Showing posts with label Strategic. Show all posts
Showing posts with label Strategic. Show all posts

Tuesday, April 15, 2008

Why Not Ask Questions?

Everyone else is doing it. Asking questions that is - in focus groups, quantitative research, qualitative research, strategic planning and innovation. So why not ask questions? Because if you always do what you've always done, you'll always get what you've always got. Which is answers that do not substantively move your business forward. Answers that confirm the things that you already know. Answers that move you closer, like gravity, to the same strategies all of your competitors are using coverging on exactly the same positions, only saying the same things differently. No gain.

So what do you do if you are Staples and the strategy that once made you all powerful now threatens to turn you into a commodity. Kodak, Starbucks can all ask the same thing. But the last thing they'd want to do is ask their customers questions. Sounds ridiculous right? Opps, that's a question.


You don't want to ask your customers questions because without additional positive mental stimulation, they will be unable to answer your questions from beyond their current traditional frame of reference and knowledge, They will only say what you and they already know. Further, you can't ask any questions you don't already know the answer to. It's kind of like a self-fulfilling prophecy. Why should Starbucks introduce $1 cups of coffee and who said that would impact their business? Are they doing it because there are now so many competitors Starbucks is becoming that commodity? So why respond with a dollar cup of coffee? It's not like going to Starbucks is out of the way, they're everywhere. They're not going to steal share and they're not going to stem trial of rivals products - so the move is an example of Starbucks running scared. I never heard of a Starbucks customer complaining about the price of a cup of coffee. Starbucks price is what made their product part of one of my aspirations. So now you're ripping the guts out of your brand by trading on price!? When you trade on price you go so low in terms of perception and brand equity (P&G learned with it's EDLP - everyday low price strategy) that you later have to climb up a ladder to get to the bottome or is that bottom? (I knew that)


And lastly, when you ask questions you don't get the voice of your customer, you get the voice of the inquirer through the question being asked - a form of bias that will lead you astray. So questions are dead you say? Yes! OK smarty pants - so why do attorneys ask questions and win cases with them? Because they are trying to prove a point in law, a static point, that already exists. It does not move. And to grow business you must. And why don't more people stop asking questions and start probing minds with proactive materials that stimulate activity to a higher level? Because they don't know how. They were bred from birth to ask questions. It's as easy as breathing - which is why everyone does it. Getting ahead without questions is much harder. It is the road less taken - which is why it wil take you farther than you need to go.
So don't ask questions. Look what happened to the joker.

Tuesday, April 01, 2008

The Grand Unified Theory of Creativity

I am approaching 40 years of experience mumbling and working with Madison Avenue ad agencies and their clients, finding strategies that invigorate the sales of products, brands, categories and industries. Beneath the surface I've sought what I call The Grand Unified Theory of Creativity - what is it that would give a client the single most comprehensive yet concise view of all product and positioning potentials available to their business. While this search with my clients has allowed me to amass many career's worth of experience in less than a lifetime, I still wonder why more people don't get it - knowing as I do that they can go farther than where they are, expanding their product or strategy's Viability Envelope, by just tipping the creative tea cup a bit further - in the same way shifting from 'fit' and 'dryness' to 'development' dramatically expanded Pamper's industry footprint?

Letters back from companies such as Starbucks and their Senior Vice President of Category Management state they have plenty of specially designed resources available for the gathering and measurement of the required data - never realizing that you can never measure your way to where your business can go. Again I ask, "So why don't they get it?"

No one is talking to Starbucks (or any company) about The Grand Unified Theory of Creativity (google "the grand unified theory of creativity" in quotation marks and you will find I am one of only two people on the planet thinking about it, and the other guy wants to be a western writer.) And Starbuck's 'gathered' and 'measured' data is doing nothing to reverse the fact that the strategy that once made them most powerful is now being copied handily by every other Tom, Dick and Harry coffee purveyor.

Strategic Innovation, and The Grand Unified Theory of Creativity is about Multi-Dimensional Creativity. Another one of those terms that companies such as Starbucks tells me is provided by their ad agencies (really?...so if you google the term "muli-dimensional creativity" why don't any advertising agencies pop up in results?)? Multi-Dimensional Creativity is about that comprehensive/concise justaposition of which I spoke earlier - looking at fractions of millions of strategic options in the blink of an eye. That's just to get the linear thinkers out of the starting blocks. It doesn't come from the user-generated input websites touted by Chrysler to get them closer to their customers. It's the Abstract Creativity, The Abstract Dimensioning that ensues that makes the obvious special. (and that's not covered by any ad agencies or strategic innovators either).

So say you are Staples, and the strategy that once made you so powerful, and the first to consolidate office supply acquisition, is now so copied that you've become little more than a commodity; what do you need to shift your business strategy from strategy maintenance to strategic creation mode? You need to visit a fine tailor and get your new grand unified view of creativity custom tailored to fit you.