"Co-data" is my term for data that goes well and augments your core data set. I particularly like that The Weather Channel has found consumer behavior data predicting what you will buy depending on the weather. You don't need The Weather Channel's giant data set to find this data set. It could be as easy as looking at your fellow local businesses' websites.
Let's say you're a cab driver. You want to minimize wait times and maximize distance driven. How about finding out when colleges in your area start up again? Or checking out when a particular bar closes? Or finding out the time a particular show (preferably one with drunken attendees interesting in safe-cabbing it home) gets out?
I tried this simple method when I worked at PPG Industries. Of course, our sales of exterior paint increased when the weather got pleasant. Pulling free data off the NOAA Climate Data Center enabled me to do some rudimentary comparisons between our past sales by region and temperature. I found that people start painting more at about 50 degrees F, and that over about 84 degrees F the amount they paint starts to drop off (too hot out).
Using such basic data and simple correlation, I was able to optimize the load-in for our largest retailer's stores so that we had enough exterior paint early in the season... but not too early. I also found that using last year's sales to predict when we should ship this year was a lousy measure; better to use the average over the past three years and then build back two weeks for safety.
At Vocollect, we're discovering lots of cool ways to use the information we have to make our workers' lives easier. We're helping by giving simple suggestions such as prompting the user to access a feature when we notice the feature could be used to solve a problem we deduce the worker is having. The next phase will be to combine this user data with simple information we have from other sources to help suggest, for example, how two coworkers can avoid each other in a distribution center aisle to ease congestion delays.
All this work goes back to my feeling about big data: you don't need it if you have plain old "data" that you're not using in the first place.
Showing posts with label product management. Show all posts
Showing posts with label product management. Show all posts
Thursday, August 15, 2013
Friday, February 15, 2013
Revenge of the Data
I have been following with relish the story about Elon Musk's war with the New York Times over a negative review of their Tesla S electric vehicle. What I loved about Musk's retort to the New York Times story is how Tesla Motors managed to use device data to refute the story. The war ends up being a debate between the hard data in the device and the reporter's notes.
I take away three conclusions from this episode:
I take away three conclusions from this episode:
 |
| Reporter's vehicle log as annotated by an angry Elon Musk |
- Data is power. Companies that think about information they could or already do have available and then exploit that data create sustainable competitive advantage through their installed base. I learned this first hand at PPG Industries, where we were able to use tint machine data to examine paint color usage by region. I only wish that PPG had been more open to using the color chip rack to collect data (discretely and privately) about user interactions with the display. At Vocollect, we are exploring a wide variety of ways to aggregate data from our wearable devices to enhance the user experience.
- Companies should get data in the hands of users. I see this war in part as a problem stemming from the New York Times reporter's inability to get all of the information he could have had available...information Tesla then gathered from the log files. Perhaps giving this information to the user in the first place in a snazzy interface could have prevented some of the reporter's frustrations. Heck, a number of device manufacturers give the data to users in an API and end up getting cool tools for their other users for free, created essentially by fans of the brand.
- Don't get into a pissing match in public. Elon Musk, known for his huge ego, could have been more diplomatic and apologetic to the reporter. Abusing customers or potential customers does not position the brand for success. And essentially accusing a reporter at one of the most prestigious papers in the world of journalistic fraud qualifies as abusing potential customers in my book. Tesla Motors might have gotten a better response from the Times and better publicity by working with them to diagnose what had happened rather than by working against them. Unless you believe that all publicity is good publicity, in which case Musk did the right thing by making this story huge.\
I will anxiously await the innovations from car companies and any other company that has direct interaction with the actual consumer, enabling us to understand and improve our own behavior. As you know if you read this blog regularly, I hope to be at the forefront of that user empowerment given my sincere belief in the power of some Major Data Geekitude to improve our collective future.
Monday, October 22, 2012
Poll Watchers Beware
Every presidential election year, I find myself re-addicted to an awesome source of polling data, pollingreport.com. These guys aggregate the raw results of various independent polls and post them in a mostly unexpurgated format. I only wish I could do cross-tabs to break down the results further (e.g., by number of Democrats versus Republicans, age, sex, income, and so forth). Frankly, I find the raw data much more enlightening than much of the terrible commentary. [One notable exception to the usual polling pablum was today's excellent Dianne Rehm show with two experts breaking down the polling into the necessary detail.]
Particularly telling is the number of people who are "unsure" or "refused" as reported in some of these polls. The numbers are as high as 8% in some polls, suggesting that a lot of people are either still undecided, are dedicated to the old-fashioned privacy policy about politics, or are just sick of being asked. Nevertheless, one sees that Obama has quite a lead in a number of these polls when voters are given the option to be unsure.
I often find that business executives want to ignore the "don't know" responses in survey data. I believe they think the results are somehow less meaningful if a lot of respondents don't know the answers. On the contrary, I think executives can learn a lot when people are given the "don't know" option.
For example, when I was on the Paint Consumers Research Program board, we changed the survey to allow respondents to say "don't know" when asked what price they paid for paint. Not only did we get much more accurate results, we discovered that almost half of respondents don't know what they paid, even when the purchase was a month ago or less. From this, I learned that price is a lot less important than I think most paint industry executives think it is. In fact, I believe that price point (low, middle or high in the store's assortment) is probably much more critical in paint buyers' decisions than actual real price. This effect could explain in part why consumers are willing to pay $50 per gallon at Sherwin-Williams when they can get decent paint at $35 per gallon at Lowe's or Home Depot.
Some of the most important decisions in new product development fall to market research interpretation, so I believe everyone involved needs to take a closer look at the results. Surprisingly, for example, the products most likely to succeed are often the products with the most positive responses and the most negative responses. When respondents rate new product ideas, the lack of a strong visceral reaction usually indicates disinterest whereas a strong negative reaction can mean that they have a real interest in the product but are not willing to buy it themselves. A number of market research startups have popped up recently to capitalize on this idea by having respondents design products "for other people" instead of making decisions with themselves in mind.
Perhaps this could be good news for Mitt Romney, whose negative ratings have been going through the roof lately. But not if you subscribe to the idea that real money markets can predict presidential elections. If that is true, our next four years will be Obama's second term.
Particularly telling is the number of people who are "unsure" or "refused" as reported in some of these polls. The numbers are as high as 8% in some polls, suggesting that a lot of people are either still undecided, are dedicated to the old-fashioned privacy policy about politics, or are just sick of being asked. Nevertheless, one sees that Obama has quite a lead in a number of these polls when voters are given the option to be unsure.
I often find that business executives want to ignore the "don't know" responses in survey data. I believe they think the results are somehow less meaningful if a lot of respondents don't know the answers. On the contrary, I think executives can learn a lot when people are given the "don't know" option.
For example, when I was on the Paint Consumers Research Program board, we changed the survey to allow respondents to say "don't know" when asked what price they paid for paint. Not only did we get much more accurate results, we discovered that almost half of respondents don't know what they paid, even when the purchase was a month ago or less. From this, I learned that price is a lot less important than I think most paint industry executives think it is. In fact, I believe that price point (low, middle or high in the store's assortment) is probably much more critical in paint buyers' decisions than actual real price. This effect could explain in part why consumers are willing to pay $50 per gallon at Sherwin-Williams when they can get decent paint at $35 per gallon at Lowe's or Home Depot.
Some of the most important decisions in new product development fall to market research interpretation, so I believe everyone involved needs to take a closer look at the results. Surprisingly, for example, the products most likely to succeed are often the products with the most positive responses and the most negative responses. When respondents rate new product ideas, the lack of a strong visceral reaction usually indicates disinterest whereas a strong negative reaction can mean that they have a real interest in the product but are not willing to buy it themselves. A number of market research startups have popped up recently to capitalize on this idea by having respondents design products "for other people" instead of making decisions with themselves in mind.
Perhaps this could be good news for Mitt Romney, whose negative ratings have been going through the roof lately. But not if you subscribe to the idea that real money markets can predict presidential elections. If that is true, our next four years will be Obama's second term.
Friday, March 9, 2012
Another One Bites the Grass
Title of today's post comes from one of my favorite books from business school, Another One Bites the Grass: Making Sense of International Advertising by Simon Anholt, a former advertising exec. One of the points he makes in the book is the danger of problematic brand names in the international sphere. He mentions many famous stories such as the idea that Coca-Cola meant "bite the wax tadpole" in Mandarin and was therefore changed to sound more like "makes the mouth happy." But he also mentions a few I had never heard such as the Chevy Nova, which means "Chevy doesn't go" in Spanish. A nice cold Pschitt, anyone?
I thought of this problem today when I saw a travel post including the product to the left. Wash your clothes in Barf! Smells clean and fresh!
We face this problem at Vocollect due to a name someone chose many years ago. Voice...collect...Vocollect. Makes sense in English, right? But in Spanish "colec" means "collective" (not bad) and "colect" means "garbage collector" (not so hot). In French, the sound is like "collection of calf" (also not so hot). Then there is the Talkman device. In Norwegian, the word "tok" means "building," which is not bad I guess considering that our product is used in large buildings.
When naming a product, some basic research on Google Translate might be in order. I personally favor made-up brand names. Google is a good example, an easier-to-spell bastardization of the number "googol." Alternatively, consider a brand name with positive associations in major romance languages if you ever plan to expand to Canada or Mexico, our largest trading partner in the U.S. The brand name "Liberto" would sound a little like "liberty" in English, Spanish, and French, and it would be fairly defensible trademark because it's a made-up word.
When I run the zoo, that's just what I'll do.
We face this problem at Vocollect due to a name someone chose many years ago. Voice...collect...Vocollect. Makes sense in English, right? But in Spanish "colec" means "collective" (not bad) and "colect" means "garbage collector" (not so hot). In French, the sound is like "collection of calf" (also not so hot). Then there is the Talkman device. In Norwegian, the word "tok" means "building," which is not bad I guess considering that our product is used in large buildings.
When naming a product, some basic research on Google Translate might be in order. I personally favor made-up brand names. Google is a good example, an easier-to-spell bastardization of the number "googol." Alternatively, consider a brand name with positive associations in major romance languages if you ever plan to expand to Canada or Mexico, our largest trading partner in the U.S. The brand name "Liberto" would sound a little like "liberty" in English, Spanish, and French, and it would be fairly defensible trademark because it's a made-up word.
When I run the zoo, that's just what I'll do.
Monday, March 5, 2012
Employment Branding
Fortune magazine's most admired companies list for 2012 is out. Ever wonder why Disney is #13 on "most admired" but does not even appear on Fortune's list of best companies to work for in the United States? The reason is a gap between the corporate brand and the "employment brand."
Just as a brand helps make positive associations for the product for potential consumers and a corporate brand helps make positive associations for a company's products under the corporate umbrella, an employment brand makes positive associations for the consumers of the company's jobs. In this case, the "consumers" are potential employees, and the "product" is the jobs they are advertising at the time.
Just like a regular brand, your employment brand helps you with the four P's of marketing, in this case the product being the job itself and company culture, the price being pay and benefits, the place being the realms through which you promote jobs such as LinkedIn Jobs and Monster.com, and the promotion being the materials you use to talk about the company (e.g., Website) and even ways you talk about the company during the interview process itself. Each item has a potentially significant impact on the talent you can attract.
Changes to these four areas don't just happen by accident. At Vocollect, for example, we have an innovative way to interview prospective candidates on the "visit day" that makes the process smoother and faster for applicants. This process helped me understand our collaborative and innovative culture and helped attract me to the company. Other elements of the "product" such as the game room with pinball and ping-pong tables helped position the company as still a cool tech company despite our relative maturity.
Employment branding is a critical consideration for HR in an era of competition for some of the most skilled positions. If you disagree with me, someday try hiring a skilled product manager with a degree in computer science and experience in a full cycle product development process from concept to launch. You'll find it's not as simple as just paying more than the competition. In fact, I know some engineers who just ignore the recruiter calls these days because, despite the potentially better pay, they just "can't be bothered" given how well-paid and happy they are right now.
Understanding where HR falls short requires some serious market research among the target hire population. To my amazement given this talent shortage, in my experience there are only a few research companies thinking seriously about this topic. One is Gallup, the polling-organization-turned-consulting-firm, which has devoted an entire practice to employment branding. Another is Kenexa, a consulting firm that specializes in the topic. Global firms such as Ipsos seem to have pockets of interest in employment branding worldwide, most notably in the UK office. Maritz Research has clearly done work in this area but doesn't highlight it very well.
So here's my challenge to some of the "big guns" out there: trumpet your employment branding market research better on the Web, in articles and even in the comments below. There is a latent market out there waiting to improve companies' hiring processes. And improving the interview processes and the jobs themselves for all of us who are occasionally in the job market.
Just as a brand helps make positive associations for the product for potential consumers and a corporate brand helps make positive associations for a company's products under the corporate umbrella, an employment brand makes positive associations for the consumers of the company's jobs. In this case, the "consumers" are potential employees, and the "product" is the jobs they are advertising at the time.
Changes to these four areas don't just happen by accident. At Vocollect, for example, we have an innovative way to interview prospective candidates on the "visit day" that makes the process smoother and faster for applicants. This process helped me understand our collaborative and innovative culture and helped attract me to the company. Other elements of the "product" such as the game room with pinball and ping-pong tables helped position the company as still a cool tech company despite our relative maturity.
Employment branding is a critical consideration for HR in an era of competition for some of the most skilled positions. If you disagree with me, someday try hiring a skilled product manager with a degree in computer science and experience in a full cycle product development process from concept to launch. You'll find it's not as simple as just paying more than the competition. In fact, I know some engineers who just ignore the recruiter calls these days because, despite the potentially better pay, they just "can't be bothered" given how well-paid and happy they are right now.
Understanding where HR falls short requires some serious market research among the target hire population. To my amazement given this talent shortage, in my experience there are only a few research companies thinking seriously about this topic. One is Gallup, the polling-organization-turned-consulting-firm, which has devoted an entire practice to employment branding. Another is Kenexa, a consulting firm that specializes in the topic. Global firms such as Ipsos seem to have pockets of interest in employment branding worldwide, most notably in the UK office. Maritz Research has clearly done work in this area but doesn't highlight it very well.
So here's my challenge to some of the "big guns" out there: trumpet your employment branding market research better on the Web, in articles and even in the comments below. There is a latent market out there waiting to improve companies' hiring processes. And improving the interview processes and the jobs themselves for all of us who are occasionally in the job market.
Thursday, March 1, 2012
Category Management in B2B
Lately, I am seeing a lot of advertisements (and hearing a fair amount from recruiters) for category manager positions at business-to-business companies. There seem to be a shortage of these folks with the kind of B2B experience I have; rather, the applicants all come out of consumer packaged goods (CPG) companies. I think many business marketing organizations have finally realized that the product proliferation and price confusion is neither helping them increase sales nor helping their customers find the right solution. One need only look for products on Motorola's website to see how hard it is to find the right products among the category clutter...and this from one of the companies in our industry that has it organized well.
The main differences in my mind between CPG category management and B2B category management are as follows:
Ironically, both the lack of B2B end-user data and the relative power of the sales team means that B2B company category managers end up less focused on the actual end-user needs than in CPGs. Hopefully the emergence of demand for B2B category management experts indicates a change towards more end-user focus. I personally hope the rise of this group as a real discipline (already showing up years ago in industry leaders like W.W. Grainger and John Deere & Company) will mean that B2B product sets will become more user-friendly over time, which will be a real relief to those of us who have to order them, configure them, and use them on a daily basis.
The main differences in my mind between CPG category management and B2B category management are as follows:
- Many B2B companies have multiple products that have to be sold as an integrated solution, making SKU rationalization more complicated;
- So many different B2B deployment environments (compared with relatively few different retail formats) require countless variations of what would otherwise be almost exactly the same SKUs;
- Configuration is de rigeur versus low configurability (except for private label goods) in CPG;
- Declaring "end-of-life" for products is harder, as the installed base for products from the distant past may continue to be sizable and upgradability for these customers can be difficult;
- Salespeople have much more influence over marketing than in CPG companies, in which marketing is general management.
Ironically, both the lack of B2B end-user data and the relative power of the sales team means that B2B company category managers end up less focused on the actual end-user needs than in CPGs. Hopefully the emergence of demand for B2B category management experts indicates a change towards more end-user focus. I personally hope the rise of this group as a real discipline (already showing up years ago in industry leaders like W.W. Grainger and John Deere & Company) will mean that B2B product sets will become more user-friendly over time, which will be a real relief to those of us who have to order them, configure them, and use them on a daily basis.
Wednesday, February 29, 2012
The One P of Marketing
You remember the four P's of marketing: product, price, place, promotion. Increasingly, I believe that marketing will be about the one P of marketing: product. The increasing transparency of the Interwebs and such makes it much easier to find out, say, the top voice-directed distribution center company. And to find information about that product's benefits and downsides.
Witness my recent discovery of http://www.duckduckgo.com/, the completely private search engine that has benefited immensely from Google's questionable decision to reduce privacy protections. How hard will it be for millions of Google customers to find this option? And how many people, like me, will direct friends and colleagues to competitors when they don't like a product decision their company has made?
These observations all lead me to my product experience today with Google, a day prior to the vaunted privacy policy changes. Today, I searched for "Barack Obama" and got in my top results a post from my brother-in-law on G+ that said, "Yum." and had nothing at all to do with Barack Obama. [I clicked on it out of curiosity, probably making my future results worse since Google is tracking my responses.]
Basically, Google has begun to fail me in the exact area that caused me to abandon AltaVista in the first place so many years ago: superior product. In an instant, I lost respect for my favorite search engine and began to question whether they have, in a nutshell, begun to make their product spew chunks. I probably won't abandon Google search right away, but I'll begin looking at DuckDuckGo more often and maybe hunt around for some other options. This reaction is just the kind of adverse loyalty behavior every brand wants to avoid.
On a brighter note, I'm more excited than ever about a product Vocollect has coming out later this year. I got to try it out today, and I'm a real believer. I think it's a game changer. If it is, you will be hearing a lot more about it (especially if you're in the distribution center business) because in this day and age, customers talk. In this day and age, great products only sometimes catch on, but poor products... and great products turned bad by poor marketing decisions... almost always fail.
Witness my recent discovery of http://www.duckduckgo.com/, the completely private search engine that has benefited immensely from Google's questionable decision to reduce privacy protections. How hard will it be for millions of Google customers to find this option? And how many people, like me, will direct friends and colleagues to competitors when they don't like a product decision their company has made?
These observations all lead me to my product experience today with Google, a day prior to the vaunted privacy policy changes. Today, I searched for "Barack Obama" and got in my top results a post from my brother-in-law on G+ that said, "Yum." and had nothing at all to do with Barack Obama. [I clicked on it out of curiosity, probably making my future results worse since Google is tracking my responses.]
Basically, Google has begun to fail me in the exact area that caused me to abandon AltaVista in the first place so many years ago: superior product. In an instant, I lost respect for my favorite search engine and began to question whether they have, in a nutshell, begun to make their product spew chunks. I probably won't abandon Google search right away, but I'll begin looking at DuckDuckGo more often and maybe hunt around for some other options. This reaction is just the kind of adverse loyalty behavior every brand wants to avoid.
On a brighter note, I'm more excited than ever about a product Vocollect has coming out later this year. I got to try it out today, and I'm a real believer. I think it's a game changer. If it is, you will be hearing a lot more about it (especially if you're in the distribution center business) because in this day and age, customers talk. In this day and age, great products only sometimes catch on, but poor products... and great products turned bad by poor marketing decisions... almost always fail.
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