So, if it's true that to a person with a hammer, every problem looks like a nail, the really useful question is, "what sort of hammer do you have?"
At big TV networks, they have a TV hammer. At a surgeon's office, they have the scalpel hammer. A drug counselor has the talk hammer, while a judge probably has the jail hammer.
Maybe it's time for a new hammer…
One study found that when confronted with a patient with back pain, surgeons prescribed surgery, physical therapists thought that therapy was indicated and yes, acupuncturists were sure needles were the answer. Across the entire universe of patients, the single largest indicator of treatment wasn't symptoms or patient background, it was the background of the doctor.
When the market changes, you may be seeing all the new opportunities and problems the wrong way because of the solutions you're used to. The reason so many organizations have trouble using social media is that they are using precisely the wrong hammer. And odds are, they will continue to do so until their organization fails. PR firms try to use the new tools to send press releases, because, you guessed it, that's their hammer.
It's not just about new vs. old. Inveterate community-focused social media mavens often bring that particular hammer to other venues. So they crowdsource keynote speeches or restaurants or board meetings and can't figure out why they don't have the impact others do.
The best way to find the right tool for the job is to learn to be good at switching hammers.
November 13, 2009
Getting someone to switch is really difficult.
Getting someone to switch because you offer more of what they were looking for when they choose the one they have now is essentially impossible. For starters, they're probably not looking for more. And beyond that, they'd need to admit that they were wrong for not choosing you in the first place.
So, you don't get someone to switch because you're cheaper than Walmart. You don't get someone to switch because you serve bigger portions than the big-portion steakhouse down the street. You don't get someone to switch because your hospital is more famous than the Mayo Clinic.
The chances that you can top a trusted provider on the very thing the provider is trusted for are slim indeed.
Instead, you gain converts by winning at something the existing provider didn't think was so important.
November 12, 2009
If I had to pick a book of mine to recommend that you haven't read yet, it would probably be All Marketers are Liars.
The reason you haven't read it, I'm guessing, is that it has a terrible title and had a worse cover. Lesson learned. All the details are right here on this little sub-blog.
[Two other book updates: Purple Cow now comes with a new appendix, written by you, my readers. The rest of the book remains the same. And the best of the last three years of this blog are now collected in the Kindle-only book called Zen Unicorn.]
Somehow, I persuaded the publisher to change the cover of this book, and that new cover hit the streets today. The book is the same as before, but there’s a new foreword. Here it is, so you don’t have to buy a second copy. (Old cover is on the left, new cover is on the right).
More than almost any book I’ve written, this is the one that comes up in conversation when I talk to people about getting their ideas out into the world.
This book is about worldviews—the biases and expectations and shortcuts we use to get through the world. Here’s a punchline: when you try to change someone’s worldview forcibly, they get a headache. People become defensive in the face of a frontal assault on their worldview. Cunning is far more effective. And of course, I ignored my own advice by challenging the worldview of my reader right there in the title.
New Foreword
You believe things that aren’t true.
Let me say that a different way: many things that are true are true because you believe them.
The ideas in this book have elected a president, grown non-profit causes, created billionaires and fueled movements. They’ve also led to great jobs, fun dates and more than a few interactions that mattered.
I’ve seen this book in campaign headquarters and carried around at evangelical conferences. I’ve also gotten email from people who have used it in Japan and the UK and yes, Akron, Ohio. The ideas here work, because they are simple tools to understand what human beings do when they encounter you and your organization.
Here’s the first half of the simple summary: We believe what we want to believe, and once we believe something, it becomes a self-fulfilling truth. (Jump ahead a few paragraphs to read the critical second part of this summary)
If you think that (more expensive) wine is better, then it is. If you think your new boss is going to be more effective, then she will be. If you love the way a car handles, then you’re going to enjoy driving it.
That sounds so obvious, but if it is, why is it so ignored? Ignored by marketers, ignored by ordinarily rational consumers and ignored by our leaders.
Once we move beyond the simple satisfaction of needs, we move into the complex satisfaction of wants. And wants are hard to measure and difficult to understand. Which makes marketing the fascinating exercise it is.
Here’s the second part of the summary: When you are busy telling stories to people who want to hear them, you’ll be tempted to tell stories that just don’t hold up. Lies. Deceptions.
This sort of storytelling used to work pretty well. Joe McCarthy became famous while lying about the “Communist threat.” Bottled water companies made billions while lying about the purity of their product compared to tap water in the developed world.
The thing is, lying doesn’t pay off any more. That’s because when you fabricate a story that just doesn’t hold up to scrutiny, you get caught. Fast.
So, it’s tempting to put up a demagogue for Vice President, but it doesn’t take long for the reality to catch up with the story. It’s tempting to spin a tall tale about a piece of technology or a customer service policy, but once we see it in the wild, we talk about it and you whither away.
That’s why I think this book is one of the most important I’ve ever written. It talks about two sides of a universal truth, one that has built every successful brand, organization and candidate, and one that we rarely have the words to describe.
Here are the questions I hope you’ll ask (your boss, your colleagues, your clients) after you’ve read this book:
“What’s your story?”
“Will the people who need to hear this story believe it?”
“Is it true?”
Every day, we see mammoth technology brands fail because they failed to ask and answer these questions. We see worthy candidates gain little attention, and flawed ones bite the dust. There are small businesses that are so focused on what they do that they forget to take the time to describe the story of why they do it. And on and on.
If what you’re doing matters, really matters, then I hope you’ll take the time to tell a story. A story that resonates and a story that can become true.
The irony is that I did a lousy job of telling a story about this book. The original cover seemed to be about lying and seemed to imply that my readers (marketers) were bad people. For people who bothered to read the book, they could see that this wasn’t true, but by the time they opened the cover, it was too late. A story was already told. I had failed.
You don’t get a second chance in publishing very often, and I’m thrilled that my publisher let me try a new cover, and triply thrilled that it worked. After all, you’re reading this.
So, go tell a story. If it doesn’t resonate, tell a different one. When you find a story that works, live that story, make it true, authentic and subject to scrutiny. All marketers are storytellers, only the losers are liars.
Published today at Amazon and bn.
November 11, 2009
Marketers rarely think about choosing customers… like a sailor on shore leave, we're not so picky. Huge mistake.
Your customers define what you make, how you make it, where you sell it, what you charge, who you hire and even how you fund your business. If your customer base changes over time but you fail to make changes in the rest of your organization, stress and failure will follow.
Sell to angry cheapskates and your business will reflect that. On the other hand, when you find great customers, they will eagerly co-create with you. They will engage and invent and spread the word.
It takes vision and guts to turn someone down and focus on a different segment, on people who might be more difficult to sell at first, but will lead you where you want to go over time.
Successful organizations spend a lot of time saying, "that's not what we do."
It's a requirement, because if you do everything, in every way, you're sunk. You got to where you are by standing for something, by approaching markets and situations in a certain way. Sure, Nike could make money in the short run by licensing their name to a line of wines and spirits, but that's not what they do.
"That's not what we do," is the backbone of strategy, it determines who you are and where you're going.
Except in times of change. Except when opportunities come along. Except when people in the organization forget to ask, "why?"
If the only reason you don't do something is because you never did, that's not a good reason. If the environment has changed dramatically and you are feeling pain because of it, this is a great reason to question yourself, to ask why.
The why factor is really clear online. Simon and Schuster or the Encyclopedia Britannica could have become Google (organizing the world's information) but they didn't build a search engine because that's not what they do. Struggling newspapers could have become thriving networks of long tail content, but they chose not to, because that's not what they do.
Why?
That's the key question, one that organizations large and small need to ask a lot more often now that the economy is officially playing by new rules.
November 10, 2009
How much of time, staffing and money does your organization spend on creating incredible experiences (vs. avoiding bad outcomes)?
At the hospital, it's probably 5% on the upside (the doctor who puts in the stitches, say) and 95% on the downside (all the avoidance of infection or lawsuits, records to keep, forms to sign). Most of the people you interact with in a hospital aren't there to help you get what you came for (to get better) they're there to help you avoid getting worse. At an avant garde art show, on the other hand, perhaps 95% of the effort goes into creating and presenting shocking ideas, with just 5% devoted to keeping the place warm or avoiding falls and spills as you walk in.
Which is probably as it should be.
But what about you and your organization? As you get bigger and older, are you busy ensuring that a bad thing won't happen that might upset your day, or are you aggressively investing in having a remarkable thing happen that will delight or move a customer?
A new restaurant might rely on fresh vegetables and whatever they can get at the market. The bigger, more established fast-food chain starts shipping in processed canned food. One is less reliable with bigger upside, the other—more dependable with less downside.
Here's a rule that's so inevitable that it's almost a law: As an organization grows and succeeds, it sows the seeds of its own demise by getting boring. With more to lose and more people to lose it, meetings and policies become more about avoiding risk than providing joy.
November 9, 2009
This is so cool: because we only look at things we want to look at, only talk about things worth talking about, the amount of fabulous in the world continues to rise exponentially.
Even though we're at the tail end of the great recession, think about all the cool stuff in your life. Not just stuff you can buy, but experiences, works of art, innovations of all kinds… the bar has been raised for what you need to do to be noticed, and the market is responding.
Not only do I notice more fabulous, but it sure seems as though the creators of it are more engaged, dedicated and yes, joyful, than I can remember. If there was ever a moment to follow your passion and do work that matters, this is it. You can't say, "but I need to make a fortune instead," because that's not happening right now. So you might as well join the people who can say, "I love doing this."
November 8, 2009
When you're just starting out or when your organization is struggling or when the economy isn't hot, it's very tempting to take what you can get.
You just graduated from law school and you have a lot of debt and the best job you can get is doing collections work. Should you take it?
Your consulting firm is organized around providing high-value work for large corporations, but the only gigs you can get in the consideration set for are small, struggling companies looking to spend a few hundred dollars a day. Should you take them?
The list goes on and on.
There are two things worth remembering here:
- Like bending a sapling a hundred years before the tree is fully grown and mature, the gigs you take early will almost certainly impact the way your career looks later on. If you want to build a law practice in the music industry, you'll need to take on musicians as clients, even if the early ones can't pay enough. If you want to do work for Fortune 500 companies, you'll need to do work for Fortune 500 companies, sooner better than later.
- The definition of "can get" is essential. Maybe it seems like this gig or that gig is the best you can get because that's all you're exposing yourself to. Almost always, the best gig I could get is shorthand for the easiest gig I could get.
Surviving is succeeding, no doubt about it. Doing the work is better than not doing the work. Waiting for perfect is never as smart as making progress. But, and it's a huge but, you define yourself by the work you do, and perhaps you need to redefine what you're willing to take and where you're looking for it.
November 7, 2009
The problem with "everyone" is that in order to reach everyone or teach everyone or sell to everyone, you need to so water down what you've got you end up with almost nothing.
Everyone doesn't go to the chiropractor, everyone doesn't give to charity, everyone has never been to Starbucks. Everyone, in fact, lives a decade behind the times and needs hundreds of impressions and lots of direct experience before they realize something is going on.
You don't want everyone. You want the right someone.
Someone who cares about what you do. Someone who will make a contribution that matters. Someone who will spread the word.
As soon as you start focusing on finding the right someone, things get better, fast. That's because you can ignore everyone and settle in and focus on the people you actually want.
Here's a video that David sent over. I am thrilled at how much this guy loves his job, and I'm inspired by his story of how he turned down Pepsi as a vendor. He turned them down. But everyone wants Pepsi! Exactly. Once he decided he wanted someone, not everyone, his life got a lot better.
November 6, 2009
