Tom Asacker

A funny, or not so funny, metaphor

The movie trailer below is a perfect metaphor for today's unprecedented level of corporate cultural lock-in.  It's either funny, or not, depending upon where you happen to be sitting.

What's cultural lock-in?  Here's how Richard Foster and Sarah Kaplan, authors of "Creative Destruction: Why Companies That Are Built to Last Underperform the Market -- and How to Successfully Transform Them" describe it:

"Cultural lock-in" - the inability to change the corporate culture even in the face of clear market threats - explains why corporations find it difficult to respond to the messages of the marketplace.  Cultural lock-in results from the gradual stiffening of the invisible architecture of the corporation, and the ossification of its decision-making abilities, control systems, and mental models.  It dampens a company's ability to innovate or to shed operations with a less-exciting future.  Moreover, it signals the corporation's inexorable decline into inferior performance. . .

Cultural lock-in is the last in a series of "emotional"phases in a corporation's life, a series that mirrors remarkably that of human beings.  In the early years of a corporation, just after its founding, the dominant emotion is passion - the sheer energy to make things happen.  When passion rules, information and analysis are ignored in the name of vision: "We know the right answer; we do not need analysis."

As the corporation ages, the bureaucracy begins to settle in.  Passions cool and are replaced by "rational decision making," often simply the codification of what has worked in the past.  Data is gathered, analysis is performed, alternatives are postulated, and scenarios are developed. .

Eventually, rational decision making reveals that the future potential for the business is limited.  Often at this point, threatened by the prospects for a bleak future, the corporation falls back on defensive routines to protect the organization from its fate, just as defensive emotions emerge in our lives when we sense impending trauma.  Management now sees the future filled more with trouble than with promise.

Thus, "No. I like it in here."  Take a look:

What does all of this tell you?

"I think there is a world market for maybe five computers." - Thomas John Watson, Sr., founder of IBM, 1943

"There is no need for any individual to have a computer in their home." - Ken Olson, President, Digital Equipment Corp., 1977

"There is not the slightest indication that [nuclear energy] will ever be obtainable. It would mean that the atom would have to be shattered at will." - Albert Einstein, 1932

"Who the hell wants to hear actors talk?" - H.M. Warner, Warner Brothers, 1927

"If excessive smoking actually plays a role in the production of lung cancer, it seems to be a minor one." - Dr. W. C. Heuper, National Cancer Institute, 1954

"640K ought to be enough for anybody." - Bill Gates

"The talking motion picture will not supplant the regular silent motion picture. There is such a tremendous investment to pantomime pictures that it would be absurd to disturb it." - Thomas Edison, 1913

"Video won't be able to hold onto any market it captures after the first six months. People will soon get tired of staring at a plywood box every night." - Darryl F. Zanuck, Head of 20th Century-Fox Studios, 1946

"With over 50 foreign cars already on sale here, the Japanese auto industry isn't likely to carve out a big slice of the U.S. market for itself." - BusinessWeek, 1968

"By 1980 we will be self-sufficient and will not need to rely on foreign enemies for energy." - Richard Nixon

"I have traveled the length of this country, and have talked with the best people in business administration.  I assure you on the highest authority that data processing is a fad and won't last out the year." - Editor, Prentice Hall, 1957

"Everything that can be invented has been invented." - Charles Duell, 1899, Commissioner of U.S. Officeof Patents

"You ain't goin' nowhere, son. You ought to go back to drivin' a truck." - Jim Denny, Manager of the Grand Ole Opry, 1954, to Elvis Presley, the evetual King of Rock and Roll

It tells me this:

"Nobody knows anything.” - William Goldman, Adventures in the Screen Trade

So . . . trust yourself, not what others say is achievable.  Live your dreams.  Create the unimagined future.  The only thing stopping you is you.

Note:  To see who said what, highlight the blank space after each quote. You may be surprised.

Soul trumps perfection!

Tell me, which performance do you like better? This one:

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Or this one:

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Which one would win on American Idol (who cares?).  :)

So, did you see it?!  Did you feel it?!  That crazy, passionate letting go of Amy Winehouse?  The disregard for the camera, but the HUGE regard for the song?  The unself-consciousness and imperfection?  The originality?  The attitude?  The soul?!!!

Guess what?  That's what people want from you.  They want you to FEEL something and bring it to life!  They want to trust you and believe in you and feel with you.  It's that damn simple . . . and that damn hard.

Interesting this week

1. TV commercials make you happier

According to a study to be published in the Journal of Consumer Research titled "Enhancing Television-Viewing Experience Through Commercial Interruptions," the longer viewers continuously consume a television program, the less intensely they enjoy the experience.  Supposedly, people need the intermittent annoyance of advertising to prevent adaptation, a behavioral trait that causes the intensity of experiences to wane over time.  Time.com

2. Tropicana dumps new package design

You've probably read all about it, including the reasons why.  If not, check out AdAge's short video where Peter Arnell, head of the group that designed the new package, rationalizes the flawed approach.  Oh, and one more thing.  As I perused some of the more "authoritative" blogs regarding Tropicana's snafu, I was utterly confused by an analysis over at Ries' Pieces.

In her post, Laura Ries writes: "The key event that really built the Tropicana brand came in 1954. Not satisfied with being just another player in the concentrate category, the company pioneered a flash pasteurization method that raised the temperature of the freshly squeezed orange juice for a very short time, extending the juice’s shelf life to three months while maintaining its flavor. Tropicana then dropped the frozen concentrate product and focused entirely on the fresh, 'not-from-concentrate' product."  Makes sense. Tropicana innovated and marketed a more desirable product, which built the Tropicana brand. 

Later, during her analysis of the flawed packaging, she exposes some "enduring marketing myths." Here's one that truly has me puzzled: "It is the product not the brand that consumers care about.  Wrong. Consumers care about brands. The brand is what gives the product its authenticity and credibility. The brand includes everything from the name, the look, the logo, the color and the package."  So it's not the product that gives the brand its authenticity and credibility?  Not quite as mystifying as Arnell, but baffling nonetheless.

3. Bridgestone Golf chooses not to participate in the recession

According to senior director of marketing Dan Murphy in BrandWeek, pointing to a marketshare growth in off-course golf ball sales: "We've been able to establish a clear product differentiation - individual ball solutions for individual players.  We're going to increase our spending this year, and that includes advertising and tour staff."

Individual ball solutions for individual players.  Yeah, right.  If you take a long walk through the woods surrounding a typical golf course, you're likely to find every ball brand imaginable.  And Dan?  That's where most golfers will be shopping for their balls in 2009.

4. Goals cause more harm than good

According to researchers from four top business schools, goals can cause real damage to organizations and individuals using them.  HBS Working Knowledge

5. Salon's Brand Graveyard

Salon says, "The Brand Graveyard is where brands go to die." But it's actually more like a array of open caskets. Recent corpses include Rocky Mountain News, Fortunoff, Mervyn's and Circuit City.  Next up?  Trump Entertainment Resorts? Muzak?  Rite Aid?   Salon.com

Bring them to you or go to them?

I just read that the fast-food burger chain White Castle has chosen a new ad agency to, in the words of Kim Bartley, vp marketing, "[distinguish] White Castle from the competition and imitators that has [sic] certainly developed over 80 years."

Have you ever been to a White Castle restaurant?  Perhaps you've ordered a sack of "slyders."  Trust me, it's distinguished.  Slyders (that's White Castle's attempt at legally protecting what we all refer to as "sliders") are salty, steamy, pickle-and-onion-heavy itty bitty burgers.  Like all great brands, most people who have tried them either love them or detest them.

We don't have any White Castles in New England.  If we did my friend Ron would be making frequent visits, regardless of its location.  In fact, White Castle has restaurants in only eleven U.S. states.  They do sell frozen burgerettes in retail outlets in 25 additional states, but I don't know too many people who get a craving for a slider, head to Sam's Club, buy a box, head home, heat 'em up . . . you know what I mean.

So is that what the advertising is supposed to do?  Compel people to grab a box and toss it into their shopping carts?  Or is it to get people who love them to order even more?  Or maybe they're trying to convert people who detest them (nawww)?  It sure as hell can't be for awareness.  Harold and Kumar pretty much took care of that problem.

Here's a crazy idea White Castle: Instead of trying to bring people to you, go to them.  If you have something unique and desirable, make it easy for people to choose you by moving into their path of least resistance.  Open more restaurants; especially in New England.  Team up with the Girl Scouts.  We'd much rather have a sack of slyders than another box of mint chocolate chip cookies. Be innovative, not creative.

Disclosure:  My friend Ron asked me to write this post.

Traditional Branding is ‘Broken’

That's the title of the findings of a CMO survey from the Verse Group and Jupiter Research.  You can read some of their discoveries and conclusions at this link.  No real surprises, except this:

"As a result of the findings, Verse Group said that companies that adopt narrative-based branding strategies that cut across many delivery platforms have greater success potential than those who don’t. 'If companies such as GM, Dell and Sony are to regain their competitiveness, they have to retool their approach to marketing, not just their products,' said Randall Ringer, co-founder of Verse Group. 'They need a compelling narrative to engage the hearts and minds of customers.'”

Please listen up marketers (and CEOs, consultants, et al) for the sake of your businesses, customers, employees and other stakeholders.  Narrative-based branding strategies are passé.  Out-dated.  Ineffectual.  Lazy.  I know you don't want to hear this, but it's true.  Traditional media is not broken.  Traditional advertising is broken, and that's what's bringing traditional media to its knees.

Look, instead of a narrative-based branding strategy where you try to "grab attention" and get people to "suspend disbelief," adopt a utility-based branding strategy where you "draw attention" and get people to "believe."  A strategy that looks at customer behavior and creates something compelling that will help people live better.  A strategy that creates an actual connection and adds value to their routines and habits.  A strategy where brand equals service.

Stop telling stories and start demonstrating the value of your brand.  Why is this concept so difficult for people to grasp? 

How can we help?

Are you feeling the increased pressure of this highly competitive economy? You will. And when it hits you, here is an effective way for you to handle the inevitable stress: Care more and worry less. Care about how you can help clients save time; save money; deepen their relationships; grow their businesses. Demonstrate that you care about them!

A few years back, my brother Brian told me a story about one of his toughest prospects. Brian would show up like clockwork for every appointment, with a customized solution to this prospect’s particular business situation. Each meeting was pleasant, and Brian would follow up with a thank you note, a phone call, additional information, everything that an educated sales professional is trained to do. But all to no avail.

Then on one visit, Brian walked in to find the owner behind the register waiting on a long line of customers. Brian also noticed a huge stack of inventory on the floor waiting to be unpacked and placed on the store shelves. So Brian did what most great business people do: he empathized . . . he cared. He rolled up his sleeves, grabbed a box cutter and proceeded to stock all of his prospect's product. I'm pretty sure you know what the outcome was: this prospect became one of my brother's best and biggest customers. (BTW, if you're reading this, Happy Birthday Bro!)

Over the past 30 years in business, I've witnessed the effects of these seemingly small acts of caring and compassion on both relationships and results. So as paradoxical as this may sound, when you feel the pressure to improve results, the best thing to do is to slow down and get your focus off of your numbers. The happiest people are not those who make happiness their main goal, and the most successful business people are not the ones focused on their business success.

That being said, if there is any way that I can help you, please let me know.  Send me an email or call me at any time.  Here's the link to my contact information.

Only two months in and I almost blew it.

The first prediction of my Nine Predictions for 2009 is still holding strong, but not without a scare.  Here's what I wrote in December:

#1 The Earth will complete its 584 million mile, 67,000 mph trip around the Sun without incident
I know, that’s a pretty lame kick-off prediction. But think about those numbers for a minute. We’re all outgrowths of a living mass that is rocketing through space around an enormous ball of fire. Does that make any sense to you? Me either. So stop trying to figure it all out. Stop trying to protect yourself from an unknowable future and instead be a connected and passionate part of the here and now. “What is important in life is life, and not the result of life.” - Johann Wolfgang von Goethe.

Well, yesterday an asteroid of a similar size to a rock that exploded above Siberia in 1908 with the force of a thousand atomic bombs whizzed past Earth.  According to space.com, the gap was just 44,750 miles or a fifth of the distance between Earth and the moon and only twice the height of satellites in geosynchronous orbit.  In other words, pretty damn close.

Life is indeed strange . . . and fleeting.  It's time to step off of your mental treadmill and live!

World's most admired company

Can you guess who landed at the top of Fortune Magazine's list of the World's Most Admired Companies for the second year in a row?  If you've read any of my books or have seen me give a talk, you know that they get my vote hands down.

"It’s been a rocky year for Apple,” writes Alyssa Abkowitz. “CEO Steve Jobs’ health made headlines, and critics said Cupertino wasn’t being open enough about it. But customers remained loyal to the brand that made white ear buds cool. As much of the computer industry struggled, Apple shipped 22.7 million iPods during its first quarter (up 3 percent from last year), 2.5 million Macs (up 9 percent), and 4.4 million iPhones. No wonder Apple tops our Most Admired list for the second year in a row.”

No wonder indeed!  So how can you become more like Apple?  You can start by asking yourself these kinds of questions:

1. How can we differentiate ourselves and harness “feel” in everything we do to create curiosity and uniquely demonstrate our passion?
2. How can we creatively demonstrate our brand, while encouraging interactions between people so that they influence each other?
3. How do we continuously create energy and word-of-mouth through specific actions that will add value to our customers’ lives?
4. Look at everything you create, from advertising and store design to microsites and packaging and ask: Does this cause people to stop and look and listen?
5. Is it unexpected and desirable?
6. Is it completely different than what they’ve come to expect from brands in our category, as well as from the medium?
7. Does it powerfully tap into their desired sense of self and transfer the feeling of adoption and ownership?
8. Does it fit their lifestyle?
9. Does it demonstrate value at an empirical level?
10. Is it newsworthy? Would people tell others about it, and why?

Apple is No. 1, again, because of their fanatical attention to every detail of the product and retail experience, as well as their culturally relevant, eloquent and entertaining marketing.  Their people have worked long and hard to create a culture of understanding, excellence, and innovation . . .  in that order.  It's not magic. You can do the same things with your brand.  You simply need the vision, relentless drive, unwavering persistence, and guts of a guy named Steve Jobs.