Everything on ‘Tools and strategies’

The 24/7 company

Sometimes it’s like a shop without a shopkeeper. You get to a company’s website, you are seriously interested in their products or services, but would like to know more before you sign-up or draw your credit card. Or you bought something that you are not completely satisfied with and return to the shop (the site) to find out that there is nobody there to talk to. Most sites have a contact form to send a message, but that it like posting a letter in a mailbox when you are standing right next to the guy you want to talk to. More and more sites offer a chat function to have immediate interaction.

» More: The 24/7 company

Coaching vs Correcting

Unfortunately, sometimes you have to say "No"

Unfortunately, sometimes you have to say “No”

Now that I have the honor and pleasure of being a father, I have to admit, that becoming one has dramatically changed my life. One of the things that changed are the kind of things you talk about with friends. Now suddenly the main topic has become the baby: how old is he now, does he sleep during the night, how heavy is he, etc. And sometimes the future is discussed: which school will you choose (or have you chosen) or in which language(s) will you raise your son? With a Dutch father, Taiwanese mother and part Korean family in a country that speaks Cantonese and English, that is a difficult topic. Some time ago I talked to my cousin who has a son that is a few years older. His son is a naughty little guy, very typical for his age. Somehow we got to the topic of where correcting transforms into coaching. » More: Coaching vs Correcting

Choice as a detractor

Don't make jam of your portfolio

Don't make jam of your portfolio

A friend once told me a story of an experiment conducted in a supermarket. In two different time periods the supermarket offered two kinds of portfolios of jam. In the first setup the shop offered a number of shelves  with numerous kinds of jam. Different fruits, different pot sizes and different brands. Many choices. In the second setup the supermarket  offered a single large shelf of strawberry jam of brand x in one standard pot size. One choice. What was the result? Contrary to expectations, more jam was sold in the single strawberry jam setup.

Why? Because people hate complicated choices. » More: Choice as a detractor

Civilization V: an example of breaking the learning curve

Civilization V

Gimme Five!

I’m a huge fan of Civilization, the computer game series created by Sid Meier. And I have spent many hundreds of hours in the last two decades playing CIV I, II, III and IV. So buying the most recent part in the increasingly less accurate trilogy of five was a logical step, and based on the professional reviews, I expected a lot: better graphics, better battles, better development system, etc. Everything better. So my expectations were high. Well, after playing it, I’m a bit disappointed. Here is why.

It started with installing the game. I had to accept an almost infinite number of license agreements and terms of use, one after the other warning me to return the game to the shop if I did not agree with them stealing my privacy information. After clicking a lot of “Yes I Accept” and then waiting a long time without a clear progress bar, I finally got started, at least I thought. » More: Civilization V: an example of breaking the learning curve

10 things not to do when dealing with China

The Chinese market is unique

The Chinese market is unique

Hong Kong television station Pearl showed an insightful lecture by a J Walter Thompson consultant about marketing in China. Most important lessons: traditional marketing principles don’t work and don’t listen too much to Chinese experts.

Here’s his list of “10 commandments”, as he called it, which I enriched with some examples:

  1. Don’t take your CEO to dinner in a rich neighborhood of Shanghai » More: 10 things not to do when dealing with China

18 relevant social media stories

Many, many articles are written on social media and social media marketing. How you should do it personally, how you should do it as a company, trends, what is hot etc. And social media like Twitter and LinkedIn are used to spread the links. As an online professional interested in consumer behavior, social media is of special interest to me and I try to keep track of the publications. For my own and for your use, I’ve gathered some here and added a short summary, so you can easily see if it’s relevant for you. » More: 18 relevant social media stories

How the ‘Freemium’ business model leads to success

Freemium 99 procent free

Freemium: 99 procent free

A few days ago Fast Company published a story about ‘Evernote CEO Phil Libin’s 3 Steps to “Freemium” Success‘, which he achieved with his company and service Evernote. The Freemium business model is based on providing free basic services and earning money from users opting to pay for additional features. The competitive advantage is in price. A free product cannot be beaten (on price) by an even cheaper product. The article presents 3 success factors and from the text a few preconditions can be distilled: » More: How the ‘Freemium’ business model leads to success

Hartman Event on content management and Kano’s model

Here’s  a summary of the Hartman Event on content management I recently visited.

Although seemingly quite IT oriented, the Hartman Event on content management turned out to be very consumer focused instead. This was also due to the attention for social media.

This event was made possible by suppliers of content management systems and services. However, as opposed to other events I have seen, the participants really had something useful to contribute and did not explicitly use the opportunity to sell their product. Next year the event will put user experience central, so this promises to be very interesting.

One of the interesting lectures explained the success of a new website created by the speaker’s company. He explained how the Kano model was used to manage the different kinds of needs. In line with the model, needs were divided into three categories:

  • Basic needs: needs that need to be satisfied. When not fulfilled, the user will be dissatisfied, but beyond a certain degree of fulfillment they do not contribute to higher satisfaction. For example: the presence of a steering wheel in a car, or the availability of a website.
  • Performance needs: the higher degree of fulfillment, the higher the satisfaction. For example: the number of horse powers of the engine of the car, or the speed of a website.
  • Experience needs: when not fulfilled the user will not be dissatisfied, but once fulfilled they contribute strongly to a higher satisfaction. For example: an extra audio plug in the back of the car for connecting an MP3 player or functionality to extract a product catalog from a website for offline use.

This model can be applied to many cases in which diverse consumer needs need to be identified or prioritized.

Recipe for flatulence marketing

Get rid of air strategy

Get rid of air strategy as presented in the 'Radar' show (Dutch)

The Dutch consumer interests television show Radar recently presented a very interesting story about symptom marketing. In the Netherlands it is forbidden to advertise subscription medicine. Companies try to circumvent the regulations by not promoting the medicine, but by promoting the symptom it cures. Symptom marketing aims to have people realize they have a symptom, have them think it is a decease that requires treatment and have them go to a doctor to ask for a treatment. The Radar team demonstrated how this works using the symptom of flatulence (the presence of excessive gas in the digestive tract which generally causes farting). » More: Recipe for flatulence marketing

Ask Why? questions!

What’s the most valuable questing one can ask? Yes, it’s not this question. It might very well be the ‘Why?’ question. Why? Because seeking its answer will provide true insight. And insight makes us grow and brings us further (in our professional domain, in life, in our existence, …). One might argue that answers to the ‘How?’ question, which is the current dominant scientific question, provides some kind of insight as well. And this is true.

How does it work? How do things relate? How do I feel?

However, answers to ‘How?’ questions only lets us look at the present and basically lets us stand still. Questions like ‘How can we improve this?’ can only be answered by considering ‘Why do we need to improve this?’ first. The answers to ‘Why?’ questions make us reconsider the present and drive us to consider change and improvement. In business they will define the business case for your projects.

Why must it work this way? Why do things relate this way? Why do I feel this way?

Children of any generation go through a natural phase in which they bombard the world arround them and especially their parents with ‘Why?’ questions. At first parents are pleased by the sudden interest of their child in the world arround them and try to answer the questions, soon finding out that every answer to a Why? question is followed by a new Why? question. In the end many parents either ignore the questions or kill the initiative with the ‘Because this is how it is’ or any other lousy answer. Basically they teach their children not to ask these Why? questions. And yes, with age children and grownups tend to be more reluctant to ask Why? questions and questions in general.

Management guru Eliyahu M. Goldratt wrote an interestion article about empowerment within organizations and related to that, the importance of the Why? question (http://www.goldratt.com/empower.htm). One of the two basic principles for empowerment in organizations (next to matching perceived authority to responsibility) according to Goldratt is that managers should sufficiently explain the Why behind their requests to the people they manage. This will enable them to understand the reasoning behind the request and to contribute beyond purely carrying it out (for example by suggestion an alternative). Of course this does not only apply to the ones we manage, but also to any other people we need to get things done. Goldratt also argues that explaining Why? will shorten learning curves. Often we only ask ourselves why we did things when they went wrong. If we know why we do things before we do them, we can learn from them without making a mistake first.

We might wonder why managers need to remind themselves to explain us why we need to do things? The answer is very simple: Because apparently we do not ask the question ourselves! Now that we understand the importance of the Why? Question, we can of course easily fix this…