Yet Another Clueless National Media Company

NBC runs a news segment called "America's Correspondent," a grass roots news program.  Unfortunately, the graphic that they use in the segment is a map of the United States.  Well, not exactly a map of the United States.  It's a map of the 48 contiguous states.  There are two other states ... and they have been in the union since 1959.  The graphic includes the line "Your voice.  Your vote.  Your town."  I guess NBC doesn't realize that it is offensive to leave people out of this message. 

NBC's Graphic for America's Correspondent

How long does it take to figure this out?  You would think 50+ years would be enough.

Sometimes the excuse for using an incorrect graphic is that it's easier.  For a news organization, especially, that is a poor excuse.  Either use the correct version of the U.S. map or find a different graphic.  There's Lady Liberty's torch, one of the monuments in Washington, a Minuteman, Uncle Sam, etc. etc. 

How to confuse a customer ...

Taco Bell recently introduced breakfast as a new daypart for the chain.  Marketing breakfast is a tall order for Taco Bell since McDonald's spends a fortune in marketing that daypart and owns an established position as a fast food breakfast spot.  Taco Bell also has to convince customers that a Mexican concept is the right choice for breakfast.  So, Taco Bell needs a very strong and coordinated program to succeed with this new venture.

Unfortunately, it seems that their efforts are half-hearted.

One problem:  not every Taco Bell unit offers breakfast.  A recent ad for breakfast at Taco Bell included a list of restaurants that had the breakfast menu.  That means the customer has to remember who does and doesn't offer breakfast.  Not the case with McDonald's.

Just recently I came across a banner on a Taco Bell announcing that this location had breakfast.  Oddly, the banner read "Open for Breakfast 7 a.m. or earlier."  What does that mean?  If I go earlier, will I get breakfast or not.  Apparently, to save money, banners were created for all stores and hedged on the breakfast hours.

Will Taco Bell succeed in the breakfast category? Not unless they go all in.  As they say ... "go big or go home."

How to Show What You Can't Show on TV

K-Y jelly is (ahem) a personal lubricant.  While the product solves the problem of painful sexual intercourse, the company wanted to broaden its appeal andcommunicate K-Y's ability to spice up a couple's sex life.  But how do you show that?  Well, literally, you can't.  But you can be creative and use a visual metaphor.

In this television spot, K-Y uses kittens to show how a mildly playful relationship can heat up by
using the K-Y product.  Anyone who has watched kittens play with all the stops pulled out will get the message.

Product demos are almost always effective in communicating product benefits.  Sometimes you just have to be creative about how to do the demo. 

The Colonel's Back - Is That a Good Thing?

The New Colonel

KFC in anticipation of its 75th anniversary is bringing back Colonel Sanders.  Not the Colonel Sanders - the real Harland Sanders has been dead for 35 years - but a characterization portrayed by former Saturday Night Live actor Darrell Hammond.    Click here for the introductory commercial. 


The reason, KFC states, is that KFC has lost its relevance (and market share) to up-and-comers like Chick-fil-A.  KFC has 4,800 stores generating $4.2 billion in revenue while Chick-fil-A has 1.900 stores generating $6 billion in revenue (and they're not even open on Sunday!).  I get it.  There's a problem here.

However, I don't believe that bringing back the Colonel - especially in this reincarnation - is the answer to KFC's woes. 

According to Greg Creed, KFC's CEO, 60% of Millennials  have not eaten the company's chicken.  The problem is:  how is bringing back the colonel going to provide relevance to this group?  The real Colonel Sanders was a genuine spokesperson for the company (he had the original recipe) and was able to sincerely pitch the product.  But he's been off the air longer than the lifespan of the Millennials.  So, what is there for them to remember?

Here are some issues:

The Original Colonel on TV

• The new Colonel Sanders isn't authentic.  In their book "The Human Brand" by Malone and Fiske, they conclude "noting better conveys the identity and character of a leader and the warmth and competence of the company or brand he or she leads than the genuine story to their journey together serving customers."  That's what the original Colonel Sanders did.  Click on the image for one of his commercials for KFC. 
• Even if Millennials recognize Darrell Hammond, he's out of character.  He's not portrayed in a comedic role.  So, the talent that they're paying for is off target. 
• The original Colonel focused on his point of difference - his secret recipe.  The reincarnation looks like any other fast food creating different menu options to create ephemeral "product news" rather than an enduring brand position. 
• 20% of KFC customers say they "hate" the new ads.  The CEO publicly stated:

"And I am actually quite happy that 20% hate it, because now they at least have an opinion. They’re actually talking about KFC, and you can market to love and hate; you cannot market to indifference."

          True, you can't market to indifference, but can't you find a position that doesn't generate hate?

We'll have to see how this plays out for KFC.  I've always been impressed with what Jack-in-the-Box has done to create the imaginary CEO Jack.  Unfettered by reality, Jack can create unique messages for the company and has developed his own persona.  Unfortunately, for KFC (and those who remember the original Colonel) he and the company had a persona, and the new character doesn't align with it.  For those who didn't know the original Colonel, well, they're probably scratching their heads. 

Even the Divine Needs Marketing

Organized religion has been concerned about declining membership and attendance (and a growing indication that spirituality isn't necessarily connected to religion in recent research).  As with so many things, the issues related to the relevance of the "product" to its markets and an ability to connect with them.

Looking back in history, the church had a powerful and unique selling proposition:  the church was the only path to paradise and, on the flip side, without the church there was a risk of eternal damnation.  While compelling, this isn't the most appealing position in an increasingly secular society that doesn't see that "the wages of sin is death."  Compounding this, the mainline churches have focused on issues such as social justice, equality, community, and feel-good psychology that, while noble, are not the exclusive domain of the church.

Compounding the problem even further is the tendency of the mainline churches to communicate and operate in ways that are out of step with contemporary society.  I'm not at all suggesting that churches change their beliefs (be not conformed to this world is a tenet of Christianity).  What I am suggesting is that the church understand how to market itself in a changing world.

One element of this is, simply, quality.  So much of what churches do is simply abysmal in terms of quality.  I was recently at a church conference in which the video presentations were completely amateurish.  And the programming at the conference was poorly planned and, frankly, boring.  This, in a world of high quality you tube videos and slick presentations at conferences. 

It also seems that the church hasn't discovered the tectonic changes in society.  At this same conference, there was much discussion about going out into the neighborhood - into the "community" - to market to people.  That might have worked when communities were homogenous.  In the distant past, like minded people from similar ethnic groups settled in defined neighborhoods - and the church was a central point of connection.  In today's eclectic and diverse neighborhoods, it doesn't seem likely that one can find a common thread to attract people.  Instead, with the internet, it is far more likely to find a "community" of like minded people with similar interests across a wide spectrum of geography.  When these communities are found and identified, the church then needs to determine how to inject its differentiating benefit ("the gospel" if you will) so that it has a unique claim to the interests of the community - which can't be duplicated by a secular alternative. 

There are many more examples that indicate the mainline churches think they are immune from the realities of marketing.  

It is sad to see established religion decline not because it isn't relevant - but because it hasn't discovered how to communicate its relevance effectively. 

Generation Cohort Marketing

There are lots of articles about the Millennials ..marketers are always looking for some "tag" that describes a population and predicts their behavior.

Generation-based marketing can be a little dangerous.  I'm a Boomer ... but I know Boomers that are very similar to me and, yet, others that could well have come from a different planet.  But, the experiences that shape a generational cohort can, often, shape their attitudes.  The Boomers' independence and drive for change was likely spawned by the student revolution, the Vietnam War, "sex, drugs, and rock and roll," and a rebellion against the thrifty and suffocating characteristics of their parents.

Millennials have been a concern for marketers because they are sooooo different from other cohorts in terms of their behaviors and because they change with the wind.  Many marketers were hoping (praying?) that the would grow up and be more "conventional" as adults.

This article, "Millennial Values Do Not Change With Age," debunks that expectation and points out

that the tectonic shifts that have shaped this generation have made them permanently fixed within their own cohort values. So if you are a classical cultural organization ... or a mainline church or charity ... or an established entertainment medium like broadcast TV ... you should get used to the idea that this cohort is not going to flock to your business model - UNLESS you can make that business model relate to their values. 

Marketing has always been about a focus on the customer.  We can't just hope for the customer to change to our model.  We're going to have to figure out a model that works for them.

Thinking Beyond "Group Think"

I recently had the honor of introducing Robbie Alm at the Hawaii Book and Music Festival.  Robbie is a highly respected business executive in Hawaii, having served in very senior positions in Hawaiian Electric and First Hawaiian Bank.  He's just written a book, The Faith of Leadership, in which he summarizes (in a slim little publication) the wisdom he's gained in his career.

Much of what he talks about is listening.  Part of the issue that he identifies with listening is the concept of "group think" where companies become incapable of entertaining new ideas because they don't listen to ideas and concepts outside of their own. 

There are a few companies that somehow get out of the group think trap.  In the book, in a chapter called "Too Many Bankers in my Bank" he relates the story of how he, a non banker, was hired.  When he asked why he was hired since he didn't have banking experience, his manager said "I have too many bankers in my bank."  That was a very wise, perspicacious, and courageous decision. 

Too many times, we see airlines only hiring "airline people."  Banks hiring bankers.  Hotels hiring hoteliers.  The list goes on.  What happens, then, is that conventional thinking and "group think" sets in and the organization becomes moribund. 

I asked Robbie how an organization can avoid group think.  His response was "hire outside contractors and consultants."  That's certainly one way to do it.  But, if a company truly recognizes the problem of group think and is truly committed to eradicating it, there are some techniques that are easy to implement in house with existing staff that can push healthy debate to the fore. 

In my first job at Leo Burnett advertising, we had a rule (at least my group had a rule) that whenever an idea, ad or concept was presented in a meeting the most junior person in the room would respond first ... followed by the next most junior ... and so on.  In most other meetings, when the senior person (almost always at the head of the table) speaks up ... everyone else shuts up. 

I'm glad I started my career at a company that knew how to address institutional problems.  And I applied much of what I learned there throughout my own career. 

What Were They Thinking? - and - Who Approved This???

Once again, we're seeing a public company embarrassed by a stupid marketing mistake.  Bud Lite, in an effort to extend its "Up for Anything" marketing campaign added this to its bottles:  The Perfect Beer for Removing No from your Vocabulary for the Night."

Now, I don't know what rock the Budweiser management has been living under, but there has been - for years - concerns about the words "yes" and "no" ... especially around the hugely sensitive issues of rape and drug use.  So, while it made sense to somebody that this line would be identified with the "up for anything" positioning, it set off a firestorm of incredulity.

This is one of those instances where I would have loved to be present in the boardroom when this idea was presented.  Didn't ANYBODY see the problem coming?  Didn't someone pipe up and say "we're gonna get in trouble with that line"?  Didn't the lawyers ... or management ... or ANYBODY catch this clearly insensitive and clueless proposal??   Maybe even a worker at the bottling plant could have noticed this and said "what are you guys thinking?"

I don't know why, but no one stopped this runaway bad idea.  Now Budweiser is making a public apology and dealing with brand damage control. 

The Prognosis Is Not Good

Traditional department stores have been in trouble for some time.  They have been buffeted on one end by big box stores and on the other with specialty retailers and overall with virtual competitors.  Sears, J.C. Penney's and others have been closing stores and cutting back services in a desperate attempt to stay afloat.  Many flagship department stores in major cities have been swallowed up by the likes of Macy's.  But size doesn't seem to be helping Macy's survive. 

Here's the primer for desperation marketing:  When desperate, run sales.  When really desperate, run sales with huge discounts (like 50% or more).  When in extremis, pull out all the stops and go to illogical tactics.  That's what Macy's seems to be doing.  There is always a sale at Macy's and the discounts are often more than 50%.  In that environment, who in their right mind would ever pay full price at Macy's?  And, even at 50% off, Target or WalMart may offer lower prices yet.

In the illogical tactics category, Macy's in Hawaii advertised a "One Day Sale" that was actually two days!!  The big headline says "One Day Sale" but it goes on to say you can shop the sale on Friday and Saturday ... because "it's a sale to big to fit in a day!"  What's next?  Who knows, but it can't be good.

I worked in marketing for a Pizza Hut franchise just as the competition was heating up.  I tried very hard to keep the company focused on quality and points of difference to minimize the amount of discounting we had to do.  Unfortunately, the whole pizza category moved into the world of deep discounts, ruining profitability and turning pizza into a commodity.  Nationally, Pizza Hut is trying to introduce new products to get away from the deep discount game, but I suspect it may be too late.

Once your price integrity is gone, life expectancy can be short, indeed.  

  

Whatever Happened to Proofing?

I don't usually post grammatical sins on my blog - there are just too many of them.  But, here's a headline from the Honolulu Star-Advertiser.  It seems that Kauai is creating a venue for sharks. 

You talkin' to ME?

Taco Bell has decided to enter the fast food breakfast market where McDonald's is the entrenched and dominant player in the category.  Obviously Taco Bell needs to up its budget to effectively compete against this Goliath.  The big question is: how to spend the money.

Until now, the launch of Taco Bell breakfast has focused on its product advantages (taste and portability).  The launch ads use competing products as a foil, but the real story was about what Taco Bell has to offer.

Now, Taco Bell has switched gears, producing a long format , three minute film (which I presume will spawn thirty second commercials) focused on making McDonald's a demon ... titled "Routine Republic."  Most of  the message is about how awful McDonald's is ... leaving the Taco Bell message as an afterthought.  I will be anxious to see how this campaign plays out because these kinds of ads are usually more of a hit in the boardroom (where executives celebrate with fist pumps as they watch film that trashes the evil empire) than with consumers, who may be perfectly happy with McDonald's.  Click here to see the film. 


If I were a Taco Bell executive, I would be especially concerned about the cost of this little film. I'm sure it wasn't cheap. Competing with McDonald's is going to cost a lot.  Producing a three minute film whose primary audience is the executive boardroom takes a big chunk out of the budget.

Camouflage Envy

As a US Navy veteran, I'm amused to see developments in this once very traditional branch of the service.  When I served, there was a saying that the Navy was "200 years of tradition untouched by progress."

Much has changed.  Women now serve on ships (unthinkable in my day).  Openly gay service personnel (that was a disqualifier for service until recently).  Increased (even generous) benefits and amenities.

Despite all that, the Navy kept many of its traditions and its "esprit de corps."

A relatively recent change may be a symbol that the unique esprit of the Navy is eroding.

The Navy has introduced (drum roll) blue camouflage work uniforms.  I suspect they did this because Navy personnel see their counterparts in the Army and Marines with camouflage ... and are envious because the uniforms are "cool."  Of course, there is a reason for camouflage in the services with ground operations.  They are, literally, meant to provide cover.  What's the purpose in the Navy?

One wag commenting on this change noted:  If you fall overboard, the last thing you want is camouflage!"

So, will the U.S. go the way of Canada and other foreign services with a single uniform for all branches of the military.  That eliminates the "envy" factor, but it certainly reduces the sense of identity and esprit de corps which has been a hallmark of military professionalism.

Encapsulating Hospitality

Ad for "Nine Hours" Capsule Hotel

On a trip through Asia with a particularly long (twenty hour) layover at Tokyo Narita, I had the opportunity to stay in a "capsule" hotel.  I had heard about these barracks-like accommodations and was curious to see what they were all about.  Essentially, this concept appeals to the "bare bones" traveler and offers virtually no space or amenities.  The benefit ... it's a place to "crash" with a very low price tag for travelers who are stuck in an airport. The price for all night accommodations is 3,900 Yen (under $US40). 

When I say "bare bones" I mean "bare bones."  Check in doesn't look at all like a hotel reception.  Guests are given a bag with a robe, towel, slippers and a toothbrush and pointed to an appropriate door (male or female).  Going through the door, you enter a locker room reminiscent of a gym.  You lock your clothes and other belongings in the locker, put on the robe and head for the showers.  After a shower, you head to the sleeping room, which truly is a

The Locker Room

long hallway with a honeycomb of capsules for sleeping.  The capsules are about seven feet deep three feet (or so) wide) and stacked two high.  Two get to the upper capsule, the guest has to navigate a set of steps built into the plastic structure.  The only amenities in the capsule are a light, a duvet and a very small shelf.  The capsules are so close that you can hear all the sounds of 75 sleeping guests - including snoring, coughing and entrances and exits.

The men's section of the capsule hotel looked to be sold out, so the concept seems to have some appeal - though I wonder how the concept plays with women.

The Sleeping Pods

In the ever changing world of hospitality product development, it is interesting to see concepts like this at the low end of the market.  While traveling in Europe, I found another concept that was "bare bones" and low price.  When you arrived at the hotel, there was no one at the front desk ... just a vending machine with little glass windows.  If there was a key in the window, the room was available.  If you insert a credit card, the machine dispenses a key and you had a room for the night. A very small, plain room, but at a very low price.  For the hotel ... minimal staff and minimal servicing costs.

These are interesting times indeed for the hospitality industry. 

Value vs. Voodoo

Good, ethical marketing is all about creating value for the customer.  If you create a product that solves a problem or conveys a benefit and provide it at a price that the consumer sees as a value, you're on the road to both profit and customer satisfaction.  I do not begrudge people who make fortunes creating value ... Bill Gates, Steve Jobs, Larry Ellison, Henry Ford ... the list goes on.

I have a completely different opinion of people who make vast fortunes not by creating value but through artifice ... through sleight of hand ... through manipulating systems.  These are the people that brought you the great recession of 2008 ... Enron ... the savings and loan crisis ... the list goes on.  These very powerful and wealthy companies, in my estimation, are practicing voodoo, not value.  In the end, the voodoo approach is inherently risky precisely because it is not built on true value. 

I'm not the only one that sees the folly of their ways.  Warren Buffett weighed in on the issue in his

Warren Buffett

annual letter to shareholders.  Some pithy quotes from the letter:

"Money-shufflers don't come cheap," he notes.  Bankers, lawyers and consultants are "a lot of mouths with expensive tastes."  And they are "always ready to  suspend disbelief when dubious maneuvers are used to manufacture rising per-share earnings, particularly if these acrobatics produce mergers that generate huge fees for investment bankers." 

I'm delighted that the "Wizard of Omaha" has spoken out.  I hope someone is listening.  

The Unchangeable Power of the Value Equation

In Hawaii, we regularly see business cycles that careen between boom and bust.  Looking carefully, any marketer will notice that an underlying cause of the cycles is upsetting equilibrium in the brand's value equation.

The value equation, very simply, is in equilibrium, when the customer is getting approximately the same value from a product or service as its cost.

The problem in maintaining equilibrium, as usual, is greed.  In Hawaii, as visitor counts rise, hotels start raising room rates.  That would be okay as long as the hotels improved their level of service, targeted a different customer, or if the destination was able to enhance the brand to increase its appeal.  Unfortunately, the opposite often happens.  While demand and occupancy are high, hotels are often loathe to increase staffing, so service levels actually go down.  And, bingo, the value equation is out of balance.

So, time and again, we see the same story.  Boom, then bust.  High occupancy followed by screaming price promotions when occupancy falls off.

All it takes to remedy this is to hire some good, strategic marketers and take the long term view of the business.   

This is Unbelievable. Literally Unbelievable.

Hawaiian Airlines just announced that it is reconfiguring all of its inter-island aircraft with new seats that have an inch less legroom and no capacity to recline (at all). 

A company press release included this quote:

"The new lightweight seats are engineered to ensure a maximum amount of personal space without compromising legroom or comfort," said Peter Ingram, chief commercial officer for Hawaiian, in a news release.

Does anyone believe this?  Does anyone at Hawaiian Airlines (in their heart of hearts) believe this?

This is the sort of PR obfuscation that give Public Relations (and Marketing) a bad name.

If the truth is that Hawaiian is cramming more seats in its aircraft to make more money for its shareholders, it ought to say that.  Or, at least, it ought to make the change without issuing a press release.

I once heard a good definition of insanity.  It's when you start believing your own press releases.  

Go Big or Go Home!

Nationally, Taco Bell has introduced breakfast to its menu as a way of adding a (hopefully) lucrative daypart to their business mix.  Frankly, Taco Bell for breakfast seems like a long shot.  Mexican isn't necessarily the first food type that you think of for breakfast ... and McDonald's is very well entrenched with its breakfast line and substantial breakfast advertising budget. 

So, I understand the trepidation Taco Bell operators may feel about introducing a breakfast line.  Be that as it may, I've always believed that you don't do things "half way."  Go big, or go home.

Unfortunately the operators in Hawaii have chosen to "kinda" introduce breakfast.  They just ran a full page newspaper ad.  The problem:  They only introduced breakfast into "selected" stores.  The problem for the consumer is that breakfast at Taco Bell can't just be a spontaneous decision ... "I'll pop into a Taco Bell for breakfast."  They have to know which units offer breakfast.  For the operators, this means that they can't really advertise breakfast, because it isn't offered at all their locations.  My guess is that this will not end well. 

By the way, the ad lists the Taco Bell units that offer breakfast, but they aren't in alphabetical order.  My guess is that they are probably listed by the store number.  So if I want to know if a particular restaurant has breakfast, I have to really read through the list.

The operators of Taco Bell in Hawaii also manage the Pizza Hut restaurants ... and in the past they did the same thing for lunch pizza buffet.  It is only offered in some stores ... and it isn't advertised.  And it isn't doing well. 

Compromises in marketing are seldom a good idea.  Go big or go home. 

Intelligent Monday Morning Quarterbacking

Superbowl, for many, is as much about the ads as it is for the game.  During the telecast (and for weeks following) there is lively discussion about which were the "best" Superbowl ads. 

Unfortunately, the criteria for "best" is often "most likeable" or "funniest" ... causing many advertisers to spend millions of dollars in pursuit of a laugh or a mention on the Tonight show - but completely missing the mark when it comes to ROI on that very big investment. 

I've had clients who are anxious (crazed, even) to spend a bundle because they want to be seen in the big game.  My advice is consistent:  it's a good move only if it fits into your overall marketing approach and contributes to your brand equity.  Otherwise, it's a colossal waste of money. 

Here are two refreshing approaches to assessing the effectiveness of Superbowl ads.  Northwestern University's  Kellogg School of Management analyzes the ads (and grades them A to F) based on their ADPLAN model (looking at Attention, Distinction, Positioning, Linkage, Amplification, and Net Equity.  The result:  six As and six Ds and Fs.  Click here for the link. 

Here's another common-sensical (and sober) view of lessons learned from Superbowl from Business Journals.  Click here for the story. 

The Superbowl can be a stunning marketing opportunity or an unequaled marketing bust.  It depends on how you play the game. 

Sometimes the Envelope Pushes Back

At the risk of "piling on" to the criticism of GoDaddy's wayward Super Bowl television commercial, I want to comment not just on the commercial, but on the process that allows these commercials to get approved and produced (at great expense).

If you haven't seen the commercial, it is a spoof on a classic Budweiser tv spot, but with a twisted and unhappy ending involving a very cute puppy dog. To view the spot, click here. 

GoDaddy has a reputation for producing ads which push the envelope in terms of good taste.  In this case, they decided to take on cute puppy dogs with a bizarre story line.  Anyone in advertising can tell you that cute children and cute animals are pretty much sacrosanct in terms of commercial portrayals.  I'm sure that, in the boardroom, the creative team said the ad would push the envelope and create a buzz.  In fact, it pushed the envelope so far that there was a firestorm of protest and the buzz that it created caused the company to pull the ad. 

I don't know what the production cost was, but it had to be in the high six figures. 

There are some that may argue that any "buzz" is good.  But if you have a choice, why not create a buzz that contributes favorably to the brand and its image?

Another case of the need for adult supervision in advertising. 

Managing the Little Things

Brands exist in the heads of consumers.  They are the net impression of all the interactions, exposures and experiences the consumer has.  That's why "little things" count when building a brand.  It's been said "how can you trust the reliability of an airline when the tray tables are dirty?"  Cleanliness, consistency, staff appearances, graphics, advertising "tone and manner" and much, much more contribute to the totality of the brand.

Unfortunately, managers often overlook the little things and the result is a less-than-perfect representation of the brand.

I was in a pharmacy which has a "minute clinic" that displayed this sign:

This clinic will close at 3 p.m. today due to staffing.

We apologize for the inconvenience this will cause you.

The closest MC is Moilili 2470 South King St. 96826

Please call 1.866.2727 for questions. 

Now, that may not seem to be totally out of whack, but it is sloppy and with a little oversight it could be much better.

For instance ...

"Will close at 3 p.m. today due to staffing."  I assume what they really mean is that the closure is due to lack of staffing.  They're not closing because they have staff.  And, really, do you need to cite the reason.  Perhaps just say, 'for reasons beyond our control ... " or something similar.  The staffing mention tells me that they haven't hired enough people.  Do I trust them with my health?  Would a "real clinic" in an urgent care facility have a lack of staff?

"We apologize for the inconvenience this will cause you."  "Will" is a pretty strong word.  "May" is better in this instance.  And, by the way, if you are inconveniencing your customers, wouldn't it be a good idea to compensate them for the inconvenience?  Maybe provide a coupon or a discount on a future visit.

"The closest MC ..."  Ok, employees, you know what an MC is, but would it hurt you to spell out "Minute Clinic"?  So often employees use jargon and acronyms that the customer may not be clued into.

 "2740 South King Street 96826."  Does the zip code need to be here?  Is the customer going to mail something to the other clinic?? 

"Please call 1.866.2727 for questions."  Wait a sec.  I'm calling them for questions??  I don't think so.  I have the questions.  I'm making the call for more information.  And, by the way, what are the odds of getting information about a local store closure from a toll free number?  Perhaps a better strategy here is to say "If you have questions about our clinic's availability, please see the manager at the customer service counter."

Whew.  A lot of little problems in modest little sign. 

Cause Related Marketing Done Right

Lot's of companies dabble in cause related marketing.  Often, they'll make a donation in your name when you make a purchase (dirty little secret:  it's often money they were going to donate to a charity anyway).  But, very often, the customer isn't very engaged and the cause is only a veneer covering old fashioned promotion.  

Hawaii's Foodland Supermarkets just launched a cause related marketing program that should not only boost sales, but it will engage its customers and could actually change behavior for a cause that Foodland is interested in:  increasing the consumption of locally grown food. 

Several elements distinguish this from a run-of-the mill cause related marketing program. 

First, they ask customers to "take the pledge" to eat local at least once a week.  To take the pledge, you have to go to the Foodland website (customer engagement) and register ... and by registering, you are rewarded by getting double loyalty points on locally grown and produced products.  Engagement and reward.  Don't they go together well?!

Secondly, there is a very specific call to action.  On Tuesdays (a light shopping day) Foodland will have special offers and demonstrations in store.  So, the program is actually designed to build traffic. 

Finally, the customer is further engaged through the offering of recipes, discounts and videos on the Foodland website. 

Cause related management has its own acronym:  CRM.  Oddly enough, CRM stands for another important marketing concept:  customer relationship management.  In this innovative program, Foodland handles both. 

Hey Verta Loc! I Can't Find My Time Zone!!

"Verta Loc" (a back brace device) spent a bunch of money to place a full page broadsheet in the Honolulu Star Advertiser with this graphic included headlined "To get your Verta Loc please find your time zone on the map ...."

Soooo ... this ad ran in Honolulu.  And the Hawaii time zone is not on the map.  Moreover, assuming the 800 number works from Hawaii (which isn't always the case), the ad would have Hawaii residents start calling at 4 a.m.

You wonder if anyone ever checks the ads to make sure that they're relevant to the market.  And you wonder if people have yet figured out that Hawaii became a state in 1959. 

Customer Service Nightmare - Fake Service Animals

I recently stayed in a hotel where, during breakfast service, a guest brought not one but two large dogs into the dining room.  Each was on a leash and each had a vest indicating that they were "service animals."  They didn't seem to be trained (not even garden variety obedience training).  The problem is: anyone can go online and "register" and animal (and buy a vest) without any requirement to prove that the animals indeed meet the definition of service animal. 

The Americans with Disabilities Act defines service animals very broadly:

A service animal is any dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability, including a physical, sensory, psychiatric, intellectual, or other mental disability.

 Further ...

 Service animals are defined as dogs that are individually trained to do work or perform tasks for people with disabilities.

The problem is that there is no verification requirement and, as a result, people are scamming the system, buying fake vests for Fido so that Fido's owner can flagrantly disregard the "no pets" rule at most consumer establishments.

The problem for front line service employees is that it is unlawful to bar a bona fide service animal from an

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establishment.  The business could easily be sued if a person with a genuine disability was barred in error.  So, the quiet hotel breakfast I expected was disrupted by a selfish scofflaw with two untrained animals in tow.

I suppose this trend is yet another example of consumers feeling entitled to write their own rules.

Maybe it's time for the government to tighten up the definition of "service animal."

In the meantime, the challenge for businesses is to train front line employees to identify the fake service animals without denying services to disabled customers.

It's a tough one.