We say and hear phrases like "our research suggests that...", or "I have observed this myself..." pretty often. What follows the phrase is usually logical... or at least presented that way. But it may not be so.
As
much we love to believe and portray that we are rational managers,
using logical decision-making trees, and considering all possible
alternatives, we don't do so. So what comes in our way?
1. We have made up our minds even before we see the actual research findingsTake
two people with opposing views, and present some data favouring one
side. One side is as quick to dismiss it, as the second side is to
accept it. The data couldn't influence the decision. Instead, it got
'rationalised' by the receiver.
2. Our 'sample size' is too smallLike
it or not, we move around in the same kind of groups and people. As a
result, we get to observe or receive only a limited set of
information. Even the first-hand research done through market visits and
'vox-pops' are exactly this - small samples of a huge population. How
can our findings be complete?
3. We tend to polarise all findingsMost
data is presented as averages, and the differences are less / more
significant. But during decision-making, we categorise it into yes/no or
present/absent groups. Just a few minutes into a discussion, data
presented as 'men use gadgets more frequently than women' will morph
into 'men are gadget-crazy, and women don't use gadgets at all'.
4. Our minds can't hold opposite views togetherPeople are both selfish and generous, passive and aggresive, friendly and
unapproachable (in different situations, at different times). The same
is with the research findings. But we expect things to be either good or
bad. We simply can't synthesise information when they're partly good
and partly bad. Of course, we do lose out on important information when
we force things to be that way.
So in a nutshell, our interpretations are neither right nor wrong, just incomplete. Now if only we could be ok with that.
Jun 29, 2015
Is your brand being made a 'Titanic' in the marketplace?
No, the analogy is not about failed attempts at invicibility. It's about back-tracking on the invincibility.
The Titanic's claim wasn't an empty one. It was backed by solid technology. If it were to hit something that broke the outer shell, the bottom of the ship was compartmentalised in a way that the incoming water would be passed through all compartments, ultimately levelling across the bottom and not pulling the ship down to the bottom of the ocean.
Thus, even if it gets hit, the ship keeps moving.
Most successful brands have such differentiating features - patented technology, outstanding service, or even lowest-priced in the market.
But what happens when these brands hit an iceberg?
Is the differentiation well established among its prospective customers?
Is it well communicated through the sales and distribution channels, so that the team can truly survive the hit and simply continue on its path?
Or does it drop that great feature and become a copy of its competitor, only to fasten the sinking process?
The Titanic's claim wasn't an empty one. It was backed by solid technology. If it were to hit something that broke the outer shell, the bottom of the ship was compartmentalised in a way that the incoming water would be passed through all compartments, ultimately levelling across the bottom and not pulling the ship down to the bottom of the ocean.
Thus, even if it gets hit, the ship keeps moving.
Most successful brands have such differentiating features - patented technology, outstanding service, or even lowest-priced in the market.
But what happens when these brands hit an iceberg?
Is the differentiation well established among its prospective customers?
Is it well communicated through the sales and distribution channels, so that the team can truly survive the hit and simply continue on its path?
Or does it drop that great feature and become a copy of its competitor, only to fasten the sinking process?
Jun 11, 2015
Life in a non-Metro: Ch. 2 Time isn't money
This post is part of a series.
You can read the introduction, and chapter 1 here.
Chapter 2: Time Isn't MoneyMost consumers you come across in a metro will go to lengths to explain how fast their life is, and how little time they have. That would be true for non-metro consumers too... but only the explaining part.
Given that everyone is brought up with the adage of 'Aaram haram hai', people everywhere want to show that they are busy, but it takes only a little investigation to understand how relaxed life in a non-metro is.
Let's also understand why this is.
They save time on commute: In a non-metro town, people's residences are fairly closer to their workplaces. Moreover, the traffic jams aren't as bad or as frequent.
Their working hours are much shorter: Be it an industrialist, businessman, or employee, the non-metro person's scope of work is pretty much restricted to his own time zone, and perhaps to the head office that's located in Delhi or Mumbai. So it's fairly easy to complete a day's work within 8-10 hours (maybe even lesser, depending on your industry) and go home to eat dinner with family. (Yes, sigh!)
While they follow a 6-day week, Saturdays are either half-days, or pretty relaxed when otherwise.
So what would these people do with so much time at hand?
1. They socialise
Most people will be part of social groups, connecting to their communities, social and professional circles at coffee shops, restaurants, gyms, and clubs. They participate in their society's / housing colony's management, organise events and get-togethers. They attend many such events too. As a result, businesses don't mind having exhibitions and workshops on weekdays; they are able to attract a decent audience.
2. They compare before buying
Imagine having just one hour extra every evening. Would you still buying all your groceries, toys, and electronics from the single neighbourhood mega-store? People in the non-metros do the same. They visit multiple stores, multiple times, and make multiple calls to compare, negotiate, and get the best price.
3. They watch a lot of TV
The TV stays on for most part of the day. The lady watches many more soaps, even splitting them between afternoons and evenings if they overlap; the man watches news and sports and movies, and the kids would watch the cartoons.
Other implications:
1. When it comes to purchases, they are willing to wait to get a better deal.
2. As deliverers of service, they aren't punctual. They won't bother to be there at 3pm for a 3pm appointment. Most deliveries for most categories of goods are expected to be late, and are late too.
3. Perhaps as a consequence of this culture, as customers, they know that deliverers will over-commit and under-deliver. Hence, they create non-existing urgencies all the time to ensure that work gets done (and preferably, in time).
Interesting, isn't it? More about the non-metros in the coming posts.
Any unique observations, or anecdotes about the non-metros?
Do share in the comments.
You can read the introduction, and chapter 1 here.
Chapter 2: Time Isn't MoneyMost consumers you come across in a metro will go to lengths to explain how fast their life is, and how little time they have. That would be true for non-metro consumers too... but only the explaining part.
Given that everyone is brought up with the adage of 'Aaram haram hai', people everywhere want to show that they are busy, but it takes only a little investigation to understand how relaxed life in a non-metro is.
Let's also understand why this is.
They save time on commute: In a non-metro town, people's residences are fairly closer to their workplaces. Moreover, the traffic jams aren't as bad or as frequent.
Their working hours are much shorter: Be it an industrialist, businessman, or employee, the non-metro person's scope of work is pretty much restricted to his own time zone, and perhaps to the head office that's located in Delhi or Mumbai. So it's fairly easy to complete a day's work within 8-10 hours (maybe even lesser, depending on your industry) and go home to eat dinner with family. (Yes, sigh!)
While they follow a 6-day week, Saturdays are either half-days, or pretty relaxed when otherwise.
So what would these people do with so much time at hand?
1. They socialise
Most people will be part of social groups, connecting to their communities, social and professional circles at coffee shops, restaurants, gyms, and clubs. They participate in their society's / housing colony's management, organise events and get-togethers. They attend many such events too. As a result, businesses don't mind having exhibitions and workshops on weekdays; they are able to attract a decent audience.
2. They compare before buying
Imagine having just one hour extra every evening. Would you still buying all your groceries, toys, and electronics from the single neighbourhood mega-store? People in the non-metros do the same. They visit multiple stores, multiple times, and make multiple calls to compare, negotiate, and get the best price.
3. They watch a lot of TV
The TV stays on for most part of the day. The lady watches many more soaps, even splitting them between afternoons and evenings if they overlap; the man watches news and sports and movies, and the kids would watch the cartoons.
Other implications:
1. When it comes to purchases, they are willing to wait to get a better deal.
2. As deliverers of service, they aren't punctual. They won't bother to be there at 3pm for a 3pm appointment. Most deliveries for most categories of goods are expected to be late, and are late too.
3. Perhaps as a consequence of this culture, as customers, they know that deliverers will over-commit and under-deliver. Hence, they create non-existing urgencies all the time to ensure that work gets done (and preferably, in time).
Interesting, isn't it? More about the non-metros in the coming posts.
Any unique observations, or anecdotes about the non-metros?
Do share in the comments.
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