on a “plausible explanation” and we’re going to hear about it in a few hours, or days… (Let’s watch their response time!)
Businesses who think blogs are just like any other media are going to learn their lesson the hard way, like Wal-Mart. I can’t say I feel sorry for them at all.
The NY Times article reveals how businesses (and traditional PR shops like Edelman) view the media (and now the blogosphere) as mouthpieces for their “messaging.” I tell you, those days are over. Wal-Mart can change its image, but only through actions, not PR. Why not start by doubling employee wages (remember Henry Ford?).
The message to Wal-Mart executives: think “fair-price” not “lowest-price.” In the long run, the “lowest price” mentality destroys shareholder value by destroying their employees and their suppliers.
Question: What if Toyota was run like Wal-Mart? The result would be – GM!
The full article (disclosed in public interest):
March 7, 2006
Wal-Mart Enlists Bloggers in P.R. Campaign
By MICHAEL BARBARO
Brian Pickrell, a blogger, recently posted a note on his Web site attacking state legislation that would force Wal-Mart Stores to spend more on employee health insurance. “All across the country, newspaper editorial boards — no great friends of business — are ripping the bills,” he wrote.
It was the kind of pro-Wal-Mart comment the giant retailer might write itself. And, in fact, it did.
Several sentences in Mr. Pickrell’s Jan. 20 posting — and others from different days — are identical to those written by an employee at one of Wal-Mart’s public relations firms and distributed by e-mail to bloggers.
Under assault as never before, Wal-Mart is increasingly looking beyond the mainstream media and working directly with bloggers, feeding them exclusive nuggets of news, suggesting topics for postings and even inviting them to visit its corporate headquarters.
But the strategy raises questions about what bloggers, who pride themselves on independence, should disclose to readers. Wal-Mart, the nation’s largest private employer, has been forthright with bloggers about the origins of its communications, and the company and its public relations firm, Edelman, say they do not compensate the bloggers.
But some bloggers have posted information from Wal-Mart, at times word for word, without revealing where it came from.
Glenn Reynolds, the founder of Instapundit.com, one of the oldest blogs on the Web, said that even in the blogosphere, which is renowned for its lack of rules, a basic tenet applies: “If I reprint something, I say where it came from. A blog is about your voice, it seems to me, not somebody else’s.”
Companies of all stripes are using blogs to help shape public opinion.
Before General Electric announced a major investment in energy-efficient technology last year, company executives first met with major environmental bloggers to build support. Others have reached out to bloggers to promote a product or service, as Microsoft did with its Xbox game system and Cingular Wireless has done in the introduction of a new phone.
What is different about Wal-Mart’s approach to blogging is that rather than promoting a product — something it does quite well, given its $300 billion in annual sales — it is trying to improve its battered image.
Wal-Mart, long criticized for low wages and its health benefits, began working with bloggers in late 2005 “as part of our overall effort to tell our story,” said Mona Williams, a company spokeswoman.
“As more and more Americans go to the Internet to get information from varied, credible, trusted sources, Wal-Mart is committed to participating in that online conversation,” she said.
Copies of e-mail messages that a Wal-Mart representative sent to bloggers were made available to The New York Times by Bob Beller, who runs a blog called Crazy Politico’s Rantings. Mr. Beller, a regular Wal-Mart shopper who frequently defends the retailer on his blog, said the company never asked that the messages be kept private.
In the messages, Wal-Mart promotes positive news about itself, like the high number of job applications it received at a new store in Illinois, and criticizes opponents, noting for example that a rival, Target, raised “zero” money for the Salvation Army in 2005, because it banned red-kettle collectors from stores.
The author of the e-mail messages is a blogger named Marshall Manson, a senior account supervisor at Edelman who writes for conservative Web sites like Human Events Online, which advocates limited government, and Confirm Them, which has pushed for the confirmation of President Bush’s judicial nominees.
In interviews, bloggers said Mr. Manson contacted them after they wrote postings that either endorsed the retailer or challenged its critics.
Mr. Beller, who runs Crazy Politico’s Rantings, for example, said he received an e-mail message from Mr. Manson soon after criticizing the passage of a law in Maryland that requires Wal-Mart to spend 8 percent of its payroll on health care.
Mr. Manson, identifying himself as a “blogger myself” who does “online public affairs for Wal-Mart,” began with a bit of flattery: “Just wanted you to know that your post criticizing Maryland’s Wal-Mart health care bill was noticed here and at the corporate headquarters in Bentonville,” he wrote, referring to the city in Arkansas.
“If you’re interested,” he continued, “I’d like to drop you the occasional update with some newsworthy info about the company and an occasional nugget that you won’t hear about in the M.S.M.” — or mainstream media.
Bloggers who agreed to receive the e-mail messages said they were eager to hear Wal-Mart’s side of the story, which they said they felt had been drowned out by critics, and were tantalized by the promise of exclusive news that might attract more visitors to their Web sites.
“I am always interested in tips to stories,” said one recipient of Mr. Manson’s e-mail messages, Bill Nienhuis, who operates a Web site called PunditGuy.com.
But some bloggers are also defensive about their contacts with Wal-Mart. When they learned that The New York Times was looking at how they were using information from the retailer, several bloggers posted items challenging The Times’s article before it had appeared. One blog, Iowa Voice, run by Mr. Pickrell, pleads for advertisers to buy space on the blog in anticipation of more traffic because of the article.
The e-mail messages Mr. Manson has sent to bloggers are structured like typical blog postings, with a pungent sentence or two introducing a link to a news article or release.
John McAdams, a political science professor at Marquette University who runs the Marquette Warrior blog, recently posted three links about union activity in the same order as he received them from Mr. Manson. Mr. McAdams acknowledged that he worked from Wal-Mart’s links and that he did not disclose his contact with Mr. Manson.
“I usually do not reveal where I get a tip or a lead on a story,” he said, adding that journalists often do not disclose where they get ideas for stories either.
Wal-Mart has warned bloggers against lifting text from the e-mail it sends them. After apparently noticing the practice, Mr. Manson asked them to “resist the urge,” because “I’d be sick if someone ripped you because they noticed a couple of bloggers with nearly identical posts.”
But Mr. Manson has not encouraged bloggers to reveal that they communicate with Wal-Mart or to attribute information to either the retailer or Edelman, Ms. Williams of Wal-Mart said.
To be sure, some bloggers who post material from Mr. Manson’s e-mail do disclose its origins, mentioning Mr. Manson and Wal-Mart by name. But others refer to Mr. Manson as “one reader,” say they received a “heads up” about news from Wal-Mart or disclose nothing at all.
Mr. Pickrell, the 37-year-old who runs the Iowa Voice blog, said he began receiving updates from Wal-Mart in January. Like Mr. Beller, of Crazy Politico, Mr. Pickrell had criticized the Maryland legislature over its health care law before Wal-Mart contacted him.
Since then, he has written at least three postings that contain language identical to sentences in e-mail from Mr. Manson. In one, which Mr. Pickrell attributed to a “reader,” he reported that Wal-Mart was about to announce that a store in Illinois received 25,000 applications for 325 jobs. “That’s a 1.3 percent acceptance rate,” the message read. “Consider this: Harvard University (undergraduate) accepts 11 percent of applicants. The Navy Seals accept 5 percent of applicants.”
Asked in a telephone interview about the resemblance of his postings to Mr. Manson’s, Mr. Pickrell said: “I probably cut and paste a little bit and I should not have,” adding that “I try to write my posting in my own words.”
In an e-mail message sent after the interview, Mr. Pickrell said he received e-mail from many groups, including those opposed to Wal-Mart, which he uses as a starting point to “do my own research on a topic.”
“I draw my own conclusions when I form my opinions,” he said.
Mr. Pickrell, explaining his support for Wal-Mart, said he shops there regularly and is impressed with how his mother-in-law, a Wal-Mart employee, is treated. “They go real out of their way for their people,” he said.
Wal-Mart’s blogging initiative is part of a ballooning public relations campaign developed in consultation with Edelman to help Wal-Mart as two groups, Wal-Mart Watch and Wake Up Wal-Mart, aggressively prod it to change. The groups operate blogs that receive posts from current and former Wal-Mart employees, elected leaders and consumers.
Edelman also helped Wal-Mart develop a political-style war room, staffed by former political operatives, which monitors and responds to the retailer’s critics, and helped create Working Families for Wal-Mart, a new group that is trying to build support for the company in cities across the country.
At Edelman, Mr. Manson, who sends many of the e-mail messages to bloggers, works closely on the Wal-Mart account with Mike Krempasky, a co-founder of RedState.org, a conservative blog. Both are regular bloggers, which in Mr. Manson’s case means he has written critically of individuals and groups Wal-Mart may eventually call on for support.
Before he was hired by Edelman in November, Mr. Manson wrote on the Human Events Online blog that members of the San Francisco city council were “dolts” and “twits” for rejecting a proposed World War II memorial and that every day “the United Nations slides further and further into irrelevance.” After he was hired, Mr. Manson wrote that the career of Senator Lincoln Chafee of Rhode Island was marked by “pointless indecision.”
Wal-Mart declined to make Mr. Manson available for comment. Ms. Williams said, “It is not Wal-Mart’s role to monitor the opinions of our consultants or how they express them on their own time.”
In a sign of how eager Wal-Mart is to develop ties to bloggers, the company has invited them to a media conference to be held at its headquarters in April. In e-mail messages, Wal-Mart has polled several bloggers about whether they would make the trip, which the bloggers would have to pay for themselves.
Mr. Reynolds of Instapundit.com said he recently was invited to Wal-Mart’s offices but declined. “Bentonville, Arkansas,” he said, “is not my idea of a fun destination.”
Building a Digital Business Platform
For over five years now I’ve been working on the problem of how companies can build a community for prospective customers. The question I asked myself was:
How can we get customers to collaborate with the company/companies to co-create products and services that benefit everyone involved?
I had some long discussions on this with John Hagel and the late John Rheinfrank. Here’s what we were thinking:

[click to enlarge]
Any suggestions?
Weep, Deming, Weep: Why US Automakers Can’t Learn
Is Deming crying?
It seems like the US Auto industry is intent on destroying itself. See for example, Doug Smith’s “Removing The Deck Chairs From The Titanic”. Smith says:
“GM still doesn’t ‘get it’ when it comes to the value side of it’s products. As previously noted, GM invested heavily in product design and manufacturing flexibility — that is, the capacity to move quicker to provide new products. It can now bring 15 new products to market quicker than ever before. And, what are the deck chair managers doing with this flexibility. 13 of the new products will be re-designs of full size SUVS.”
Aaargh…
What is wrong with these people? What happened to Deming’s 14 points? It was Deming who said: “If you want to ruin a company, send it American management”…
So what’s going on? IndustryWeek‘s John Teresko talks about the Toyota Way, and asks two questions:
1) How does Japan’s leading automaker keep getting better?
2) What keeps competitors from emulating that performance?
While U.S. manufacturers in many sectors have used practices from the Toyota Production System (TPS) to boost performance substantially since the mid-’80s, they have used it improperly, experts say. Instead of embracing TPS as an overarching philosophy, they have used it piecemeal as a toolbox. These companies’ leaders must revive their strategies to mimic Toyota’s in order to compete, which means reversing the popular notion that lean and other TPS-derived concepts are tools to be used selectively to achieve departmental milestones.
Read the whole thing. Look for this fun quote: “cost reduction is not a strategy unless you want to commoditize or go out of business.”
P.S.- For those of you who have forgotten Deming, here are his 14 points:
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
– Eliminate work standards (quotas) on the factory floor. Substitute leadership.
– Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
Who Won the Superbowl Ad Contest? Let the Brains Decide…
So who won this year’s Superbowl ad-wars?
This year, at the UCLA Ahmanson-Lovelace Brain Mapping Center (don’t you love that name), Marco Iacoboni and his group used functional magnetic resonance imaging (fMRI) to measure brain responses in a group of subjects while they watched the Super Bowl ads. The way fMRI works is relatively simple: different levels of cerebral blood oxygenation have different magnetic properties. Moreover, changes in blood oxygenation correlate with changes in neural activity. Thus, without using any contrast agent, fMRI can measure how much brain areas are activated during sensory, cognitive and motor experiences.

According to the brain-waves, “the overwhelming winner among the Super Bowl ads is the Disney – NFL ‘I am going to Disney’ ad. The Disney ad elicited strong responses in orbito-frontal cortex and ventral striatum, two brain regions associated with processing of rewards. Also, the Disney ad induced robust responses in mirror neuron areas, indicating identification and empathy. Further, the circuit for cognitive control, encompassing anterior cingulate cortex and dorsolateral prefrontal cortex, was highly active while watching the Disney ad. We consider all these features positive markers of brain responses to the ad. In second place, the Sierra Mist ad, activated the same brain regions but less so than the Disney ad.”
Great. Disney? Give me a break. That said, I know someone (a famous business guru) who is visiting Disney this week, so maybe the ad worked after all!
Here’s the one I picked as the winner. (Doug Smith agrees!) >>
Anyway, read all about the brain wave theory of advertising effectiveness here >>
The Death of the Newspaper
Joseph Epstein in Commentary:
“To begin with familiar facts, statistics on readership have been pointing downward, significantly downward, for some time now. Four-fifths of Americans once read newspapers; today, apparently fewer than half do. Among adults, in the decade 1990-2000, daily readership fell from 52.6 percent to 37.5 percent. Among the young, things are much worse: in one study, only 19 percent of those between the ages of eighteen and thirty-four reported consulting a daily paper, and only 9 percent trusted the information purveyed there; a mere 8 percent found newspapers helpful, while 4 percent thought them entertaining.
“From 1999 to 2004, according to the Newspaper Association of America, general circulation dropped by another 1.3 million. Reflecting both that fact and the ferocious competition for classified ads from free online bulletin boards like craigslist.org, advertising revenue has been stagnant at best, while printing and productions costs have gone remorselessly upward. As a result, the New York Times Company has cut some 700 jobs from its various papers. The Baltimore Sun, owned by the Chicago Tribune, is closing down its five international bureaus. Second papers in many cities have locked their doors.
“This bleeding phenomenon is not restricted to the United States, and no bets should be placed on the likely success of steps taken by papers to stanch the flow. The Wall Street Journal, in an effort to save money on production costs, is trimming the width of its pages, from 15 to 12 inches. In England, the once venerable Guardian, in a mad scramble to retain its older readers and find younger ones, has radically redesigned itself by becoming smaller. London’s Independent has gone tabloid, and so has the once revered Times, its publisher preferring the euphemism “compact.”
I agree, in principle, with Epstein’s solution:
“My own preference would be for a few serious newspapers to take the high road: to smarten up instead of dumbing down, to honor the principles of integrity and impartiality in their coverage, and to become institutions that even those who disagreed with them would have to respect for the reasoned cogency of their editorial positions. I imagine such papers directed by editors who could choose for me—as neither the Internet nor I on my own can do—the serious issues, questions, and problems of the day and, with the aid of intelligence born of concern, give each the emphasis it deserves.
“In all likelihood a newspaper taking this route would go under; but at least it would do so in a cloud of glory, guns blazing. And at least its loss would be a genuine subtraction. About our newspapers as they now stand, little more can be said in their favor than that they do not require batteries to operate, you can swat flies with them, and they can still be used to wrap fish.”
Read the entire article here >>
Wal-Mart vs. Target vs Walgreens vs Costco
From a NYTimes article:
Though Wal-Mart is three times larger than its next biggest retail rival, Mr. Scott appears to be preoccupied with competitors whose individual store sales are growing faster than Wal-Mart’s — namely Target and Walgreens.
Asked about Wal-Mart’s stock price, which has fallen 11 percent in the last five years. Mr. Scott said: “You cannot have Target or Walgreens beating you day after day after day.” Mr. Scott wrote that one reason Wal-Mart’s same-store sales were growing more slowly than Target’s was that Wal-Mart’s customers earn less and have been squeezed worse by soaring fuel prices.
“Wal-Mart’s focus has been on lower income and lower-middle income consumers,” he wrote. “In the last four years or so, with the price of fuel being what it is, that customer has had the most difficult time. The upper-end customer got a tremendous number of tax breaks about four years ago. They have been doing very well in this economy.”
He said having to pay $50 to gas up a car did not change anything for rich customers, but did for those who didn’t earn a lot. “It changes whether or not you go to the movie, whether or not you buy new sheets, whether or not you go out to eat.”
At several points, Mr. Scott addressed criticisms that Wal-Mart health plan was too stingy toward its employees. He said that Wal-Mart’s health plan “stacks up very, very competitively” with other retailers. In a knock at companies that provide more generous benefits, Mr. Scott wrote: “One of the things said about General Motors now is that General Motors is no longer an automotive company. General Motors is a benefit company that sells cars to fund those benefits.”
OK. Let’s get this straight:
1) Wal-Mart is targeting lower income and lower-middle income consumers, i.e. its employees.
2) Wal-Mart won’t pay its employees a decent salary w/ benefits.
3) Wal-Mart says its same-store sales are growing more slowly than Target’s is because Wal-Mart’s customers earn less and have been squeezed worse by soaring fuel prices.
Sounds like one of those destructive cycles brought about by narrow-thinking from upper-management…
Let’s look at two other alternatives: Costco and IKEA.
Wake up Wal-Mart. Get some values.
Ad Agencies Face Accountability
Google may be diversifying offline into radio, print and potentially TV advertising sales, but its plan is to utilize its powerful online backchannel to measure results of those deals.
If successful, the initiative could provide a new, empirical way of proving the ROI of traditional media advertising deals. In an interview with MediaDailyNews, Google’s Director of Advertising Strategy Patrick Keane said the plan relies on techniques already being utilized by some advertisers who use an online component of their media strategies to measure the effects of traditional media in their mix.
One straightforward strategy, he said, would be driving readers or listeners back to the online realm and measuring them there.
“The smart advertisers have been coming up with linked campaigns for a while,” Keane noted. “They’re no longer conceiving of advertising campaigns that are limited to the various silos–just print, just radio, or just Internet, and so on.”
As an example, Keane noted how marketers might include a unique URLs in text ads, allowing advertisers to measure by site visits the number of visitors who interacted with the text ad. He suggested advertisers could cast an even wider net by including an old direct response technique–the unique 1-800 number–in print campaigns and radio advertising. As aficionados of late-night TV know, 1-800 numbers are old hat; in this system, the studio selling albums, for example, pays out to the broadcaster based on the number of phone inquiries they receive.
Another approach might include econometric modeling, which uses sophisticated statistical analyses to determine the effect offline advertising has on driving consumers to online activity and vice versa.
This is good news for everyone except the ad agencies. They certainly don’t want accountability!
BTW, this approach isn’t new. David Ogilvy talks about it in “On Advertisisng” as does the late Claude Hopkins in his book on scientific advertising…
I’ve been proposing this approach to my clients for over five years now: every ad, no matter the media, must have a web-based call to action, period. Either that or a 1-800 number with a promo code…
I Work with Fools
The stupidity of business – exposed.
Why is it that stores don’t let you surf the Internet in the store? [I know they’re scared I’ll compare prices… but aside from that?]
Recently I needed some information to make a purchase, so I asked the store manager if they had an Internet connection where I could look up my information. “Sorry, you can only visit one site, ours…” he smirked.
I went home to get my info, and the company lost about $500.00 in sales, because I couldn’t stand the attitude.
The customer is not content to sit in a box any longer…
Third World, USA: The Hidden State of the Union
While I was thinking about the “State of the Union,” I fell upon this article – “Decision-Making and Coping by Functionally Illiterate Consumers and Some Implications for Marketing Management” by Madhubalan Viswanathan, Jose Antonio Rosa and James Edwin Harris in the Journal of Marketing .
The article says:
“Over 20% of the US population consists of functionally illiterate consumers, yet we know very little about their thinking and behavior.”
The article talks about how we need to market to these consumers to sell products more efficiently. Here are a few examples of what marketers can do to make the retail environment more friendly to illiterate customers (and for many others as well):
Clear, obvious presentation. Clear presentation of bottom-line prices for all items in a consistent color would enhance the information environment for low-literate consumers. The final price should be plainly presented, in addition to the original price and the discount. Moreover, the use of dollars and cents off rather than fraction or percentage off can make the final price concrete and obvious. Retail outlets should also consider simple computational aids for their customers, such as devices attached to shopping carts that scan product labels and keep running totals.
Consumer-friendly store layouts. Easy store layouts that minimize clutter and confusion are important for all consumers. But the layout takes on even greater significance for functionally illiterate consumers. Of particular significance are changes to layout that take away from the experience of shopping in a familiar environment. Prominent store signs should be supplemented with visual representations of product categories. Similarly, shelf and other in-store displays can communicate product information and make comparisons easier. Graphical representations of size, ingredients, and other information needed for comparisons would also be very helpful.
Helpful staffing. In light of the life experiences of low-literate consumers and issues of self-esteem and dependence, friendliness and trustworthiness are vital in building customer relationships. Their customer loyalty seems to follow from friendly encounters that engender trust. Like many of us, they want to feel understood and appreciated. Specialized training for employees should sensitize them to the unique characteristics of low-literate customers. Such an investment may well lead to a sustainable competitive advantage stemming from strong customer loyalty.
The solutions marketers devise for illiterate consumers may well coincide with solutions for a variety of other groups such as novice consumers, time-constrained consumers, consumers in developing countries, and consumers shopping in different environments, such as a foreign country.
Welcome to the Third World, US of A. Don’t worry about the poor, let’s just make sure we can sell ’em something!
Stupid Research: The Importance of Being Pretty
Here we go again. Wired has a story on The Importance of Being Pretty.
They’re talking about your website.
Says Wired: “Internet users can give websites a thumbs up or thumbs down in less than the blink of an eye, according to a study by Canadian researchers. In just a brief one-twentieth of a second — less than half the time it takes to blink — people make aesthetic judgments that influence the rest of their experience with an internet site.”
The study in question comes to us from Dr. Gitte Lindgaard, a psychology professor at Carleton University in Ottawa. She’s the “NSERC/Cognos Industrial Research Chair in User-Centred Design” at Carleton.
No one mentions the report title, but I believe it’s this one: “Attention web designers: you have 50 milliseconds to make a good first impression”, Behaviour & Information Technology, 25, 115-126, Lindgaard, G., Dudek, C., Fernandes, G. & Brown, J., 2005.
In the study, researchers discovered that people could rate the visual appeal of sites after seeing them for just one-twentieth of a second. These judgments were not random, the researchers found — sites that were flashed up twice were given similar ratings both times.
“Unless the first impression is favorable, visitors will be out of your site before they even know that you might be offering more than your competitors,” said Lindegaard.
But the results did not show how to win a positive reaction from users, admitted Lindgaard. “When we looked at the websites that we tested, there is really nothing there that tells us what leads to dislike or to like.”
And while further research may offer more clues, she said the vagaries of personal taste would always be a limiting factor. “If design were reducible to a set of principles, wouldn’t we find an awful lot of similar houses, gardens, cars, rooms?” said Lindgaard. “You’d have no variety.”
This study is just another example of lab-myopia. It’s dangerous. And detrimental to real-world business performance. Lindgaard doesn’t get it.
The real question is: how many people who come to your website do something you want them to do – buy something, opt-in, download a whitepaper, join a discussion, etc. The question is NOT if you have a pretty site, but: “How effective is your site?”
I’m not the only one turned off by this type of stupidity:
– Gerry McGovern: “It is unquestionably true that people are highly impatient on the Web. However, it is hard to understand how people can get an impression of a website in one twentieth of a second, when most webpages takes several seconds to download. (Laboratory conditions are not the same as real-life conditions.) Function and visual appeal do not have to be in conflict. However, it is clear that the websites that are making the most money are focusing much more on function than visual appeal. What would be the value of asking people to rate the visual appeal of Ryanair.com, Aerlingus.com, eBay.com, or Yahoo? We need to be careful about the questions we ask because they could lead us down the wrong path.
– Jakob Nielsen: It’s a dangerous mistake to believe that statistical research is somehow more scientific or credible than insight-based observational research. In fact, most statistical research is less credible than qualitative studies. Design research is not like medical science: ethnography is its closest analogy in traditional fields of science. User interfaces and usability are highly contextual, and their effectiveness depends on a broad understanding of human behavior. Typically, designers must combine and trade-off design guidelines, which requires some understanding of the rationale and principles behind the recommendations. Issues that are so specific that a formula can pinpoint them are usually irrelevant for practical design projects.
Online, form without function is a disaster.
And that’s why I get mad at “lab-researchers” like Lindgaard.
Design Korea: Interview with Lee Kun Pyo
From BusinessWeek:
“Over the past decade, Korea’s Samsung Electronics has transformed itself from a copycat producer of uninspiring goods into one of the world’s top consumer-electronics brands. Much of that transformation is due to a shift in power at the company from engineers to designers. Samsung’s rebirth has inspired other Korean companies to place a greater emphasis on design — in fact, it has energized the country’s design community.”
An interview with Lee Kun Pyo, director of the Human-Centered Interaction Design Laboratory at the Korea Advanced Institute of Science & Technology on the changes sweeping Korean design >>
What I found interesting:
“Koreans traditionally don’t articulate what they’re doing beforehand. They’re very contextual. Of course they do customer research and product planning and user-centered design and so on. But they quickly arrive at solutions, then look at the solution to find any further problems. Some might say that’s unsystematic, but it’s really very dynamic. And it works well for products with a short lifecycle, like mobile phones or MP3 players.”
and
“Things are changing. In the past, product planning was done by marketing people who would choose product concepts by statistics, and engineers would present the structural requirements. The designers always lost the game. But now the head of Samsung’s mobile division asks the designer to make a mockup and throws it to the engineer and says, “Make it.” The opportunity has been handed over to the designers.”
and
“Korea has 230 design schools — more than America.”
hmmm…
Trust: Mad Cows & Japan
I don’t blame the Japanese at all. At least they’re trying to protect their citizens. From Marketwatch:
“Japan said it will halt U.S. beef imports until Washington clarifies how the parts got into the shipment. Japan lifted a ban on U.S. beef just a month ago.
“U.S. agriculture authorities are investigating how a shipment of animal parts at risk for mad-cow disease wound up in Japan despite a pledge not to export those parts, the government said Friday.”
Here’s what shocked me in the article:
“The incident comes on the heels of a two-year ban on U.S. beef imports into Japan that Tokyo imposed after discovering a case of the disease in December 2003.”
Hello!
I gave up eating beef a few years ago; can’t say I miss it at all. Does anyone trust the government anymore?
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Where did all the blue sky go?
Poison is the wind that blows
From the north, east, south, and sea
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Oil wasted on the oceans and upon our seas
Fish full of mercury
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Radiation in the ground and in the sky
Animals and birds who live nearby are dying
Oh, mercy mercy me
Oh, things ain’t what they used to be
What about this overcrowded land?
How much more abuse from man can you stand?
My sweet Lord
My sweet Lord
My sweet Lord
PR vs. Advertising: Barking up the Wrong Tree

Again, from the Economist:
“…PR is surprisingly effective, at least according to a recent study by Procter & Gamble, the world’s biggest consumer-products group. P&G is a firm that marketers pay a lot of attention to, not least because of its advertising budget of some $4 billion. It has always been at the cutting-edge of marketing—P&G is credited with inventing the television soap opera as a new way to sell goods. But with fewer people watching television and the circulation of many papers and magazines declining, the firm has become pickier about where it spends its advertising budget. Increasingly, it wants a measurable return on investment from its campaigns.”
Read it in the news >>
My point- at least PR is trying to tell a story.
So how does advertising fight back? With knowledge and entertainment, and yes, branded-experiences. Problem is most agencies are too stupid. Maybe it’s the stupidity of the clients.
Both PR and Ad agencies are inauthentic. Why do you want to hear propaganda and lies all day long? Give us truth, knowledge, insight, and a little bit of humor. Talk, don’t preach. Get a conversation going. And don’t talk about your products unless I ask you a question.
Of course, I’m talking about double loop marketing.