Tag Archives: Conviction

The power of the Unexpert.

Brand conviction

If your StartUp is going to do something original, you’ll have to ignore experts.

There’s a wonderful story I heard recently. In 1929, Werner Forssmann, was a medical intern in Germany, interested in heart conditions. Reading a periodical about veterinary medicine, he came across a photograph of a live horse with a tube inserted into its leg and pushed up to its heart.

He wondered if the same could be done in humans to help with cardiac resuscitation. He asked his supervisor, the expert in this story, if he could test his hypothesis with a live experiment. He was refused on the grounds that it would kill the patient.

He did it anyway with some comedy caper shenanigans. He asked help of a nurse, Gerda Ditzen, who declared heroically that she would only do it if she herself were the patient. He agreed but then, with a sleight of hand, tricked her, placing the catheter in his own arm after anesthetizing her. After no doubt much chuckling, they got x-ray proof that he had done it.

And because of this Unexpert, we now have modern cardiology, something up to a third of us will be enormously thankful for at some point in our lives.

Close your eyes and put yourselves in his shoes. You are 25 and that loud and slightly frightening boss you have has told you categorically not to do something. You did believe you were right but now he’s questioned you. What would you do? Imagine how hard it would have been to ignore the expert.

Despite being fired, reinstated, then fired again, and later being a fully paid-up member of the Nazi party, he was right on this one and won the Nobel Prize in 1956.

In advertising agency life, using what we would call Naïve Experts often proved to be invaluable. Someone who was smart but not necessarily an expert in the field we were working in. Someone who would ask questions we would not think of. For example, we interviewed a zoologist about play in the animal kingdom for the launch of the Sony Dreamcast and we looked into the intelligence of co-ordination and tricks for adidas football.

Having someone smart who has not been brain-washed by the orthodoxy – often your own orthodoxy you create within your StartUp team – can help you see possibilities you wouldn’t have seen otherwise…and that can make all the difference.

The story is also of course a reminder of the need to proactively do to prove your case so the naysayers are forced to pay attention. That’s why MVP’s are so popular but there’s so much more to a business than a MVP.

Putting simple versions of ideas into play that add value across all of the business is ultimately the truer test of a business concept than a single product concept, because people may pay for a product but what they are buying is a three-dimensional brand experience.

But ultimately it is the ability to ignore the naysayers and the doubt it your own mind that is the parable of that old Nazi, Werner Forssmann.

What StartUps can learn from idiocy

New York City

How operations and profitability cannot get in the way of humanity.

Dear Mr Dean & Mr DuLuca*

Sometimes I wake up on Writing Day not knowing what I will write about. But then, as if by magic, I stumble upon some sort of business idiocy and I thank the Lord/Vishnu/John Lennon for that.

My wife is 7 months pregnant. And we have a highly energetic 1-year-old son. Going to a café or restaurant can be a little stressful.

I first went to Dean & DeLuca over 20 years ago on an early trip to New York. For a boy from the crumbling post-industrial north of England it represented the New York I had dreamed of. I spent more money than I could afford and told people about my experience for years. I’ve been back several times on my New York trips.

So when we saw one in Singapore, we went in and I told my wife about that distant memory.

Very soon it was obvious that’s all it was, a distant memory.
It lacked that energy and ‘click’ of the New York experience, that professionalism and conviction.
The food was average at best and over-priced, in that way you only get in Asia, when companies come in, see the wealth and cynically inflate prices and/or reduce quality.

My wife asked for a glass of ice-water to compensate for the over-salted eggs.
The waiter said he could not give her ice-water, she would have to buy a bottle.
In Singapore it is standard to offer ice-water. Regardless of that, one would expect an upmarket café to have an instinct for hospitality, rather than obsess about the cross- and up-sale, especially for a pregnant lady.
I tried to encourage the waiter to rethink.
He made it clear that he wasn’t allowed to rethink.
I asked for the manger.
He came and said it was management policy not to give ice-water ie. it was policy to drag every last cent out of the customer.
So as the manager, can’t you change it?
No, I’m not allowed.
But you are the manager, right?
Yes, but not that manger, it’s a different, more senior manger.

So the guys who aren’t on the ground tell the guys on the ground what to do at every turn and do it in such a way that it’s going to lead to annoyed customers on the ground.

Meanwhile my pregnant wife remained unquenched and 1-year-old got more agitated, put his hand in the ketchup the waiter had thoughtlessly put in front of him.

To his credit (or once the embarrassment of what he was doing got too much), the manager eventually brought some ice-water. I worry he’ll get a slapped wrist for that.

I’m sure there are various issues you could cite about corporate structures but I’m not interested in those. I bought into – and spoke in glowing terms of – the good names of Dean & DeLuca, the brand.

I’m going to post this on my blog under the title: How operations and profitability cannot get in the way of humanity. You’d think that was so obvious it didn’t need saying. Isn’t it depressing that it does?

I hope this motivates you to address what is both a structural and a policy issue. Give the guys on the ground a chance to do a good job. You might be surprised.

Otherwise, as unassailable as you might think you currently are, those various smart StartUps who seem irrelevant now are going to catch up quickly.

Best wishes

*Dear reader. This is not a real letter. I’m trying to make a point. But it is a real experience. I was going to email them this but then I thought they’ve’ already proven they can’t really be arsed how I feel – and I normally get paid for this stuff so I’m not going to give it away unless it is deserved. But apparently there was a real Mr. Dean, who was from that most venerable of vocations, the cheese merchant, and Mr. DeLuca, a publishing man. I hope the StartUp lesson is obvious: be human, we don’t need any more corporate idiocy.

What StartUps can learn from a newspaper created in 1843

Brand building, new business branding, new company branding, entrepreneur branding

How alienation creates loyalty, precision creates personality and you should kill convention.

The Economist launched in 1843. Yes, it is seemingly steeped in Pall Mall’s musty traditions and famous for its printed edition but it is a brand that any smart StartUp should look to for inspiration. It is, without doubt, one the world’s most progressive, coherent and targeted brands. I love The Economist. Here are some of the reasons why.

1. It doesn’t just have a point of view, it has a point of view designed to upset some people.
When they launched, the stated their aim was “to take part in a severe contest between intelligence, which presses forward, and an unworthy, timid ignorance obstructing our progress”. Clearly, you don’t want to be the unworthy, timid ignoramus.
It’s a brilliant way of not only positioning what you are but also defining what you are not. This then allows them to be clear about not only who they are targeting but also who they are not targeting, are in fact keen to alienate, something they have done brilliantly through advertising. Take a look at this genius. And this.
Great brands often create imaginary tales in our heads and mine is of a Victorian David Niven type editor using his calf-skin gloves to slap an unworthy cad who has just tried to buy a copy of his beloved Economist.
This isn’t simply about separation. It creates a virtuous circle, with users feeling more distinct, more celebrated and it is this that makes them more loyal. That’s the genius of this approach.
How many other brands are confident and brilliant enough to do this? Some b, ut nowhere near enough.

2. As you read the content, it feels like it is from a single person, despite it being the output of so many writers in so many places. That’s perhaps partly because of the legendary Writers Guide every journalist must follow but it’s more than that. It’s a celebration of their own humanity, of their emotion. Like The Borg, they’ve become one. They are smart but wear it lightly, with smart asides and witticisms; they are fair, honest even if it upsets, to the point. They know their collective personality precisely. It’s the ultimate demonstration of a unified culture.

3. The brand is the famous one, not the people. The people are invisible. It goes completely against industry conventions – it’s so radical and progressive, I’m shocked to hear it’s always been that way. Wikipedia tells me that the current editor says this is because “(the) collective voice and personality matter more than the identities of individual journalists” and reflects “a collaborative effort”.

4. They quaintly call it a ‘newspaper’. Despite the fact that it is more like a magazine. Despite the fact that newspapers have become so grotty. They wear the word like Marilyn Munroe would have worn a plastic bag.

And the funny thing is; I’m not sure they’ve ever really thought of themselves as a brand in the way that most brands would.

So the StartUp lessons are these:
It’s not just about targeting, it’s about anti-targeting: are you clear on who you are trying to alienate?
Avoid general personality words: what are your precise and distinct personality traits?
Are you killing conventions? Don’t just avoid conventions, undermine them, do the opposite.

Lastly, if you don’t already, you should subscribe because its breadth of cleverness will drag you from your StartUp bubble/cesspit and broaden your horizons and therefore inspire thinking that will make you better at your job.

What StartUps can learn from what’s wrong with the iPhone 6

StartUp Brand Vision
How conviction ultimately means more to any StartUp than chasing your customer

Apple’s iPhone 6 finally launched here in Singapore. Before we go any further: I so wanted one and we are a 10+ Apple product household. Certainly not boo boys.

I’d read the reviews and quite honestly I need to move beyond my iPhone 3 (I know! I’m so old skool…) I was even excited. I went down there on Day 3, which is pretty active for me. Queues, lots of touching, playing, discussion…

But what I saw disappointed me. So I didn’t join the queue. I thought I’d sleep on it. Cut to a few days later. My bus stop entertainment is ‘guess-the-phone-from-5-paces’. It was an iPhone but I couldn’t tell – and that’s with a beautiful back-lit bus stop 6-sheet next to me.

In the past, it was always easy spotting an iPhone. In recent years – since the decline of Motorola probably – everything else kind of looks the same. Like cars nowadays. The Wind Tunnel research effect, as BBH say: the way consumers in research create a generic average that all market participants follow; after all, who in the corporate world has the bravery to question research….

For the iPhone 6 it’s not just the size, it’s the shape as well. It looks like a phone not an iPhone. It’s been said that this was done for the Asian market. But did you see how many people queued in Shanghai for the previous iPhones?! The Asian market was perfectly capable of loving a unique Apple phone, they didn’t need it turned into the generic to get it.

Maybe they’ve got so big they think the only way to get bigger is to go more mainstream and therefore more generic. But rather then create a new generic (which for me is a key element of their brand coding), they follow what’s there. There’s a view that this is common problem that comes with scale, for example, with investment funds: you get too big to find the great stories, growth flattens, so despite being the market leader you have to follow the market. It’s inevitable, so that argument goes.

Whether they still overtly talk about it or not, much of the the Apple brand power and long-term loyalty/fanaticism is rooted in the spirit expressed by Think Different. It’s by people who think different. And it’s for people who think different. When Lee Clow’s (lovely bloke, spent some time with him when working on adidas) team at Chiat Day produced that ad, they didn’t just articulate a vision, they created a benchmark for the brand to always live up to.

For now though, this isn’t about the broader Apple brand. Not yet anyway. Apple still has a lot of brand reserves, goodwill it can trade on, chances it can therefore take. And I do believe it will do something that will live up to the brand spirit, something mind blowing and game-changing that reminds us why we loved them. Maybe it’s one of the features of the phone that will turn into a new amazing ecosystem, NFC being the most obvious candidate. Or maybe it’s the health play that was being talked about last year.

Despite it being big, glamourous, outrageously successful Apple, there are some clear, simple lessons here for any StartUp.

One, your brand needs to live in everything you do, every product, every touch-point, every experience. Otherwise, someone who should be in your Most Valued Customer segment (ie. in this case, people like me) will start the trash talk…and that soon gets around.
Two, there’s always, always going to be change. The big guys struggle and then the small guys have a chance…hello Xiaomi to name one of several. Brilliant. Be optimistic, you’re in with a shout.
Three, think different, think bold, think you don’t need to please anyone apart from your own majestic vision. That bloke who used to run Apple knew that.