Walmart is big, too big?

Corporate Image and Brand Identity for a mega company like Walmart is worth more in relative terms than that of Apple, Steve Jobs would probably argue that point, then make an app about how I'm wrong. 

But I make the comparison, cause of the impact of Walmart on people from every corner of the globe and spectrum of economic and demographic classes.   Apple does only touch a small relative proportion of people when stood next to the Walmart consumer impact curve. 

They are one of the most studied, admired and largest companies, with online, brick & mortar and distribution centers spanning the globe.  Known for their low price guarantee, I'd like to talk about what the impact on price equilibrium does when a Walmart commands so much of the consumer distribution.  The formula for social and ethical responsibilities working alongside capitalism turns upside down very quickly.

I just watched a pretty good (content-wise) documentary called Walmart: The High Cost of Low Price in which the director took us through a narrative of stories from families and employees, both low-level and corporate management - analyzing the methodical breakdown of American classes based upon Walmart's business practices.  I find it amazing that one company can capture so much market share.  This defeats the principle of dissuading monopolistic capitalism, through their command and conquer strategy of growth, despite the ramifications to small towns.  So the Question becomes - is buying frosted flakes at $2.00/box versus $3.00/box worth the cost of the effect on the Market in a Global and Local level?

I see the argument both ways... The communities are losing small businesses and experiencing drastic unemployment in the markets which Walmart competes, from auto parts to grocers to tire/service centers.  Walmart says that lower prices have the greater good in mind and their impact is providing affordable priced goods and services to the masses. 

But at what cost? 

Where do the jobs and low price goods give back to the local community to create a stable middle class or are they perpetuating the socio-economic disparity that exists amongst classes?  In the documentary, the 'victims' in the story are represented by employees who took positions of social injustice against the retail giant and formed union lobbies. 

They argue against the existence of middle class families existing in rural communities with a Walmart due to the absence of fair-pay and lackluster benefits.  I would say the evidence is still being assembled and weights are being given to different pieces of this story.

Walmart will be forever studied and dissected, as they have over the decades through business schools, in their accomplishments in supply chain logistics, international shipping, merchandising and marketing; but are they too big to fail?

Best,
James

Mobile Site SEO

Great aggregate information of what to consider when you are creating a mobile website. 

http://www.searchengineguide.com/ross-dunn/mobile-search-s-1.php

I'd add to this in the fact that obtaining the proper optimization is highly dependent upon your ability to
1. Design for Mobile and 2. Measure Well.  Let me clarify...

1. Design for Mobile - This includes not just the organization of content, brief text headings, optimizing for multiple formats... It's about creating a mobile experience containing a user-driven, relevant and easy-to-act-upon UI.  You arent going to be successful at approaching and communicating to your target market without addressing the handsets, not just the iPhone - but many smart phones and web-enabled devices.  

2. Measure Well - bieng that java is not interoperable with over 50% of the Mobile Users on a global basis mainly based upon the existance of so many variables including handsets, browsers (versions and formats), OS, etc. we have a issue with tracking.  You can track user behavior and make adjustments in the wired world much easier, couple browsers, only a few major OS's with a majority of users on Mac/PC platforms... With Mobile Web Analytics, there's a divide on how to best predict user behanvior and optimize websites to drive marketing and performance objectives.  Driving an ad to a cut-out site is going to work, but you can't understand the best way to optimize the site from actionable data streams providing more than gut-feel, argued site layout and content decisions. 

So, that being said, there is a great company lead by Eric Hansen called SiteSpect ( www.sitespect.com ).  They are creating a way for retailers, advertisers and brands to optimize web content based upon user-driven feedback and preferneces - enabling you to showcase relevant and customized content based uppon a myriad of user activities - big surprise, not java driven.  I recommend every performance advertiser and online business to consider the mobile web, not ust becuase you can - throwing up a site to fill the space, but investing in where 30% or more of all internet traffic is coming from - where people are looking for something, not suring, and yes they are willing to transact commerce.  Keep a close eye on the growth of SiteSpect.

Happy Marketing,
James

Why do you Win or Lose?

Many have exalted in their victorious pronouncement - "we did it, we won!" 

Usually defined by some landmark and marked with a defeat of some adversary, the concept of winning and the human nature to win is as old as time.  In our daily lives in software marketing, we measure our wins and losses in closed and lost deals.  Sometimes the effect of a loss can distract more than the impact of the loss on the bottom line.  Ever heard someone talk about a lost deal and explain 12 different ways to 30 people how and why we lost, complain about the competitor's offensive game plan and the meeting that went south due to "complications?"  How about celebrating a win (too much) to the degree that we lose sight of the momentum we can create from it and how to use the value of the win most efficiently (and replicate other customer success)?

I believe winning and losing is a must-monitor metric and also must be celebrated, analyzed and acknowledged in any organization, especially software.

Losing - What did we learn? How can we limit our exposure to these type of losses?  How can we change our approach?  A simple 'why' here doesn't usually give you any tangible action items to work on.

Winning - What was the customer's perceived value and what product features were most important?  What insight did we get about the competitive positioning from their analysis?

Analysis is often constructed when we win.  We aim to get the new customer to do a win announcement, case study, detail the specific problems we're solving so we can communicate that to more prospects..."  Use objective and qualitative information here, as stats and building trends from static data is not as revealing to better construct and communicate the value people are placing on your technology, solutions, process, people or services. 

However, when we lose - it's usually not Marketing that is as eager to determine root causes and get knowledge about a loss, unless we lost to a fierce competitor who we continue to encounter.  But doing a loss-analysis is not as easy, prospects may not be as willing and the sales rep will generally move on quickly, providing the information he was given by the prospect as the causation of the loss - which generally does not provide a accurate view for the actual reasons. 

Doing a Win/Loss Analysis is ever more critical as businesses compete in a economically volatile and price sensitive market - I suggest having marketing call each won or lost opportunity, then offer an incentive for their time ($20 gift card to iTunes, amazon, Starbucks), inform them you are not in sales or are trying to sell them anything and that you are solely trying to update some information that would help us create better products and experiences in the future. 


Remain sensitive to time (20 minutes max) and ask pointed questions on a phone call or in-person if possible.  Note:  Do not replace with a web survey - you will not get good info and people will try to get through it, if at all!  Ask the most important questions first, as the time may be cut short.  You'll also find that information about your demo or your product will add to feature requests and wish lists - which can lead to a common theme or product-market fit deficiencies.  People may open up and some may provide very insightful info - others may blow you off - 50% success in getting anything is a good target.  Also, remember, read between the lines, they might have just chosen the competitor cause he took em on a golf trip to Myrtle Beach - so a sales interview with the lead sales contact first.

For ideas on a more rigid structure check out - http://www.pragmaticmarketing.com/publications/magazine/2/2/0403sd

Good Marketing, 

James

Tetherball King!

This is the first entry to my blog, I welcome all who will read it - I will be trying to share my experiences and knowledge into insight in marketing B2B Software.  I welcome all your responses. 

Seth Grodin always has a way of providing specific insight where the lines begin to blur and most answers are vague.  The concept of "cutting through the clutter" is an important one, as businesses are crunching budgets, changing priorities and inundated with various messages.  How do you cut through the clutter and create actual value and a sense of urgency?  No, I'm not talking about your amazing email marketing strategy that is about fresh, straight-to-the point and soft-selling content that emphasizes how much you empathize with your target audience and their daily struggle - keep it up, but not the topic at hand. 

I am talking about creating a viral effect that creates sustainable demand and building a 'tribe' as Grodin refers to it.  We used to have a few select 'tribes' with whom we connected - family, religion and politics.  These had members, rules and common beliefs - we all played a part - where we built momentum within the tribe when we were passionate. 

I lead a tribe in sixth grade that owned the tetherball courts.  We would claim our position, defend our objectives and talk about how great we are, challenging everyone to a dual of our best versus your best - winning nearly every match.  People emulated our 5th grade recess societal postion.  Our market was owned by our tether ball dominance.  That all came crumbling down when the 'four square posse' took their position to compete for my buyer's attention.  I was now faced with a priority shift, a disruptive force in the market for peer-recognition.  I was to either join or partner with this force, or lead my own pack to compete in this new market where my main buyers had placed so much acclaim and recognition. What to do and no time to delay - my tribe was shrinking fast and they were growing faster. 

Fast forward many years from then... we've carried those same practices into adulthood...

We now have starbucks-ians that give each other the 'nod' when they brisk past each other carrying their venti, quadruple latte.  Or, when you pull up to another Jeep owner that looks over and salutes their shared four-by-anything philosophy of life. Too many other references to account for here. 

Now, We have social networking on steroids and channels where we can align our tribal interests along multiple lines of communication and method of connection.  I can belong to a tribe that dislikes Microsoft or one that preaches the business utility of Microsoft - or Both (often true).  I can subscribe to one which wants government health care reform or a tribe that is interested in our company adopting a more comprehensive health care plan.  Things have transformed from the mass communication methods of making your claim on the playground, showing an ad on national networks, or buying space in the newspaper. 

What Tribes do you need to know about to be a better B2B Marketer?  Better yet, Can you create a Tribal community impassioned by one idea that is emphasized by your solution?  How do you categorize the different issues your buyers are concerned with?  Is what you do now catering to those attitudes and priorities?  Are you forcing yourself into the conversation or stirring the pot with thoughtful discussion?  Are you really creating a community-driven, social media dialogue?  Or just forcing these channels in an effort to be hip, trendy and twitterific?

I'd assume most of us all adapt social media and fail to learn the basics of the importance of how to cultivate tribal movement?  Tribes can be public, controlled, equally scary and often you subscribe to a tribe without knowing it.  You shouldn't expect a movement to take hold in days, weeks or months even - but allow commitments to creating a tribal affect take hold by enforcing the commitment to success... Or by shouting it loudly 'Tether-ball rocks and I own this court! Who's next?'

- James