Discipline makes Daring possible.

Browsers welcome

Browsers welcome

I’m old enough (just) to remember when you weren’t really supposed to go into a shop unless you were serious about buying.

You couldn’t just see what they had.   As soon as you were through the door an assistant pounced on you.

Soon, retailers realised that letting people browse increased sales.   Times had changed.  People had spare cash.  They were no longer buying to fill a need, but to fill a mood.

Today, of course, browsing is always welcome.

Only now, online retailers do the equivalent of chasing you down the street with stuff you browsed – “Hey, you looked at this and didn’t buy it!  Why don’t you buy it?  Go on, you know you want to really!”.

Desperation is not a good look.   It’s not healthy either – especially if it works.

Spoiled

Spoiled

We bought a new sofa on Saturday.  We visited the Soho showroom and spent a good hour or so trying various models out, measuring them, discussing how we would get them into the room, and then ordered one.

We were helped by a very pleasant assistant who took us through creating an account so we could track our order, then placing the order for the sofa we wanted.   All this was done via a large tablet – so essentially, we could have been anywhere – except that we got to print a postcard of our sofa, so we could look at it while we waited the 14 weeks for delivery.

All good.   We left the showroom and went off to have a celebratory pint and a proper sit-down in the pub across the road.

That’s when they spoiled it.

The first thing I saw when I looked at my phone was an email from the sofa company, triggered by creating the account: “£10 off your first purchase with this code.”, followed by another email “Thank you for your order.”

Now, I am very happy with the sofa I’ve ordered, I liked the showroom experience, and found every person we spoke to extremely helpful.  And £10 is no big deal given the price of the sofa.

But still I felt cheated.  Because the way ordering worked in the showroom meant I couldn’t see that discount offer until it was too late.   Better then, not to have made it, or to have applied it automatically.

As the money being poured into emotional AI shows, companies are very aware that humans are feeling beings, who can easily shift and be shifted between emotions.

It would be a pity for all that money to be thrown into making promises, not at keeping them.

 

Connection

Connection

‘Stuff’ is just a poor substitute for what people really want – autonomy, mastery, agency, purpose and above all connection.

With that in mind, the questions any business, new or established should be asking are these:

“What do the people I serve want to become?”

and

“How can I help them get there together?”

not,

“How can I play that to get them to buy my stuff”.

Metamorphosis

Metamorphosis

Finally, it seems, technology can enable accountants to transform themsleves into what they and most of their clients want them to be – seers and prophets, rather than backward-looking bean-counters.

For around 25% of accountants, that is great news.

And around 46% of clients will have to get their act together to take advantage of it.

Here’s to revolution.

 

*source “The Practice of Now 2019”, Sage, 2019

 

Metrics

Metrics

If a business is a system for making and keeping promises, how do you measure its performance?

Some metrics:

  • How many promises you make, and how many you keep.

  • How much someone pays you to keep your promise to them.

  • How much it costs you to make a promise, and how much to keep it.

  • How much it costs you to resource, monitor and improve the way you make and keep your promises.

You could add:

  • How much it costs the planet for you to run this system.

  • How much you increase these things for yourself, your team and your clients:

    • Agency

    • Mastery

    • Autonomy

    • Purpose

    • Community

Simple.

Systems and processes

Systems and processes

Having a staff member sat idle at an empty checkout lane feels wasteful.

So the company policy is to train staff to do everything in the store, so when its quiet, they can be re-stocking, tidying up or whatever else needs to be done. When it gets busy, people jump back onto their checkouts to quickly get the queue down.

Not a bad policy, provided you have enough people.

But having a staff member sat idle at an empty checkout lane, or casting about for something to do still feels wasteful. So its tempting to the store manager to cut the total number of people. “We have a self-checkout people can use, so unless its really busy, we don’t need any other checkout open, and I can handle that – I can make more profit with a smaller team.”

Now you’ve introduced a bottleneck for customers, a bottleneck some of them are going to dislike so much they will stop shopping with you, despite all the changing stock you put in to encourage return visits, browsing and impluse buys.

Your shop gets less busy, so you cut down further on staffing levels. The queues at the self-checkout get longer, the queue at the manned checkout even longer.

Suddenly you’re hardly ever busy, and company management are wondering whether your store is viable.

3 points:

  1. Checking out is merely one step in the customers’ cyclical process of shopping. Before optimising any step, consider its impact on the process as a whole.

  2. A store is a system designed to enable that process for the people you serve locally. All systems need slack if they are to work efficiently.

  3. A store is part of a larger company system designed to make and keep a particular promise to a particular set of people. Before optimising anything, consider whether it will reinforce that promise or undermine it.

It is of course perfectly OK to put some people off shopping with you – so long as you do it on purpose, and only to the right people.

What do small business owners want?

What do small business owners want?

You’ve guessed it.

  • Agency – to make their own ‘me-shaped’ dent in the universe.
  • Mastery – to learn and master new skills.
  • Autonomy – to be free to choose how they make their dent.
  • Purpose – to do this for something bigger than themselves, that has meaning beyond the sale.
  • Community – to do all this with ‘people like us’.

The question I, and business advisers like me, need to be asking ourselves is then:

What can I do to help them achieve these things?

The side-effect of delivering that is likely to be scalability.

Potting

Potting

It’s very satisfying to try out your idea for a pot, refining with each attempt until you come up with a version you are happy with. But what about reproducing that time after time exactly, in the quantities required to make profit?

To make a living, potters have to choose between two poles – to be an ‘artist’ commanding high prices for one-off pieces, or become a ‘manufacturer’, getting other people to churn out copies of their original by the thousand, competing with even bigger manufacturers to reach a mass market.

Studio potteries are the mid-point many have found.

Small runs of standard wares in standard glazes are produced by the potter and their team, with enough variation in the form and glazes to satisfy maker and purchaser. One-off pieces can behave more like art and give scope for exploration of ideas that keep the pottery style current.

That seems like a sweet spot in which to sit, and it doesn’t have to be small.

Work/Life Balance

Work/Life Balance

Too often, it seems, people have to look outside their work to achieve the things that matter to them – agency, mastery, autonomy, purpose and community.

What if the thing we call ‘work’ enabled this too?

Owners who offer this to the people who work with them, find themselves able to achieve more of these things outside the workplace.

There’s no need to balance anything. It’s all life.

User-centric

User-centric

The Shakers knew that people wouldn’t be able to resist chair-tilting, so they invented a mechanism that would make it safe for the chair and for the person.

They also made their chairs beautiful.

That’s what I call user-centric design.