A 'rewarding' catalogue – for customers and employees

Every so often, Glue receives a catalogue from the premiums and incentives organization 4imprint. What is commendable about this selling tool is that they not only have very clear photos and pricing info about their wares, they also subtly sell their own corporate culture.

They do this by frequently having their own employees holding or wearing the merchandise, and by naming the employees (first name only) along with their years of employment with the company.

What a great way to foster employee pride and drive engagement while helping customers see the product in a realistic setting. Bravo!

When book shopping time is short...

Despite the best efforts of customer service rep. Steve at the Chapters / Indigo store at Manulife Centre, the two copies of The Challenger Sale: Taking Control Of The Customer Conversation by Brent Adamson, Matthew Dixon that their website showed as in-stock were both on customer holds and thus unavailable.

At this point, the ever-trusty AbeBooks.com digitally rides to the rescue!

Not only was I able to order the book noted above, but also Achieve Sales Excellence: The 7 Customer Rules for Becoming the New Sales Professional by Howard Stevens and Theodore Kinni.

Expected delivery time: should be less than 8 days for both books!

Why not segment restaurant customers by time?

 A while ago, I was in Trudeau International Airport in Montreal awaiting a flight home to Toronto. I had plenty of time before take-off, so I wasn't in a big hurry to get some dinner before boarding the plane. I could relax and have a relatively leisurely meal.

More recently, when returning from a business event in Victoria, my time was tighter. I asked the host of the White Spot Restaurant in the airport if I could have lunch in under a half-hour. "Of course," she said cheerfully. I wolfed-down a hamburger and salad, and got through Customs in good time.

These contrasting experiences got me thinking about how restaurants (especially those in airports) could respond to these diverse dining scenarios. Why not have two or more designated sections of the restaurant, along with differentiated menus, to effectively serve these customers with differing time parameters?

This approach would enhance the dining experience for those travellers in a hurry, since they'd have fewer but speedier menu options, and they wouldn't impatiently wonder why a server at another table was seemingly not racing to serve them.

As well, it would simplify life for restaurant servers by eliminating the need to repeatedly explain how long various menu options take to serve, and by allowing them to spend a bit more time providing friendlier and more relaxed service to those guests who aren't itching to pay and dash off to their gate.

Achieving prosperity through design (and how marketing helps)

There's plenty of talk these days about the need for Canadian business to increase its productivity in order to thrive in the ruthlessly competitive 21st century. Put more bluntly, it seems that companies must either innovate or face extinction.

Innovation can be defined as the act of applying new or different knowledge and skills in order to solve problems. And based on my early studies in architecture school, the practice of innovation is synonymous with the discipline of design.

Regrettably, many people equate design with 'styling' – the surface appearance or visual appeal of an object. But as I alluded to in an earlier blog, great design involves much more than merely visual delight.

I believe that great design involves the development of creative solutions that effectively address all the relevant needs of all the relevant constituents connected with the problem at hand. As trained problem-solvers, designers are adept at considering and balancing these often-competing needs and perspectives.

For instance, suppose a designer is developing a new smartphone. The relevant constituents  would begin with the phone's end-user(s), then its purchaser, then the retailer who sold the phone, the wholesaler who shipped and warehoused the phone, the manufacturer who built the phone, and potentially even the communities where the raw materials used to create the phone were extracted. All have a stake in the overall quality of the design solution.

More obviously, our phone designer would need to consider all the relevant needs of these diverse stakeholders. Again using our smartphone example, this involves not only how good the phone looks (its aesthetic or 'cultural' appeal) and how well it works (its functionality), but also how cost-efficiently the phone was manufactured and packaged, and how big an environmental footprint it leaves (the choice and quantity of materials used in its manufacturing, its energy consumption during operation, and the ease of its disposal at the end of its working life).

Such a broad perspective of considerations can – and should – be applied to the development of intangible services as well as the creation of tangible goods.

So where does marketing fit into all of this? As 'experts on the consumer,' marketers have the task of identifying – ideally anticipating – the needs or wants of the consumer, then translating these into a clear problem statement that designers can easily work with. Then, once the product or service has been completed, marketers lead the charge in launching and promoting it in the marketplace, helping drive consumer engagement and ultimately sales on behalf of  'the client.'


If Canada is serious about boosting our national productivity and fostering innovation, then I believe design need a stronger role in the equation. Getting corporations (and other organizations, for that matter) to recognize and appreciate the vital contribution that talented designers can make to their success is one of today's most pressing challenges.

Water-glasses with balls... a 'Real Sports' highlight!

This evening, my son and I treated ourselves to watching the Toronto Maple Leafs vs. Buffalo Sabres pre-season hockey game on a flatscreen TV from the comfort of a booth at the wonderful new Real Sports Bar and Grill, located adjacent to the Air Canada Centre – a sensitively renovated Art Deco building, by the way!

As per my family's lunchtime visit a few weeks ago, the food was excellent, the staff friendly, the service attentive and the atmosphere lively due to the presence of many groups of sports fans. These are the necessities for success in their competitive business.

But Real Sports recognizes the need for extra little surprises that help create the truly memorable customer experience.

The interior design features eerily lit decorative chandeliers made from hundreds of fanned-out hockey-stick blades. Above one of the bars is a ceiling patterned on a giant basketball net, with tabletops featuring real parquet flooring from the ACC. And your side-order of French Fries comes in a little metal basket that's a miniature copy of a real french-fryer basket!

But what was the highlight for me was discovering that the bottoms of the water-glasses contained small recesses in the form of sports balls – baseballs, golf-balls, footballs and basketballs.

Side view of 'golf-ball' water-glass held up in front of our booth's TV screen showing Leafs game.

 In my view, demonstrating such care for even the subtlest aspects of the customer experience is a sure-fire way to win the hearts of even the most demanding fans!

Duh, it's about the customer!

Kudos to Alexa Samuels for laying bare the dangers of not being customer-centric when creating your communications – Is your marketing making the customer think too much?

Begin with the mindset of: Where's my customer's head at regarding my product? and you will, at minimum, prevent customers from bypassing your message since they'll recognize themselves in your piece. At best, you will have gained new brand advocates since you've solved a problem for them and demonstrated respect for their intelligence and time.

On the other hand, if you launch your communications thinking: Hey everyone out there, lemme tell you all my detailed news!, you will likely confuse people who aren't as close to things as you, or worse, create a lasting negative impression of your brand.

Remember the old saw that it takes 100 contacts to create a good impression, but just one to break it!

A truly smart brand...

When shopping in-person at Indigo yesterday, I bought the latest in my series of (insert topic here) For Dummies books.

This one is iPad For Dummies, purchased to help me get the most out of my new 'essential business tool / really cool toy' – it really depends on who in my family you ask!

In the early days of Glue, I bought several of the books to help me learn about and run the business: Consulting for Dummies, Accounting for Dummies and Managing Business Change for Dummies. Since then, I've picked up several others – iPod & iTunes for Dummies and iMovie '09 & iDVD '09 for Dummies – to help me exploit specific new technological tools.

What really impresses me about 'For Dummies' books are their consistency:

• Packaging – the books are easy to spot on the store's shelf (helps me buy 'em), and each one is to distinguish from another on my bookshelf (helps me use 'em).
• Organization – each book follows a standard format (e.g., Contents at a Glance, Table of Contents, 'The Part of Tens', road-sign icons, detailed index), so I know what to expect and where to find stuff.
• Tonality – all the Dummies books I own have the same folksy language that's occasionally laced with gentle puns, but always very clear in delivering its message, making me feel comfortable when learning.

In writing this post, I've just discovered that there's a FREE For Dummies online reference library of articles and instructional videos on a vast number of topics, ranging from the six-step 'How to Unclog a Drain with a Plunger' (illustrated with still photos!), to 'How to Create Smart CD Playlists in iTunes' that includes helpful screen shots. Heck, you don't even have to buy this company's stuff to learn things!

Overall, I believe For Dummies books exemplify effective branding: they make a clear and relevant promise ('A Reference for the Rest of Us', now apparently updated to 'Making Everything Easier') and then repeatedly deliver on that promise.

Now that's smart business!

My new iPad: The thrill, the disappointment and a delightful surprise

My first Apple computer!

As a nearly 30-year user of Apple technology (remember the Apple II Plus anyone?), the time finally arrived when I was able to purchase an iPad. (Being the prudent person I am, I also bought an ICON screen protector, and after being nearly overwhelmed by choice at my Best Buy store, a padded black nylon Brenthaven carrying case.)

Naturally, there was enormous excitement when I unpacked the silent, shining black-and-chrome iPad.

The designer side of me relishes the simplicity of the all-white Apple box with its vacuum-formed insert and clear cellophane wrappers (that even have micro-sized dots on the flaps to tell you where to pull to remove).

Cardboard stiffener = cupholder tray!

But the eco-consumer side of me – disappointed by the lack of recycle-ability of much of the iPad packaging – was thrilled that the cardboard stiffener inside the Brenthaven case (which itself was packed inside a simple, recycled paper sleeve) was designed to be reused as a cup-holder tray! Its instructions read: "In our efforts to reduce, reuse and recycle, please punch out cup holders and recycle the rest. Thanks. Brenthaven."

So while I've (predictably) extended my engagement and passion for the Apple brand, I have become an instant convert to the eco-friendly Brenthaven brand and its Zero Impact commitment to the environment.

Do you think the time will come when Apple's commitment to user experience will catch up with today's ground-swell of eco-consciousness, and will lead the company to evolve its distinctive packaging into something less polished and sleek?

How to judge the quality of your constituent communications

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Back in the late 1970s, when I was studying architecture at Carleton University in Ottawa, I was introduced to the phrase: "Well building hath three conditions: firmness, commodity, and delight," which was co-authored by English author and diplomat Sir Henry Wotton (1568 – 1639), in his work The Elements of Architecture (1624; a free translation of Vitruvius' de Architectura).

In essence, the phrase "commodity, firmness and delight" means that an excellent work of architecture is functional (the size and arrangement of its spaces meet the practical needs of its users); well built (it uses materials and technology wisely and efficiently); and pleasing to the eye (it is beautiful or meets the intangible needs of its users).

Since my career has transitioned away from architecture, I've become convinced that  all marketing-communications 'artefacts' (whether in print, digital or live media) can also be judged by these same three, time-tested criteria.

In other words, I suggest we should ask ourselves the following questions when assessing 'creative' work:

1. Does it accomplish its business objectives – whether that means simply informing, persuading or striving to change behaviour?
2. Is it crafted intelligently – completed in a reasonable time, without excessive expenditure, and in a suitably durable yet environmentally friendly manner?
3. Does it connect with people and touch their hearts – or at least speak to them as human beings rather than as 'automatons' programmed only to consume?

I just discovered that there's a toolkit called the Design Quality Indicator, first developed in the UK, devoted to assessing the quality of buildings according to Wotton's big-three. The DQI toolkit is solely distributed in North America by DQI USA, LLC, which even has a YouTube commercial promoting the toolkit!

Perhaps it's time to approach internal stakeholder communications with this same broad yet disciplined perspective? If so, let's talk...

Why traditional advertising struggles with social media

Always wise columnist Don E. Schultz, writing in Marketing News's July 30, 2010 issue, p. 11 (getting this biweekly mag free is another reason to join AMA Toronto!), notes that traditional advertising is about persuasion – getting consumers "to accept the value of our products and to agree with our arguments."

He contrasts this with the Chinese view of marketing communications – "as a tool for negotiation: to create situations to be considered, thought about, bargained for and haggled over... One might call it reciprocity, which, at the end, provides equal value to the buyer and the seller."

He notes that we in North America "increasingly live in a negotiated marketplace, one in which negotiated media forms such as social media, blogs, the Internet and interactivity are increasingly important... The persuasion approach doesn't fit [here] and it's unlikely it ever will... Negotiated media brings people together, not just for purposes of selling something to someone, but to create sharing, conversations and relationships."

To me, the article neatly explains why advertising is struggling today, and how the shifting balance of power between marketer and consumer will create a fairer exchange of value for all. Ideally, this trend will enable marketers to feel prouder of our profession and of our key contribution to society!

Max and Kelly and me: Two customer-service stories

I spent the best part of this afternoon engaged in two rather different customer-service experiences, both involving the internet.

The first involved money – trying to get my hands on a simple electronic copy of a Bell Canada phonebill that had been posted in my epost account.

The second involved happiness – more precisely, ordering tickets to an interesting breakfast session to hear Tony Hsieh, CEO of Zappos.com and author of the book Delivering Happiness.

The Bell bill saga took me into an online chat with a fellow named Max. Based on the seeming lifelessness of the replies, it appeared the chat service was a very sophisticated automated response system, but in fact Max was a real fellow based in India (he wasn't permitted to tell me his age). I found it rather frustrating trying to explain to Max, keystroke by keystroke, about my desire to put my (backup) dial-up internet service and two landlines into the same MyBell.ca account with a single password. Shortly into the process, I asked Max if we could stop 'chatting' and actually speak in person, as that would be a lot easier for me, but alas, he wasn't permitted to do that. In the end though, we got the account updating done. Sadly, my prejudices about the inflexibility and non-customer-centredness of Bell were confirmed.

Contrast that with the experience that I had with a gal named Kelly (I'm pretty sure that was her name) from the customer care team at Globe Recognition.

Although they didn't get back to me until I hounded them, Kelly (a live voice on the phone!!) was very keen to help, and managed to dream up and execute some behind-the-scenes administrative magic that updated the antiquated email address in my account profile so that I could login and order my breakfast session ticket.

It strikes me as more than ironic that the ultimate intent of this second exercise was to hear about business of delivering happiness from the representative of a company whose slogan is 'Powered by Service'!

Building a customer-centred business

Some solutions on how to put the customer at the centre of your organization.

I was pleased to participate as one of nine panelists in a kitchen-table dialogue on June 23, 2010 – led by moderator Alan Kay of The Glasgow Group and hosted by Rick Wolfe of PostStone Corporation – about how companies can get past thinking about brands and become truly customer-centred.



Examples of organizations that are considered customer-centred

• Tim Horton’s – a brand that’s become an icon by tapping into the Canadian experience.
• Life Choice Foods – a virtual company that offers top-quality kid-friendly organic foods.
• Amazon – an online retailer that understands past purchase patterns and presents relevant recommendations.
• Zappos – an online retailer with an explicit set of family core values.
• Zip (Netflix in the U.S.) – an easy-to-use, hassle-free home DVD rental service.
• Best Buy – uses information from employees to better understand customer preferences.
• L.L. Bean – a retailer offering guaranteed customer satisfaction across all touchpoints.

Some barriers to putting customers at the centre

• Leadership bias – CEOs/CFOs do not generally gain exposure to a customer mindset in their education or their career path. 
• Insufficient analytics – despite plenty of data, few businesses seem to have succeeded in integrating all their information to compile a realistic 360-degree view of their customers’ value to the business.  
• Organizational structure – with the Marketing department owning the brand in many ‘siloed’ organizations, it’s hard to get the entire business focused on the customer. The job of a traditional leader is to provide predictable results to shareholders, and organizations have been narrowly structured to ensure profitability.

Some solutions for being customer-centric

* Begin with the business’s existing information resources, use business intelligence to identify and understand the most valuable customers, then ask them how you can best meet their needs. (We’ve never had more capability to identify and understand customers.)

* Don’t start with your widget and then look for customers; instead, start further upstream by ask a group of prospects what they need, then design the widget accordingly.

* Start by being employee-centric:

• Hire the right staff. (North America tends to value ‘talkers’ instead of ‘listening,’ which needs to be built into the company’s value system.) 
• Inform them about the company’s progress.
• Value them by asking for their input.
• Report back to them on what you’re doing with their input (or explain why you’re not doing something.) 
• Reward them for their successes. 

* Leverage a ‘use-case process’ (a user-centric perspective, drawn from the software business) in thinking about the business:

• Who are our various users?
• Why are they coming? 
• Where are they coming from? 
• What are they trying to do? 
• How long do they stay (determined using today’s metrics)?

* Remember the singular, customer-focused vision of some of the great entrepreneurs (e.g., Jeff Bezos of Amazon; Steve Jobs of Apple; Ray Kroc of McDonald’s). But things get tough when the leader passes the torch. After a few years in the value of death after the death of Sam Walton, Lee Scott of Wal-Mart transformed the company’s focus on eliminating waste to cut prices into a focus on environmental sustainability.

* A customer-centric vision must be strongly held and acted upon by the senior leadership team, but then ‘given up’ by the leadership team and handed over to people in the organization for their input. Ask them four questions:

1. Where did our company come from? (where were we yesterday?)
2. What are we today? (how do we appear to you now?)
3. Where should we be in five years? (what would you like us to be?)
4. Do you have any ideas of how we’ll get there?

Senior leaders should be sponsors who clear barriers, but not run the team. With this autonomy, the teams will spend money responsibly to help address the improvement opportunities.

* Thanks to social media today, we can listen to millions of people for their ideas. Make the customer the expert in the changes they want made. However, be conscious of how you’ll use the input you gain!

* Be conscious of what you’re selling: the tangible product (which doesn’t change), versus the brand (which is fluid).

On brands and branding

• “A brand is not what you think you are, but what they (the customer) think you are.”
• “The brand is the value we give our customers; it’s what we stand for with them. If we can consistently present this message throughout the organization at all levels, then everyone will gets it; this is what we’re about.”

Some quotable quotes

• “Being customer-centric is a lot of work, and you can’t lie. You have to make real connections; you can’t hide behind your desk. It takes courage.”
• “Don’t confuse the ‘scoreboard’ with the ‘game.’ Profit is the scoreboard, and it’s more important to some than to others. But the game – for instance, providing nutrition to the mass market in Canada – is what’s important. If we play the game well, the score will take care of itself. The customer-focused game is what we should be take pride in.”
• “Don’t suck up [to your boss], suck down [by telling your boss what your people have done].

 Some further reading

• "But what do we want people to do?" Article by Andy Gould in AdAge: http://bit.ly/9rgP2Y 

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7 insights on building your personal brand

On Tuesday June 15, I was invited to participate in an informal roundtable discussion on personal branding, led by Alan Kay of The Glasgow Group. Here are seven brief insights I gained from the event, and some additional resources I've since discovered.

What is a personal brand?

A personal brand (like a conventional product brand) is a set of elements that lead to trust and help customers make choices. The essence of your personal brand is what’s unique to you, and how it benefits your customers. Clear identify for yourself what you’re good at (be specific), and where you want to go (and grow).

Why should I worry about my personal brand (especially if I’m an employee)?

Whether you think you have one or not, you do have a personal brand. Be conscious of what you do and who you are associated with, since the digital universe never forgets things (you’d be surprised at what comes up when you Google your name)! A positive personal brand will help you get your next position (as an employee) or your next customer (as a consultant / entrepreneur).

How do customers connect with my brand?

First emotionally, then they rationalize their choices afterward. If you are truthful and passionate about yourself and what you do, customers will be drawn to you. Try to have a consistent brand persona, but remember you can have some fun at the same time. We’re all human after all!

How can I boost my credibility?

Within reason, communicate openly about the well-known brands / experts you’ve been associated with (e.g., as past employers, collaborators) so that their intrinsic credibility rubs off on you.

How can I strengthen my brand?

‘Working your network’ and building relationships is not enough. To battle the inevitable ‘commoditization’ of talent, continually improve the quality and uniqueness of what you do. Add value in every interaction (it’s better to ‘give’ than ‘ask’).

How should I promote my brand?

With all the new media channels available today (Twitter, LinkedIn, Facebook, blogs, YouTube, etc.) there’s never been a better time to leverage your personal brand. As often as you can, post interesting or provocative insights and comments to try and grow your network, and position yourself as the thought-leader in your field.

Strive to demonstrate ‘business maturity’:

Whether you’re starting out or are well established in what you do, it pays to show you:

· can understand and adapt and learn on the fly (be flexible)

· can respectfully share your experience with others (be collaborative)

· can listen effectively (be engaged)

· have the confidence to take initiative (be proactive)

Some additional resources on personal branding:
* Alan Kay's follow-up blog: 7 ways to build your personal brand…now!http://frymonkeys.com/7-ways-to-build-your-personal-brand-storynow/

* Personal Branding Blog – read articles from various thought-leaders, and download the free, 16-page ebook, 10 Personal Branding Secrets You’ve Never Heard Before. 

* Brand-Yourself.com – sign up for the free monthly ‘Personal Branding VIP Newsletter,’ and download the free, 24-page ebook, From Tweet to Hired: The Brand-Yourself guide to Leveraging Twitter to Advance Your Career. 

* 'How to Develop your Personal Brand' – short, helpful article from Susan Young of Get in Front Blogging.
* 'Honest, believable, sustainable: the brand of me' – an insightful blog from 'creative entrepreneur' Rebecca E. Parsons.
* Book: Crush It! by Gary Vaynerchuk (available as an audiobook from emusic.com) – an informative and passionate call to build your brand on the now-egalitarian platform of social media.
* A 'Venn Diagram' on the three attributes required for maximizing your individual talent, from talent coach Lisa Martin.

Cotter-pins and continuous improvement

This afternoon I spend a couple of hours assembling a Yardworks garden cart – a new tool for my wife's business, It's Perfect.

The product was compactly and responsibly packaged (all cardboard, no styrofoam), the instructions seemed pretty clear, and the different nuts and bolts needed at each stage of the assembly stage were even supplied in separate numbered pockets on a vacuum-packed card... wow!

Everything was going along very nicely, and I eventually figured out the best way to use my crescent wrench and box-end wrench to tighten the hard-to-reach bolts.

However, while fastening the side walls of the cart, one of the tiny cotter-pins sprang out of my pliers and into the wilderness of my garage floor. Which got me thinking: Wouldn't it be great if manufacturers supplied a couple of extras of the 'most-likely-to-be-lost-during-assembly' parts?

My only beef with the product was that the instructions were unclear about which way to install the side walls, so I had to remove and reinstall them to get the nifty locking fasteners to fit. Otherwise, it was a great experience, and Sue is delighted with the utility value of the cart!

Lessons for marketers: Anticipate and address potential customer irritants to deliver the best customer experience.

• Ensure every part of the instructions is crystal-clear (with detailed illustrations) to help customers avoid mistakes.
• Consider supplying a few extra nuts and bolts – ideally in a separate, clearly marked little package so customers aren't wondering if they missed something.
  

Personal lessons: As usual, allow enough time for the project, have the right tools on hand, and keep experimenting how to use the tools to get the job done quickly.

Confessions of a Lapsed Blogger: Egotism or shame?

It's been months since my last entry in this blog. Why the drought?

Yes, I've been busy, but then, who hasn't been.

Have I lacked anything interesting to say (my kids might say so), but I don't think that's really true, since I've had plenty of great things happen in the last while.

I believe it's partly because I have a small fear that blogging is a bit egotistical – a way of 'showing off' to the world how clever or insightful you are. And so, I keep asking myself: "Is what I am about to write meaningful enough or worth putting on public display?" Invariably, it seems, my answer was 'no,' so nothing got written.

Then, if you stop doing something for long enough (such as an exercise or dietary regime), you start feeling guilty and ashamed about not keeping it up, which further fuels the flames of inactivity (pardon the mixed metaphor).

I worked for nearly 10 years with a client named Heather (she just retired) who taught me many things. One lesson was that newsletters are dangerous, because once you start them, you must keep 'feeding the beast' with new content. And since a blog is like a running newsletter, the same situation applies right here at 'The Spot.'

So, I ask for forgiveness for my blogging lapse and solemnly promise that I will 'hit The Spot' more often. I will loosen up on myself about the fear of seeming egotistical, and will write stuff that I hope has at least some redeeming value in terms of business, life lessons, or humour.

Here goes!

Reflections on a career-in-progress

This morning, I braved the winter’s latest snowstorm to venture out to the University of Toronto Mississauga campus to participate in a student networking event for students studying marketing or communications.

While passing along various nuggets of advice from my own experiences, I was struck by the realization that like most things, career-planning success comes down to positioning, persistence and politeness.

Positioning, in understanding what excites you, then packaging your skills and interests into a ‘brand’ that expresses who you are and what you want to do, but is also aligned with the prerequisites and capabilities of the job you’re seeking.

Persistence, in appreciating that getting a job is partly a numbers game (first you’ve gotta get your ‘brand’ intrusively launched into the marketplace, then you need to keep on reminding your prospects about your existence until, when their need arises, you’re top-of-mind).

And finally politeness, in having the smarts to not presume that your skill-set will automatically fit the employer’s needs, but ‘taking it slow’ and respectfully asking to begin a conversation with them that ideally leads to a job.

I drove away from the session reminded about the innocence of youth, but also thankful that I’ve found a rewarding career for myself with Glue.

The rewards of giving back

Making time for volunteer work these days is always a challenge, what with client projects, kid’s hockey games and spending time with your spouse all competing for the planet’s most non-renewable: time.

For three years, I’ve given a great many hours to the Marketing Hall of Legends (www.marketinghalloflegends.ca), an organization that celebrates marketing excellence in Canada. The primary part of my role has been conducting phone or in-person interviews with each year’s inductees, then translating these into two-page profiles in the gala evening program book.

While the hours I’ve contributed are considerable, so too are the rewards I’ve received. First, simply getting to talk with some of Canada’s most successful marketers is a treat. Second, the opportunity to hear about their career influences, their personal mantras and their views on the industry today is enlightening. And third is the satisfaction of knowing that my work – together with that of the others on the committee who also donate their time to the cause – reaches the eyes and minds and hearts of other Canadian marketers.

Last night's gala was once again a great success. Since this was my final year as an MHOL volunteer, it was a bittersweet moment to witness the energy in the room. I left feeling very proud of the part I'd played in helping our industry honour its legends.

My faux-marble garbage can: A plea for truthfulness

The Rimrock Resort Hotel in Banff (where I arrived yesterday to help produce the employee meeting I’ve been working on for a couple of months) is lovely. The view of the mountains is breathtaking, the food is tasty, and the staff (40 percent of whom, I’m told, are Aussies) are very friendly.

Though my room is spacious and tastefully decorated, one thing caught my eye… the bathroom garbage can.

The can is made of plastic that’s meant to look like marble. Now I’ve got nothing against marble, but why would one ever want a real marble garbage can? It would be quite heavy to lift while being emptied, rather breakable if you banged it, and would do a number on your toes if you dropped it.

This humble garbage can got me thinking about truthfulness in design. I believe that on top of being functional (things doing what they’re supposed to do; being easy-to-use and durable), objects and spaces should be attractive (e.g., harmonious colours, pleasing proportions). But I wish designers would not try to make things appear to be something that they’re not. In other words, I wish things were more authentic.

Plastic is an ideal material for a garbage can, so make it look like plastic. Why not a solid colour (since it’s made from resin poured into a mould), perhaps with a texture (if the moulding process allows for it). But don’t make it look like marble!

There’s a new book out called Authenticity (James H. Gilmore and B. Joseph Pine II, Harvard Business School Press, 299 pages, $31.95) that I suspect touches on this. To be truthful (!), I’ve only skimmed the book in a store and read a review of it.

Few would argue there’s tremendous skepticism all around us these days; witness the debate about whether Hillary Clinton’s crying on the campaign trail a couple of weeks ago was a carefully staged performance, or an authentic show of emotion. As Authenticity argues, there’s a deep yearning for things to be real.

I believe the lesson for marketers is to be honest with yourself – and with your customers – about what your brand / product actually is, then truthfully present what it can and cannot do. I’m not suggesting being dull, humourless or devoid of emotion, but rather to ensure the excitement and emotion of your brand promise is grounded in believable, real-life experiences.

Snowbanks and marketing plans

Bright and early yesterday morning (just three days before Christmas!), I had a new client meeting in which we were discussing the importance of starting out with a comprehensive strategic marketing plan. Investing the time now to build such a plan, I argued, lays the foundation for successful subsequent tactics that will achieve business results.

Two hours later, I was out doing errands on Bayview Avenue with my sons, and – despite it being the last weekend shopping day before Christmas – it was very difficult finding a parking spot. Why? Because Toronto's streets are now significantly narrowed by giant snowbanks created when folks dug out from last Sunday's giant snowfall. It's easy to see where cars were parked last weekend, because everywhere else there are three-foot-high mountains of snow!

So what's the connection between marketing plans and snowbanks?

It's a pet-peeve of mine that many homeowners shovel snow with a short-term mentality... only throwing it far enough to clear their immediate path. They don't consider what will happen next time, when they need to clear the same area – now surrounded by high snowbanks!

On the other hand, I take the longer-term view; once early December arrives, you should assume that the snowbanks you create today will be around until the end of the winter, and shovel accordingly. I prefer to throw (only clean!) snow back up onto our lawn, which helps avoid choking the street with snowbanks along the curb.

So, a good marketing plan analyzes the situation without 'creating snowbanks' that impede your ability to react to future circumstances. It presents a clear picture of the underlying roadway and surrounding landscape, and suggests ways that you can progress down that road to achieve the desired business results.

My Grey Cup runneth over on WestJet

I arrived home at 3 a.m. today from a business trip to Calgary (the flight home was delayed departing due to a storm at Pearson Airport in Toronto). As is my wont lately, I chose to fly WestJet (www.westjet.com) rather than Air Canada (www.aircanada.com), since as a marketer I’m always interested in watching how companies ‘live their brand.’

I was tired at the end of the busy day, and had initially hoped to sleep on the trip home. But as I boarded the flight after 8 p.m., I was surrounded in the jetway by the hoots and hollers of Western Canadian football fans heading to TO for the Grey Cup.

Although I didn’t catch a wink of sleep on the flight, I did have a brief chat with the boisterous fans beside, behind and across from me; did get some Marketing Hall of Legends (www.marketinghalloflegends.ca) volunteer work done; and most significantly, did observe the grace and mastery of the WestJet crew in their handling of my new Western Canadian pals.

Not only was I reminded of the importance of the Grey Cup in uniting Canadians, but I watched how the flight crew conducted themselves with humour, cheerfulness and humanity while never compromising the flight’s safety.

It reaffirmed my respect for the airline, and for its recruitment policies in attracting employees who aren’t afraid to ‘be real’ on the job.