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Monthly Archives: March 2009

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Stop The Multitasking Myth

March 31, 2009 – 9:46 AM

It seems there’s not a single job description that doesn’t include a reference to “multitasking” anymore. I don’t know why I find this so irritating, but it might be because humans can’t actually multitask very well. The term applies best to computers that are capable of doing two computational tasks simultaneously, which requires two processors. Humans don’t work like that.

Why Multitasking Gives Me A Headache

It turns out that it’s possible to appear to do two things at once when the things are different, like walking while talking on a cellphone. It’s harder to keep up appearances, however, when the tasks are similar. For example, try talking on the phone while writing an e-mail and you’ll get the idea pretty quickly. That’s because these processes require similar parts of your brain which leads to interference between the tasks.

What you end up doing is switching between talking and writing as quickly as possible. With training you can get better at this, but you’ll never be as good at either task as you would be if you were doing the task without the switching. Scientists attribute this in part to something called context switching, which basically means that you’ve gotta store information about the first task before switching to the second. When you’re ready to switch back to the first, you need to store the second task and re-load the first one. Sounds like a massive headache to me. Even when the tasks are very different, like talking on the phone and driving, performance decreases in both, which is more like a head injury than a headache.

Something Better

If you’re willing to accept that multitasking leads to lower efficiency and quality please help spread the word that multitasking is something that computers do, not humans. Please please please don’t use this in a job descroption. And, if you’re looking for a way to be more productive, point your employer/employee to recent studies that show that screen-size is directly related to productivity when using computers. There was a great article about this in the NY TImes Magazine here.  There have also been many studies: here’s an American Psychological Association study summary, and info on the University of Utah is discussed in this Wall Street Journal article:

Researchers at the University of Utah tested how quickly people performed tasks like editing a document and copying numbers between spreadsheets while using different computer configurations: one with an 18-inch monitor, one with a 24-inch monitor and with two 20-inch monitors. Their finding: People using the 24-inch screen completed the tasks 52% faster than people who used the 18-inch monitor; people who used the two 20-inch monitors were 44% faster than those with the 18-inch ones. There is an upper limit, however: Productivity dropped off again when people used a 26-inch screen. (The order of the tasks and the order of computer configurations were assigned randomly.)

One of the things that I’ve personally noticed is that having more screen space means you can see more of your open tasks/windows. This in turn allows you to organize your tasks more efficiently on your desktop, and prevents you from forgetting about them. Though I don’t currently have a huge screen, I find that Spaces and Exposé on the Mac OS simulate the big screen experience on a laptop by allowing you to quickly switch between multiple desktops (though don’t switch too much or interference will drag down productivity).

A final Word

Still think you’re a multitasker? Try keeping up with Thea Alba aka “the woman with ten brains”. She was a performer in the 1920’s who could write multiple different words at the same time. She may have been really good at context switching, though she compared what she was doing to what musicians do. In other words, she combined all the tasks into one choreographed effort. She trained a long time to do this with pre-selected words. Go ahead try it, I dare you.

alba

AU001113

By Roland Smart | Posted in Culture | Comments (0)

Innovative Kiosks & The Mirror Stage

March 30, 2009 – 8:36 AM

This weekend I read an article in the NY Times about new retail kiosks that will be coming to a store near you. I was happy to see that the examples from the article were created by the San Francisco office of Frog Design. When I read the article, I was reminded of an art project I worked on several years ago and the post I wrote a couple weeks ago about how some of the best marketing ideas bubble up from the arts. Here’s an example from my life:

29novelties_600

(c) NY Times An artist’s rendering of an automated service island for a retail store from Intel and Frog Design.

From My Art

Back in 2001 I exhibited an installation entitled ROOM for which I created an initial experience designed to take the viewer’s mind off what they were thinking about before they arrived at the gallery. I used to think of it in culinary terms as a “cleansing of the palette”.  As they walked through the gallery entramce, they would see a video camera obviously positioned above the doorway. Once through the doorway they were confronted with a video screen that was obviously getting a video feed from the camera over the doorway. But something was off because the video showed someone walking up to the doorway, but there wasn’t anyone behind the viewer. Most people then noticed something very familiar about the person on the screen, it was them! What was happening, was that the video was delayed by about 15 seconds. The effect of this experience was intended to be jarring enough to distract viewers from anything they might have been thinking about before entering.

Mirror Stage

Mirror Stage is a simple concept that uses a similar video delay to improve the interaction customers have with mirrors in  retail clothing stores. The system uses an inexpensive camera that is embedded in the center of a flat screen television, along with a hacked Tivo box. A customer would walk up to the screen to see how a piece of clothing looked on them. They would use the screen as a mirror. What is unique about the system is that there would be a button on the wall that would allow the customer to delay the video (essentially hitting pause, then play on the Tivo). This would allow them to turn around and then look back at the screen to watch themselves turning around for themselves! No more adjusting mirrors, or twisting your neck to see your own reflection.

I though it was a rather clever idea, but never really got the project off the ground. I think the next generation of  kiosks is a great place to revisit the concept though, especially considering that the experience of watching yourself in delay is highly engaging. The NY Times article also talks about a partnership between I.B.M and EZface that allows kiosks to offer virtual makeovers. Basically, it takes a photograph of the customer’s face and allows them to digitally apply cosmetic treatments.

UPDATE: MarketingVox: a dressing room technology that made me laugh …. and maybe cry.

The Marketing Value

It goes without saying that the marketing value that could emerge from these new kiosks is significant. Simply understanding the kinds of questions that customers are searching for in-store versus online should offer insight into how to improve customer satisfaction. In the article Frog’s chief creative director talks about how sophisticated the online retail experience is (for example, the way it makes recommendations) and how that experience has not been available in store previously. It’s a good point, and one that deserves analysis based on use.

Beyond that, I  see how such as system could drive real-time layout changes in the store based on what customers are trying on most. Of course, it could also allow them to see the store inventory, and divert purchases online when the desired item is not in-store. I also think there are interesting opportunities to bring community into the experience, use analytics to return value to customers through the display, and connect the expereince customers have across touch-points.

By Roland Smart | Posted in Culture, Design, Marketing | Tagged art, user experience | Comments (0)

Twtter Digest

March 27, 2009 – 1:57 PM

twitterheader2

  • UNDERSTAND / FIX THE WORLD
    • YouTube EDU - Learn  something
    • Open Source College Text Books. Good idea …. if the content’s as goos as they say.
    • UnCrunch America - interesting person to person loans
    • Carl Sagan’s COSMOS is on HULU! FREE!
  • MARKETING RELATED LINKS
    • WikiRank - a new tool from Small Batch (former Adaptive Pathers)
    • Track your Twtitter subscriptions
    • Auto reply thank you’s on twitter on followers  & more at Twitter Later
    • Harvard Daily Stat data on how marketing spend is managed.
    • 14 types of Twitter personalities
    • Social media budgets on the rise
    • Marketing VOX Article: Companies Ignore Customer Feedback, Fail to Track WOM
  • SOME FUN
    • I like talking to my NEW iPod Shuffle. Genius.
    • Emergency: This book will save your life – new from Neil Strauss
    • This could have gone under marketing … but fun won out … .which is really more reason to put it under marketing … but: Extreme Sheep LED Art

Have a great weekend …. and don’t forget EARTH HOUR!

By Roland Smart | Posted in Culture, Twitter | Comments (0)

SF Chapter of The American Marketing Association Newsletter

March 27, 2009 – 8:23 AM

Fellow Marketers,

I’m a board member at the San Francisco Chapter of the American Marketing Association, which is a great local organization. If you’re a recent graduate, looking for a new job,  simply looking to network with other marketers, or get continuing education, it’s worth becoming a member. We put on regular events such as an upcoming mixer for AD:TECH, and the Excellence In Marketing Awards.

They’ve also published some of my writing in the newsletter, which you can download by clicking on the image below.

picture-11

By Roland Smart | Posted in Marketing | Comments (0)

Salesforce IS The Foundation

March 26, 2009 – 9:54 AM

I’ve talked at length about the importance of building a marketing foundation that allows companies to capture data and insights from their communities, analyze it, report on it, and channel it into development. This information also comes in handy when you’re ready to return value to the community. One problems is that there has been a proliferation of tools to communicate with communities. As companies figure out which ones will work for them, they struggle to get them to work together. It seems the Salesforce is leading the way with respect to solving this marketing problem.

For the record, I’ve written about Salesforce before, and conduced research on the customer relationship management tool landscape (CRM). While selecting a CRM depends on your specific needs, I’d say Salesforce is way out ahead for most companies. They’ve also announced some new services that really reposition their brand as a solution for connecting cloud services.

For example, Google Docs is fully integrated. And now, they’ve moved one to integrate many other services in the cloud such as Twitter, and Facebook. And, they’ve made a great video introduction which explains better than I can. So here it is:

picture-1

By Roland Smart | Posted in Marketing | Tagged CRM | Comments (1)

Brand Rot

March 25, 2009 – 7:30 AM

Brands grow from the inside out starting with the first innovators who are willing to try something new and moving on to early adopters, the  early majority, the late majority, and finally the laggards. What may not seem immediately obvious is that brands need to continue inspiring the innovators and the early adopters even after they’ve crossed into the larger adoption segments. I will explain why this is necessary to grow, or even to maintain existing, community. The first important because brands naturally lose some customers due to shedding.

Shedding

Brands naturally lose some customers due to shedding. Shedding occurs because or normal market fluctuations and because people’s circumstances change. For your community shedding is also a simpler and easier process than adopting. And simple math explains that if you’re shedding more than you’re adopting, your community will shrink. It is generally accepted that the cost of reducing shedding (attriction of community) is less than the cost of acquiring new customers (or supporting new adoption). That said, many companies focus on preventing shedding and neglect something that has more damaging and significant long-term costs, brand rot. It happens when companies forget about their core community after building a solid the late majority. While this might improve the experience of the main stream community for a while, and increase sales, it will eventually result in less engagement and greater shedding.

Rot

Unlike shedding, which happens at the periphery of your brand, rotting takes place at core. Products and services are constantly changing to reflect changes in the market environment. With change comes the need to learn about new features, interactions, and experiences a brand offers. It’s the core community that understands the legacy of development for the product/service best and who are positioned to share it with the next circle of the community/influence. If you stop paying attention to your core community, you won’t be able promote the perfusion of new stuff to your community. This is especially important if you’re extending existing lines, or introducing new ones.

Two Models

First, let’s look at a standard representation of community adoption. What I find a little misleading about this curve is that you might think that the x-axis represents time. In which case, it’s hard to capture the idea that it’s possible to continually grow from this inside out. In other words, once you’re through the early adoption segment you can focus entirely on the early majority.

diffusionofinnovation

Everett Rogers Technology Adoption Lifecycle model

Which I why I created a representation of my own:

Brand-Rot

With this representation, I’ve tried to show how brands grow from the inside, while still preserving the information about the size of each segment of adopters. Here the size of the circle represents the size of the adoption segment (in the chart above the area under the curve does this). I’ve alse added shading to indicate the emotional engement the segment has with the brand. On the left is a representation of a healthy brand and on the right there is an example of an unhealthy brand. In the healthy example, the arrows show a flow of community moving outward from each segment to replace loss at the periphery due to shedding. In the example on the right, however, the center communities have been neglected and are no longer emotionally engaged with the brand. This results in a lack of movement from innovators to early adopters, and from early adopters to the early majority, thus the arrows have been removed.

Thanks for reading, and I look forward to your feedback.

By Roland Smart | Posted in Marketing, Podcast | Tagged brand | Comments (0)

What Is Marketing 2.0? … The Movie!

March 24, 2009 – 6:47 AM


Marketing 2.0 Explained from Roland Smart

I created this short video to share some of what I think distinguishes Marketing 2.0 from traditional marketing. I’ve also created a personalized version that talks more specifically about my consulting practice on the About Page of this site.

Thanks for watching and I look forward to your feedback!

By Roland Smart | Posted in Marketing, Podcast | Tagged Marketing 2.0 | Comments (5)

Two Strategy Tools

March 23, 2009 – 10:58 AM

I’m writing to share two tools that I use when developing marketing strategies. I hope these will come in handy and I’d be delighted if there are other tools that you use that might compliment these.

A Word About Strategy

Different people mean different things by strategy, so I want to be clear about what I mean. Strategy originates from a military context and focuses on linking engagements together to advance progress towards a specific goal. In other words, in the military context, strategy would guide decisions about whether or not to engage in a particular battle (there are many battles in war), as opposed to tactics which guide how each specific  battle is fought.

One key to developing a solid strategy is understanding that resources set the limits to what can be accomplished. Thus strategy is about making choices regarding how to allocate limited resources over time. I would say that the best strategies are characterized more by saying “no” than saying “yes.” In other words, there are generally many options that you could pursue, but only one that you will pursue. The hard part is sticking to your decisions! The first tool will help you prioritize your options and make a decision about which one to pursue. The second tool will help you stay on track once you’ve set your strategy.

A Prioritization Tool

This tool allows you to visualize potential strategic steps based on their feasibility and importance. You start by listing out all your potential strategic steps, or short-term goals, in the left hand column of the table. From there you assign each a feasibility and importance rating. The key is to setting a budget for these ratings. In the example below I have seven potential steps to be considered and I’ve allotted each a budget of five points. Thus, my total budget for each column is 35 points (7 items x 5 points = 35 budget). Once I have the table filled out, I plot the steps on the chart to the right. This allows me to place them within three priority zones. At the end of the process, I’ve identified the two steps to pursue. Click on the image to enlarge it:

Strategy-exercise

A Management Tool

This tool allows you to lay out the short-term strategic goals that advance your long-term strategy. It also allows your to visualize  the tactics that support each strategic step, understand how they are dependent on each other, and the relative resources required to complete them. The arc is essentially a time-line for managing projects, like all time-lines it can be very helpful to work backwards from your long term goal. Each way-point along the arc marks the completion of a step towards the ultimate goal. Each step is tied down to a set of tactics, and the dotted lines connecting the tactics show how some tactics are dependent on others being completed first.

By using size to estimate the resources that are required by each tactic, it is possible to visually understand where you’ll need to staff up or down. For example, at the least step in the example below the need for resources is less than half of the need at the second step. By visualizing tactics it is possible to move their placement along the time-line to even out work flow and resource requirements.

strategy-arc

Thanks for reading, and please send me info about any tools you use for strategy projects.

By Roland Smart | Posted in Marketing | Tagged strategy | Comments (4)

Twitter Digest

March 20, 2009 – 3:45 PM

twitterheader2

  • UNDERSTAND / FIX THE WORLD
    • UseMore – a site that helps you use under-used resources in Austin.
    • Reduce your water footprint
    • White House organic Garden – Washington Post article
  • MARKETING RELATED LINKS
    • Nike campaign builds community
  • SOME FUN
    • Playboy just put a bunch of back issues online using Silverlight
    • A quartet plays iPhones
    • A gallery of forgotten toys
    • Interesting old 16 mm movies now digitized

Hope you’re enjoying the weekend.

By Roland Smart | Posted in Twitter | Comments (0)

Degrees Of Trust Across A Range Of Networks

March 19, 2009 – 4:02 PM

The amount of trust people associate with networks depends in large part on the value of what they put in and get out. This also impacts the vetting process involved in extending your network to include new members. For example, I take “connecting” on LinkedIn very seriously. I do not connect with someone that I don’t know, have not met in person, or have not had a significant exchange with. Perhaps I’m more cautious than most, but I was once burnt by someone who was connected to a connection of mine (2nd degree, pun intended) … and it turns out that my connection didn’t know this person very well at all and should not have vouched for them.

Stepping down from LinkedIn, social networks such as Facebook and Myspace are less trust oriented. Here I’ll become friends with people who I know, or know of. Thus, I accept invitations from slightly random people that I meet at parties. My logic is that there is little downside in this context. Worst case scenario, I go to a lame party. That said, I do use these networks to get stuff done occasionally, and I don’t want complete randoms in there.

One step further is Twitter. On Twitter I will allow anyone to follow me and I will follow anyone (barring complete stupidity or offensive behavior). I view this as a completely public forum. That siad, I have considered setting up a family only account … but then I remember that I prefer to interact with my family in other ways. Here’s how I see all this represented graphically:

trustnetwork

Any excuse to make a drawing, especially if it’s a graph/chart. Ok, one more:

personalnetwork

By Roland Smart | Posted in Culture, Marketing | Tagged social network | Comments (0)
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