NEWS BRIEF: WORTH OF POLITICIANS – BY ANY MEASURE

BUSINESS ADAGE:

                                        What gets measured

                                        gets done. 

                              SENATE INQUIRY ADAGE:

                                        What politicians measure

                                        can be dumb. 

Senator Nick McKim gained profile and notoriety, with one question in his exchange with Woolworths Chief Executive Officer, Brad Banducci, during the Senate Inquiry on supermarket prices. 

“What is your return on equity?” seemed innocuous. It is one of at least forty metrics which can be applied to supermarket and business performance. Most are not applied or closely monitored in isolation, and therefore have little influence on day-to-day operations. 

WHAT’S THE DIFFERENCE 

Comparing the ratios of supermarkets with those of Australia’s leading banks was ill-founded and largely meaningless. 

It may have escaped the Senator’s notice that banks do not have warehouses, fulfilment centres, shelves that have up to (and beyond) 30,000 physical stockkeeping units, significant logistics fleets (read: trucks) and retail premises that are typically 50 times and greater in area than bank branches. 

Woolworths has over 1,000 supermarkets (and growing). CBA, Australia’s largest bank, operates a similar number of branches (and decreasing). The decline in branch numbers will accelerate later this year with the closure of Bankwest premises. 

The differences, and varying performance measures are striking. Those same principles apply to legal firms, accountancy practices, engineering consultancies and advertising agencies, whose primary assets leave the premises at the close of each trading day. 

INCOMPARABLE 

It would be well for the Senator to visit the fruit and vegetable sector of a Woolworths supermarket and note that the stock levels and prices of apples, oranges, strawberries, cucumbers and lettuce differ appreciably. So too, the profit margins, costs and financial returns, measured on a host of metrics. 

                                        Validity applies

                                        when you compare

                                        apples with apples. 

Perishable merchandise pervades the aisles and display stands of supermarkets. That is an inherent cost of doing business, which does not relate to banks. 

A KERRY PACKER MOMENT 

What was needed was a Kerry Packer moment. Bringing enquiring Senators to account would have been revealing. 

Kerry where are you, when you’re needed most? 

INCREASING COMPETITION 

A key focus and conspicuous undercurrent of the Senate Inquiry on supermarkets and their pricing policies, which is chaired by Senator McKim, is the desire to increase competition, improve choice and to lower prices to the advantage of consumers, who are being subjected to cost-of-living pressures. 

One significant fact in the Australian supermarket sector is that since its entry into the national marketplace in 2001 Aldi has opened and now operates some 593 outlets. 

It has a presence in each state and territory, except one, Tasmania. 

Nick McKim is a Senator representing Tasmania. 

One is left to ponder when he will approach the owners and senior management of Aldi, highlight the gap in its national network, negotiate, detail the infilled potential of an attractive, if not inflated return on equity in the island state and conclude agreement for early entry in the local marketplace. 

He could doubtlessly capitalise on his experience and expertise as a wilderness guide and employee in advertising. 

His 12 years in Tasmanian State politics, during which time he did not occupy a finance or economic portfolio, may have only marginal relevance. That might be a political point. 

MARKET ANALYSIS 

Leading and managing larger Australian businesses, supermarkets in particular, is complex, challenging and subject to volatility, rapid change, intense competition and increases in the cost of doing business. 

Specific skills , training, experience, expertise, systems and infrastructural support are required. 

The margins for error and profits can be, and often are, wafer-thin. Current business liquidations, failures and administration rates are stark reference points. 

External resources are often sought, retained and introduced to improve performance. 

It is noticeable that input from practicing politicians is seldom solicited. 

Gratuitous advice from that source is typically valued at cost. That is, nothing. 

The pre-requisite qualifications for politicians is questionable, often not qualifiable. In Western Australia, with one notorious Cabal power-elite, the over-riding pre-requisite was an ability in branch-stacking. 

Some things simply don’t add up. Many are not equitable, and therefore returns on that equity is questionable. 

One irrefutable fact for supermarkets and all businesses is the need for fairness and equity in the dealings with suppliers, wholesalers, distributors, growers and farmers. 

FOR INTERVIEWS:

CONTACT: 

Barry Urquhart

Marketing Focus

M:      041 983 5555

E:       urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

AI: OVER-CAPITALISED, UNDER-UTILISED

Productivity shortfalls prevail with artificial intelligence applications. Investments in new artificial intelligence hardware, systems and processes over the past 48 months have exceeded outlays for enhancing and introducing internal and external resources for the optimal use of that capacity. 

Business owners and managers sense and suspect that inadequate and inappropriate internal skills are contributing to sub-optimal performance of AI, and a lack of improvements in productivity, competitiveness and customer service. 

The arcane appears appropriate for AI in many Australian businesses. That is, “known and understood by few”. An overwhelming majority of business owners, managers and company directors are aware of the rapidly evolving capacities of AI, and the prospective advantages, benefits and rewards from investment in such. 

However, quantifying improvements in outputs have been and currently are limited. Verifying data is situational and tactical, rather than strategic. 

A majority of businesses which have invested $10,000 or more in artificial intelligence since January 2020 stated that they had not documented strategic plans, the outlays or specifically defined goals, forecasts and budgets. 

CONFLICTED NEEDS AND PRIORITIES 

A general consensus among the owners and managers of small to medium-sized enterprises (that is, employing less than 120 people) is that commitments to the introduction of (more) artificial intelligence were in competition with investments in: 

          BUSINESS NEEDS (IN NOMINATED RANKING)

·       Premises presentations.

·       Supply-chains.

·       Warehouse/fulfilment centres.

·       Inventory levels.

·       Cash-flow protection/growth.

·       Resource (people) allocation. 

RESEARCH ANALYSIS 

There is overall widespread awareness among the business fraternity of the presence, needs for and advantages of rapidly evolving modes of artificial intelligence. 

The pressing, competing needs and priorities, together with contacting capital resources and sensitivities about the costs of doing business are impeding and limiting the introduction of artificial intelligence in business operations. 

There is little evidence of verifiable improvements in performance, competitiveness and productivity among peer and associate entities. 

Not surprisingly, there is widespread hesitancy in the SME sector about substantial investments in artificial intelligence at this time. 

Extensive and intensive education is required to overcome important barriers. 

Few managers doubt the potential of AI. Realising that potential is a fundamental issue. 

CUSTOMERS FIRST, LAST AND ALWAYS 

Not one participating business owner, manager or company involved in a recent study directly declared that their corporate literature, advertising, merchandising and websites detailed the advantages, benefits and rewards which AI provides or promises existing, prospective clients and customers. Opportunities forsaken. 

Emphasis on processes and efficiency (Read: AI) tend to provide internal upsides. Conspicuously lacking is the profiling of enticing and compelling outcomes which satisfy and fulfill customer needs, wants and desires. The latter relates to effectiveness. 

On balance, it seems artificial intelligence has established prospective or existing efficiencies, but lacks recognition, appreciation and value associated with effectiveness. 

ARTIFICIAL INTELLIGENCE

INVESTMENT TEMPLATE 

Detailed below are some but not all of the sequential procedures that could reasonably be deemed imperative for the investment decisions related to artificial intelligence: 

·       Conduct an audit of existing technologies, innovations and artificial intelligence.

·       Identify, analyse and prioritise strengths and deficiencies.

·       Seek, isolate and evaluate available, evolving and pending complementary artificial intelligence modes.

·       Determine internal resources, expertise, training, experience in the deployment of artificial intelligence.

·       Investigate available resources from suppliers and external consultants for the formulation, documentation and implementation of artificial intelligence.

·       Liaise with suppliers, associates, team-members, clients and customers for the purposes of education in and utilisation of AI enhancement offerings.

·       Schedule and conduct periodic revues of performance, productivity and customer satisfaction, seeking to identify possible refinements and enhancements.

·       Refine recruitment, induction, training and development procedures to include the integration of AI.

·       Integrate the goals, objectives and tactics for artificial intelligence into the company strategic plan. 

Structure, discipline, understanding and commitment are imperatives for the effective introduction and deployment of artificial intelligence. As with all things strategic, time and timing are fundamentals and should be respected. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

SHARED VALUES – AN INNER DRIVING FORCE

A great starting point… towards success. 

Shared values are a bonding force which contribute to cultures and performances within entities, families and societies. Energy, drive, confidence and pride are the best when they come from within. Values are the genesis. 

Shared values counter the inevitable evolutionary trend to entropy, a state of disorder. They provide balance and are an innate driving force to achieve appropriate goals, objectives and targets. Integration, cohesion, malleability and a strong sense of self-belief and identity are commendable by-products. 

Directives, policies and standards applied by “superiors”,  seniors and external resources can and do, provide focus, but seldom sustain momentum. 

It seems that few in business even discuss, identify, analyse and seek deep understanding of values that are, could be, should be or must be shared. 

Therefore, the next step is usually the first step… 

A STATE OF MINE

(Mental) ownership of values is important. It establishes transparency, accountability and pride. Authority is innate. Responsibility ubiquitous . Both need to be personal. 

They do not exist, influence, determine and function in isolation. They should not exist in parallel realities – to do so tolerates variability, inconsistency and contradictions. That can, and does, lead to sub-optimal performance. 

Adopting, adapting and applying the values of others is not authentic, and is rarely successful. 

The words “my” and “our” are important in the articulation and application of values. Their relevance and benefits are not restricted to “working hours”. Values are not part-time, casual or situational. 

In sport it is often stated that winning is or does become a habit. So too values. 

LIST, PRIORITISE VALUES 

It is challenging to contemplate, list and then prioritise the essential values that are important to you, your business, family and community. The values of all may not be in accord. Indeed, within each subset there will typically be variances, possibly contradictions. 

To identify, analyse and evaluate their circumstantial applications is imperative. So too is unequivocal commitment to them.

The list or lists may not be extensive. But they will be important. 

In business settings, each stakeholder must be prepared to address others (stakeholders) with the appropriate statements: 

·       “We don’t do things like that here”.

·       “We could and must do better”. 

Rationalisations, apologies and justifications do not rate. No gaps or “daylight” can exist between what is and what should be. 

A strong focus on higher-order, prioritised values instil discipline in the recognition, respect, application and adherence to all nominated values. 

Everyone, internal and external, get the message. Delegation of authorities and responsibilities is not necessary. Self-managed standards are aspirational, effective, efficient, productive and fulfilling. In short, a force for good and mutual benefits. 

P.R.I.D.E. 

The word and associated concepts of pride have evolved in recent times, with different meanings and applications.

Pleasure, satisfaction, achievements, delight, gratification and fulfilment are some of the attendant and consequential dimensions of pride. The symbols of rainbows, daises and gold trophies are promptly recognisable and expressive. 

Some, not all, will want to be identified with, or aligned to such. 

In business and customer service pride is an acronym: 

                     P.R.I.D.E. – Personal Responsibility In Delivering Excellence.  

Achieving and sustaining excellence elicits a sense of pride, particularly when it is identified with shared values. What goes around, comes around. 

COUNTERING DISTRACTIONS 

Correctly applied, respected and reinforced, shared values negate the temptation to inappropriate short-cuts, behaviours and practices. Harmony is retained, efficiency enhanced, and productivity optimised. 

Brands are then projected, protected, and developed. Resources, time, people and funds are not required for remedial actions. 

These factors will not or should not be lost on numerous high-profile accounting firms, airlines, hi-tech monoliths and social media channels. Lost reputations, clients, customers and positive team-members have been among the costs which have been borne in recent times. 

Shared values are virtues worthy of ongoing investment. 

RECRUITMENT LEVERAGE 

ESG (environmental, social, governance) is a concept and a set of principles which have mixed images. To some, including prospective employees, it represents a strong rationale to be part. 

Shared values are broader in scope and application. They can be, and should be, featured in recruitment, induction, training, development and retention initiatives. Collectively, they are what psychologists deem to be “psychic income”. Valued, typically non-financial and effective. 

Standards count and are counted. At present they are under-utilised and under-promoted by many management teams.  

UNEQUIVICAL 

Values are, or should be, non-negotiable. They cannot be compromised. If and when necessary, they are capable of recalibration, then reset and applied consistently and constantly by all. The Doctrine of No Surprises is a compatible belief set. 

They are a laudable means to attain, sustain and manage a favourable set of expectations, internally and externally. Everyone should understand and value the values. 

They are an inner force, which tick each of the following boxes:

A force for:

·       The good and better.

·       Self-managed standards.

·       Doing right, the right things.

·       Striving and achieving better. 

Shared values should be a fundamental and key component of all culture statements and strategic plans. 

Believe:

                     Attain. Sustain. Gain. 

                     Everyone’s a winner. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWSBRIEF: BRAND ACTIVISM – WHAT’S THE PURPOSE?

What’s the point? 

Brand activism of Woolworths, Qantas, live theatre companies, writers’ festivals and others raises many questions. At this early stage of its evolution this new and fragmented phenomena provides few answers, and seemingly less, even fewer success stories. 

The recent and current business landscape is littered with failed or at best marginalised examples. Outdoor sports and footwear retailers, green hydrogen promoters, immediate zero-emission advocates and society-wide wind turbine power generators come readily to mind. 

Brand activism is typically a deliberate, often provocative strategy. It tends to be applied to hotly debated, often polarising topics, products, services and applications. 

Being involved in, and at the forefront of contentious, politicised issues comes with costs, many of which are not foreseen. 

A reasonable observation is that it is in its exploratory stage, in need of advanced systemisation, clarity in its message, consistency in its application (both internally and externally) and a noticeable orientation to customer advantages and benefits in its advocacy. 

One notable Australian mining entrepreneur, among Australia’s richest individuals has attracted a lot of media exposure and recruited countless high-profile people -  among them ex-politicians – in pursuit of his endeavours to promote, utilise and achieve zero-emissions and green-hydrogen. The very names of several of his companies reflect and highlight the ideals of the pursuits. 

His seemingly self-righteous public declarations have been forthright, provocative, challenging and in some instances personalised in their targeting. Brand activism personified. 

Most apparent is the “revolving door”, as many corporate recruits and advocates have made rapid departures from the entities in what has become a conga-line of the disillusioned. 

FAMILIAR PROFILES 

The concepts and goals inherent in ESG (social, environmental, governance) have a recent track record parallel, but advanced relative to brand activism. 

Each of the aspirations are laudable. The c-suites and Boards of major corporations have warmly embraced the principles, which are typically less radical, extreme and polarising than those associated with brand activism. 

Quantifying, monitoring and maintaining the differing dimensions are difficult. Lack of uniformity is apparent, and therefore sector, regional, national and global standards are not evident. In short, often measures are subjective, emotional and determined by varying and differing criteria. 

Promotion and profiling of ESG is waning, as business leaders return to the established values of doing things right and doing the right things. An increasing number of involved entities are contemplating imposing ESG premiums to cover the increased costs. 

That is based on accountability, transparency and integrity. Some values persist.

DEI (diversity, equity, inclusion) is being subjected to the same market forces. Consumer/client/public advantages, benefits and rewards are not widely recognised or appreciated. 

Diversity in particular has conspicuous physical manifestations that presence can be and is immediately apparent but not necessarily influential or lasting. The face, or faces of media channels can change, but falling audience totals raises the question: At what cost, and for what benefits? 

All three concepts are niche, with more time, energy and resources being applied to discussing such rather than to their applications. 

CONCLUDING COMMENTS 

The worth and effectiveness of brand activism. SEG and DEI at this time are not conclusive or consistent. Each and all may be commendable, but to, and in the marketplace at large they are not priorities. 

Establishing preferential market positioning and differentiation, with a bias toward younger market segments and population hubs necessitates adherence to and the articulation of conspicuous core values. 

Like CRM – Customer Relationship Management – they generally tap into positive market segments. Interestingly, they are deemed to be what is or should be expected, rather than definitive and substantial points of difference. A very normative assessment and statement. 

Society and the marketplace are at present being subjected to significant emotional and social change. Stability and consistence have become virtues. 

Therefore, be true to yourself, and be selective in your communications and presence when contemplating brand activism, ESG and DEI. 

BRAND ACTIVISM

ACTION POINTS 

·       DON’T IGNORE. BE ALERT. REMAIN AWARE

·       BE INVOLVED SELECTIVELY

·       FORMULATE PURPOSE

·       ENSURE CONCEPTS ALIGN WITH CORE VALUES

·       DETERMINE, DEFINE, DOCUMENT GOALS

·       IDENTIFY, DETAIL, ANALYSE TARGET AUDIENCES

·       RECOGNISE, RESPECT UPSIDES AND DOWNSIDES

·       ALLOCATE APPROPRIATE FINANCES, TIME, RESOURCES

·       INFORM, INVOLVE, INSPIRE INTERNAL AND EXTERNAL COLABORATORS

·       MONITOR, MEASURE, MANAGE PROCESSES AND OUTCOMES

·       PREPARE POSSIBLE EXIT STRATEGIES 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

CULTURAL IMPERIALISM – WTF

Modern society, functioning on digital, technological and social platforms and channels seemingly knows no bounds or boundaries. 

Exposure to, and interactions with other participants on countless channels is not limited to national, state and regional borders. Local cultural values and social mores are marginalised, minimised – if not negated. 

CUSTOMER FIRST 

Therefore, it is difficult for businesses to anticipate, identify, address and satisfy expectations, demands and appropriate standards with different localities, marketplaces and economies. 

Little wonder then, why so many Australian manufacturers, distributors, entrepreneurs and consultants fail in  their attempts to penetrate and prosper from the tempting vast marketplace of some 1.3 billion consumers in China. Recognising, respecting and responding to remote, physically distant prospective customers and clients is fraught. 

Understanding is a subjective construct. 

Rightly or wrongly, consumers and clients believe and contend that they are unique, different and, above all, an individual. Past experiences greatly influence expectations, which in turn establish bases on which customer satisfaction is determined, measured and compared. The number of contributing variables seems to be indeterminable. 

Apple, with its i-phones and the social media channels may differ. Demand for such products, services and applications appear to be world-wide, universal if you will. 

Fundamental to the success of those case studies is the maxim:

                    When you can’t differentiate

                    what you sell, differentiate

                    how you sell it. 

Mass-customisation is only possible with strong local representation and communications. Supply-chains need to be heavily accented to conspicuous local presence. In the contemporary digital era, that will typically extend beyond the physical. 

Ready, interactive access is imperative. The adjective seamless comes to mind. That is, no gaps.

BLACK AND WHITE 

Nothing in modern business and life is simple. Both are complex and multidimensional.  

Perceptions typically override the importance and influence of facts. Value seldom matches or mirrors price, in isolation. 

Competitive advantage is achieved and sustained when relevance resonates. Often, that requires considerable investment in education. 

“Black Friday” is an example of rapid opportunistic adoption. In Australia, it was, and is, recognised as a vehicle to stimulate early Christmas sales. To some extent it was successful in the short-term. The qualifying factor is that the bringing forward of planned and traditional Christmas oriented transactions in December was not replaced. 

“Black Friday” meant many things to the business fraternity, but few to consumers. In the USA, where it evolved from the year 1946, it is conducted one day after Thanksgiving Day. That is the most active travel day (by air, trains, and road) of the year when families and friends gather, share a turkey luncheon feast, then sit back and view on the television the annual Macy’s sponsored Christmas parade through the streets of New York. It heralds the start of the peak Christmas trading period.  

The following Monday is “Cyber Monday” when special offers are restricted to online avenues for one day.

In recent time a complementary event has developed on the day after “Black Friday”,

“Small Business Saturday”.  That subgroup found that participating in the Friday event was too expensive – with advertising, inventory increases, substantial price discounts and possibly, the necessity for additional frontline service staff. 

In Australia, adaption has prostituted the original concept. “Black Friday” has descended into Black November, and Black Long Weekend. 

The integrity and believability of the advertising, marketing and pricing have been greatly compromised. Brand-damage is writ large among the consequences.  

Bottomline, the message is to take great care when invoking copy-cat marketing, plagiarism and cultural imperialism. Reported consistently poor profit results,

underscores the risk. There is a scant record of success. 

The challenge. Be original, unique, relevant, credible and transparent. Indeed, being proudly local has considerable currency.

CREATE YOUR OWN 

For the initiators who seek financial and competitive advantage it is best to differentiate between seeking new customers and clients, to that of deepening established relationships, loyalty and repeat purchases. 

To achieve optimal performance those two distinct goals require separate endeavours and events. 

Targeting appropriate audiences is imperative. 

IMPERIAL RIGHTS 

Contemplate the old adage: 

                                        In the land of the blind,

                                        the one-eyed man is king. 

In the customer-focused era, by nature, the customers and clients are Kings, Queens – sovereigns all. For those in commerce who are striving to fulfil the needs and wants, imperial rights can be, and should be exercised. That is, deploying what is essentially the sovereign rights of those who continually deliver the promise. 

There is no need for plagiarism, copy-cat practices or initiation. Unique, original and personal, individually and collectively have immense virtues, values and competitive advantage. 

So, step forward with your own initiatives. Don’t reject, or neglect events like “Black Friday”, Halloween and the like. Just assign them a lower ranking.

Remember to not overextend oneself. Imperialism, properly applied, has its limits, be they cultural, social, commercial, religious or geopolitical. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

LOCAL GOVERNMENT SERVICE – A LOAD OF RUBBISH

REALITY CHECK

Personalised customer service has never been more important. 

In the face of cost-of-living pressures, heightened stress, anxiety and tensions, high interest rates, inflation and price rises, expectations are elevated about care, understanding and responsiveness. 

Consumer, client and stakeholder interest, satisfaction, loyalty and referral business are best fulfilled and sustained by corporate cultures centred on service, communications and personal commitments. 

Inconsistencies, poor leadership and insensitive process-driven philosophies and practices abound. Under-achievement, inadequate efficiency, effectiveness and productivity are conspicuous. 

Lessons, many simple and striking, should be shared for the benefit of all. 

The following text profiles a personal experience with a local council. It provides an invaluable template and framework for entities - big, small, private and public – to study, review and to learn from. The insights and overviews that should be shared with team-members, associates, peers and collaborators: 

SERVICE DENIED 

I live and operate the business some 63 kilometres from the city business district of Perth, Western Australia. 

The environment is captivating. Fifty hectares (125 acres) of prime elevated equine (race thoroughbred) territory, few neighbours and interactions with sheep, cattle livestock and native fauna. 

We are residents in the Shire of Serpentine-Jarrahdale. 

Bushfire risks are a reality. Fire mitigation practices are important. 

I recently had the need to replace a brush cutter. The old one needed to be disposed of. Roadside collections of bulk rubbish had been withdrawn. Therefore, use of the local bulk rubbish transfer station was required. 

The experience about to unfold was disappointing and disturbing. However, the lessons are invaluable. Learn, and to the extent possible, enjoy: 

·       I phoned the offices of the Shire of Serpentine Jarrahdale to enquire the operating hours of the bulk rubbish transfer station.

·       I was advised that it was closed because of the presence onsite of asbestos.

·       The receptionist advised that we, along with all the Shire ratepayers and property owners, would receive in the mail two passes to the neighbouring City of Armadale bulk rubbish transfer station.

·       No passes were received in the mail.

·       Some two and half weeks later, I phoned the Shire offices to request the said two passes.

·       The call was received by a staff-member who introduced herself by name.

·       I explained the details.

·       She immediately stated that I needed to visit the Shire offices to collect a Statutory Declaration form and submit it to Council for consideration. That would involve a return journey of around 50 kilometres.

·       I endeavoured to explain that I was not the issue. No passes had been received.

·       She insisted that I needed to complete and submit a Statutory Declaration.

·       The officer went further. She said that I could have used the two passes and was requesting more. I found the implications of being untruthful and acting illegally offensive.

·       A request was made by me to speak to a manager.

·       She stated that she was going to terminate the call. She did.

·       No attempt was made to verify my identity or the accuracy of any mailing address.

·       I made a further call to the Shire offices and spoke to a person who identified herself. She committed to mailing me a Statutory Declaration form, which she did. 

Contact was made with the elected Shire President. He was gracious, offered one of his bulk rubbish transfer station passes and actually delivered such to our relatively remote property. Impressive. 

The Statutory Declaration form was subsequently received in the mail, completed, signed and witnessed at some considerable inconvenience and forwarded to the Shire of Serpentine Jarrahdale. 

Some two weeks later the following email was received: 

Good Afternoon 

Thankyou for completing the statutory declaration for the re-issuing of tip passes.  

The process to re-issue tip passes has been completed and your passes are ready for collection here at the administration building at 6 Paterson Street in Mundijong. Alternatively a collection from the library in Byford can be arranged, to organise this location for collection please notify us via email. 

Unfortunately we are not able to post out the tip passes they will need to be collected as we require to sight your photo identification such as a drivers licence. 

Any other issues please contact us via email or via phone

info@sjshire.wa.gov.au

9526 1111 

Kind Regards

Customer Service  

Customer Service Team

Customer Service

The insensitivity of the text and the inaptitude of the communicator were breathtaking and striking. 

I immediately forwarded the following email text (edited) to the obliging Shire President: 

          Please note: 

·       The transmission is addressed to Marketing Focus.

·       Marketing Focus is not referred to in the Statutory Declaration. The sworn signature is that of myself, Barry Urquhart.

·       The text is not addressed to the property owner.

·       There is no salutation to the intended recipient.

·       There is no signature, to establish responsibility, authority and accountability within the Shire.

·       In the body-text advice is given that I must physically visit the Shire offices in Mundijong or the library in Byford to collect the passes.

·       I must provide “photo identification” such as a driver’s license.

·       This correspondence is in response to a written Statutory Declaration that was mailed to the Shire offices.

·       Maintaining the logic inherent in the correspondence, the Statutory Declaration that was mailed should not be actioned until photo identification is provided. The names on the document may be false and the signatures forgeries. 

I will not be visiting either the Shire offices or the library at Byford. 

These series of incidents reflect poorly on the Chief Executive of the Shire of Serpentine Jarrahdale, his directors and team-members. Attempts to talk personally to senior executives were denied. Obviously, the team-member on the phone had not read the operating manual section which referred to “openness, responsiveness, transparency and accountability”. 

ACTION REQUIRED 

For those in business, here is a great New Year resolution. 

Convene an interactive customer service/corporate culture workshop. 

If necessary and appropriate, utilize an external facilitator and change agent. 

Reviewing, refining and developing service practices and interactions, complemented with the formation, documentation and implementation of optimal philosophies and policies have their own rewards. 

Satisfied external stakeholders, improved internal morale, better workforce stability and greater output are just a few of the consequences.  

Personalised quality customer service is never a load of rubbish. 

Barry Urquhart

Service Excellence Author

Marketing Focus

Mobile:         041 983 5555

Email:           urquhart@marketingfocus.net.au

Office:          (08) 9525 3355

IF ONLY

Rise to the challenge. 

In business, as in life, all or most things are possible … within limits. The limits, boundaries and parameters are self- or human imposed. 

Exciting prospects remain unrecognised and unfulfilled. 

Sobering is the realisation that increased sales, enhanced market share, elevated competitiveness and more repeat and loyal business is possible… if only. 

WHAT IT TAKES 

Fundamental is the need to recognise and not prematurely apply value-judgements and tolerance levels. It is those that impact, influence and determine the quantum of advantages, benefits and rewards. Variances and variability are inevitable. 

Thus, determination of right and wrong is arbitrary. 

The message is: don’t hold back. 

A strong focus on, and commitment to desired goals and outcomes put into perspective the question, HOW? 

An unencumbered, free-flow of detailing, prioritising, costing and integrating means expedites the possibility, propositions, proposals and hypotheses which are devoid of reservations, apprehensions and risk-resilience should be documented, evaluated, refined, developed and possibly extended. Only then can and should value-judgements be applied. 

YOUR CHOICE 

Options seem boundless. Permutations and computations generate a host of alternatives. Significantly, the phrase if only is by nature value-free. It multiplies tempting alternatives to the traditional, the established and the ingrained. 

Product/services ranges, supply-chains, communication channels, marketing content, systems, styles, structures and shared values are, and should be subjected to the challenging proposition:

                                                  If only. 

DARE YOURSELF 

Being bold, daring and different seems logical in a crowded, suppressed and contracting-if not static- economy and marketplace. 

Recent success stories have, understandably prompted the statement:

          If only… we had done this before. 

Questionably applied constraints should be cast aside. 

Bunnings, the high-profile Australian hardware chain is a case-in-point. It has recently significantly extended its product range… twice. Pet food, toys and care are now available in up to three aisles. The category hardware has been remodelled to home-based. 

Unconditional love from pets is being returned and rewarded in spades with unconditional (non-discretionary) purchases and expressions of love and fun. 

Some 1,000 stock items of cleaning products are now being added, including dishwashing tablets, laundry liquid and handwash. Four aisles will feature the brand names OMO, Dettol, Sukin and Sunbeam. 

For Bunnings and others, the challenge is to venture into the unknown. 

In the past such innovations were inconceivable – not unattainable. If only. 

Compliance and conformity are constraining forces, characteristics of many public sector entities. They too would benefit from changes in attitudes, perspectives and risk tolerance. If only. 

For ideas, concepts, innovations and technologies that do not ‘fit’, reverse engineering is an alternative. That is, the business model and template. If only. 

Service stations, until the late 1980s were established on petrol pumps, driveway service, bulk oil, lubritoriums and greasy concrete floors that were particularly uninviting to female consumers and commuters. The typical ethnic owner, worked in the lubritorium, in soiled overalls and transacted the cash transactions. 

Modernity is refreshingly clean, bright and inviting, with a strong emphasis on food-to-go and convenience. 

NO PLACE TO HIDE 

Every aspect of business, society, family and self could, and arguably should be subjected to:

                    If only. 

Generative artificial intelligence provides an avenue for some businesses to increase their resonance with existing and prospective clients. Images can be finessed, ensuring greater impact and recall. 

For those business owners who choose to or insist being the face, voice and presence of the business, its products, services and people, subtle “touch-ups” with generative AI are possible. 

Aging voices, colloquial phrasing and sub-optimal articulation can (and possibly should) be recalibrated. The essential characteristics can be “intelligently” retained. We can all do with help, sometimes and in some ways. 

FEARFUL INPUT 

There is much to commend assertiveness, change, forthright counselling and embracing the realisation of possibility and probability. 

A founding step forward could well be a simple, endearing and potentially enduring phrase:

                    If only. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

THE TRUE MEASURE OF PRODUCTIVITY

Productivity, Australia’s and the world’s 

                                        Cause celebre 

Definition: “A controversial issue that attracts a great deal of publication attention”. 

Sadly, the attraction, attention, discussions, recognition, hopes for and aspirations about productivity are seldom matched by actions, commitments, beliefs and purpose. 

Everyone, and most things, are resultant losers. Enhanced and optimised productivity can be, and when properly applied is the cause of greater efficiency, effectiveness, customer satisfaction, revered valued, loyalty, heightened morale and employment fulfilment.

Productivity need not and should not be a consequential effect. 

When the relationship is understood and respected there is a balanced comprehension of the:

                                        Cause: Effect equation 

Impacts on productivity are multi-factored, often extending well beyond personal endeavours, choice, plans and endeavours. 

The official and unofficial holidays on the first Tuesday of November, for the running of the “race that stops the nation”, The Melbourne Cup, is a case in point. Consider, quantifying and monetarising the total loss of productivity. Ouch! That loss cannot be recovered and has a cascading set of consequences, multiplying the direct and indirect costs for a race with a record time of three minutes 16.30 seconds, and a 2023 prize pool of $8 million (Aud), of which $4.4 million goes to the connections of the winner. Pittance figures when compared to the costs borne by the national economy. 

Unintended consequences are omnipotent. The last Saturday in September, with the conduct of the AFL Grand Final, and the Melbourne-wide holiday on the preceding day have similar implications and consequences. Good on you, sport. 

IMPOSTS 

Government outlays in the forms of wage subsidies, grants and investments in multiple infrastructure projects saved countless Australian entities, communities and individuals from the ravages of the COVID19 pandemic. Railway, highway, freeway upgrades and bridge constructions were conspicuous nationwide. Numerous contracts were lifelines for teetering construction, supply and consulting companies. 

Noticeable were numbers of plant and equipment which sat idle on sites up to 16 hours a day and on weekends. Lanes were closed, traffic slowed and often brought to grinding halts. Commute times were lengthened and impacts on unintended corporations, sectors and individuals were incalculable. No one it seemed, had considered the cost of the consequences. Slowdowns incurred innate costs. 

Fears about cost overruns, overtime and penalty rates were false economies. Contract managers, Ministers of the Crown, governments and treasuries did not seem to appreciate the importance of productivity, time and timing. Countless unsuspecting “stakeholders” were bearing an enormous burden, over which they had little or no control. 

Long weekends and extended summer vacation periods would not be denied. That’s obviously part of “the Australian way”. 

THE CONVERSATION WE NEED TO HAVE 

Australia’s global productivity ranking is appalling and falling. The nation is considered to have a high-cost economy. In short, it is not internationally competitive and finds it cheaper to source many products, services and applications from overseas. 

This is a topic which needs both macro- and micro-management. Fashionable concepts like ESG (Ecology, Social, Governance) are, in many instances, and to some considerable degree expensive distractions. Zero-emissions are laudable but expensive, often impacting productivity sustainability in the immediate, short and intermediate terms. Ideals come with costs. Value judgements will be made. But, just how many evaluations contemplate and quantify the costs to productivity, is not declared or shared. 

Local and state government departments and regulators have much to answer for with the costs and lack of availability of housing and residential lots. Approval times, covenants, fees and other imposts are estimated to contribute up to (and sometimes beyond) 35% of retail prices. 

Slow Engineering  Department approval cycles impact on the efficiency and effectiveness of the sector. Few if any seem to be held accountable. Records, and the monitoring of absolute and comparative productivity are scant. Some would and could, justifiably be aggrieved with such circumstances. 

                              Cause celebre indeed… controversial, attention, issues.

Understandable. 

Productivity can be and should be an expression of intent and purpose. It is simply a matter of putting the right emPHASis on the right sylLABLE. 

NEW WAYS 

Technology, innovations, artificial intelligence and yes, COVID have been instrumental in effecting substandard and significant changes in the way that we live, work, commute and do business. 

Work:life balances are often reported to have improved. So too productivity. But, by what measure? Such headline claims generally are deficient in data that substantiate such propositions. 

WFM (working from home) has, and continues to create tensions between business owners, managers and team-members. Reluctance to return to working from offices is common, notwithstanding the impacts on corporate cultures, cohesion, integration, morale, velocity, volume and seamless efficiency. 

Culture may well eat strategy for breakfast. Productivity can devour, accelerate and enhance both, if given due and proper attention. 

With the actions apparent in leading high-profile Australian and global corporations of late, salaries could and arguably should be better determined by and aligned to short, intermediate and long-term productivity. 

One suspects the number of airline flight cancellations, delays, long book-in queues, lost baggage incidents and wait-times online and on the phone could and would be resolved if appropriate and sufficient attention was given to productivity. 

This is an issue which is pertinent to all entities, regardless of size or sector. Franchisors, manufacturers, distributors, network managers and supply-chain facilitators have roles to play in the design, implementation and maintenance of productivity initiatives. 

The strategic implications and benefits have the potential to outperform short-term oriented price discounting, cooperative advertising, merchandising and promotional endeavours. It is a compelling conference theme and a captivating topic for a business breakfast meeting. 

It requires reassignments of priorities. 

Let me finish there, because productivity matters. Share this text. One cannot do it alone. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

ACKNOWLEDGMENT:

Thank you, Ross Neumann, property developer and lifetime entrepreneur for the encouragement and input for this timely missive, the fruit of a highly productive discussion over lunch.

EXPOSED – HEART ON SLEEVE

Transparency has its limits. 

So too ESG – Environmental Social Governance. Unresolved at present is just how far businesses should expose, promote and impose certain values on clients, customers, associates, team-members and society. 

Determining the agenda, narrative and possible outcomes is an artform, often personal. Each can be, and often is subjective, emotive and evocative. 

Introducing issues beyond product, service, quality, design, value and price can and should be questioned. Some add value, others detract. All will have consequences. 

Therefore, relevance and resonance are important in all deliberations. Question: Should we get involved, and if so, conspicuously? 

CALL-TO-ACTION 

ESG is currently fashionable in c-suites and the corridors of power. The drive to join in and not miss out seems insatiable. There is currently a passing parade of topics which are arguably worthy of consideration and possible support. 

Some aspects seem non-negotiable. Elimination of slavery and child labour, gender equality, extinguishing domestic violence, racism, ecologically sensitive operations and production, and countering global warming seem to be the givens when applying EQ (Emotional Intelligence) ratios and measures. 

Including and integrating such into commercial interactions and transactions must necessarily be done discreetly. The extent such contribute to competitive and financial advantage is debatable. 

VALUE JUDGEMENTS 

For some the subject matters may be confronting, affronting and outright offensive. Knowing the recipients, their perspectives, values and cultures is important. 

It is advisable that marketers do not arbitrarily and randomly apply their own values on those who they seek to serve, sell to and service. 

Some dimensions are not and, ideally should not be among the criteria applied to contemplate, differentiate, select and prefer companies, products, services and applications. 

Politics, religion, faith and football teams seem to have the capacity and inclination to be divisive. More concerning and complexing is that none appear to be universally and externally right (or wrong). Nailing one’s flag to any such masts have questionable marketplace value and virtues. 

Your call.  

WRONG SIDE OF HISTORY 

At play in Australia at present is an intriguing case study. 

Countless individuals have been dismissed, being subjected to wokism or denigrated in the most unsavoury manners. 

Some major corporations have not been hesitant. They have allocated shareholder funds to conspicuously supporting a government-sponsored initiative. 

There has been little or no evidence that the support and approval of shareholders and team-members were sought. 

It would be inappropriate for outsiders to conclude the “rightness”, “wrongness” or “appropriateness” of such decisions and actions. However, it does raise the questions of why and how. 

On or about Monday, 16 October many entities will find themselves on the wrong side of history. Their support for one of the two sides of a national referendum will leave them with the challenge. 

                    “Where do we take it from here?” 

Doubtlessly, some will choose not to become involved in the discourse, which raises the key attendant and presumptive question: 

          “Why did you get publicly involved in the first place?” 

Some things are best left unsaid, held close to the chest and heard in and restricted to private settings. 

Almost half of the population will be in a counter-position. The voting will be split. 

UNIVERSAL VIRTUES 

Unfolding in recent weeks has been a scenario with a national airline which has actively promoted rainbow flags, the word YES (associated with 23) and Pride events… along with support for the national cricket and rugby union teams. 

Some have understandably and justifiably contrasted such with the activism of limiting credits and repayments for cancelled flights, lobbying for restricted access to competitive international airlines, inflicting on passengers, long queues, delayed departures and lost baggage. 

ESG cannot be applied selectively and narrowly. It is an embracing, enveloping philosophy and culture which is integral to corporate purpose. 

Gaps become rapidly apparent and exploitable by competitors, commentators, critics and distractors. 

GOT YOUR BACK 

Corporate values, ESG in particular, are best applied to issues which have universal, widespread, long held and ongoing relevance and currency.

Events are time specific. They come and go. Eternal vigilance is a virtue for values which serve, advantage and respect all. 

In such instances there is no, YES or NO. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

ARTIFICIAL INTELLIGENCE – One Step At A Time

Caught in the rush. 

It is easy to do. And it comes with consequences and costs. The latter may be financial, social, political, cultural and operational. Take pause, the business landscape is littered with the fallout of past rushes centred on mass production, just-in-time, cloud computing and online sales. More contemporary examples feature production zero-emissions, green-energy, algorithms, renewable fuels and autonomous operations. 

And now, there is AI – artificial intelligence. 

There are lessons to be learnt. Sugar rushes effect changes in behaviour, waistlines, eating habits and attention spans. Many of those were not considered, anticipated, or subjected to rational cost: benefit equations at the time of purchase. 

Value is difficult to measure, monitor and control. It can be, and often is a weighty issue. 

Few want to be left behind… behind what? The sentiments evolve into truisms, founded on emotions and well-intended intensions and idealisms which typically lack objective, substantive and rational reasoning. 

Generative AI is representative of the subject matter. The term is both explicit and implicit. Generational, strategic and quantum change, if not progress, advancement and competitive advantage, is significant in scale. 

IT DON’T COME EASY 

Enhanced efficiency, effectiveness and productivity of innovations, technologies and disruptive processes may not result in better outcomes, advantages, benefits and rewards for clients, customers, service providers, business managers and stakeholders. 

Indeed, they can have profound impacts on morale, cohesion, job security, employee attrition rates, customer service and service delivery. 

Skill-gaps become evident rapidly. Internal and external satisfaction levels can decline. 

Therefore, installing innovations and change is only an initial phase. Ensuring and optimising “fit” may require attention, time and resources to facilitate, install and support changes in structures, systems, processes and skill sets. 

Australia, Australians and Australian businesses are beneficiaries of the mining resources. We are foremost in operations, profitability and adaptability. Autonomous trucks and trains are examples. Admittedly, the sector is populated with risk-takers, entrepreneurs and opportunists. 

A commonly applied philosophy is founded on three pillars: 

·       MINE

·       REFINE

·       DEFINE 

Each, and all, have relevance and application to commerce at large, particularly when addressing artificial intelligence. 

A key preceding phase is: EXPLORE. 

Artificial Intelligence has many dimensions. Some are customised. Others have been commoditised. None can be secured, installed and left to its own devices. Inevitably deficiencies, shortfalls and errors become apparent – with potentially significant implications, complications and consequences. Therefore, mining the marketplace for the “right’ or most appropriate AI is imperative. One size does not fit all. 

Mining, scoping and documenting the potential will identify the needs for complementary, contributing and supportive infrastructure. 

That will enable pre-emptive refinement to the intended introduced artificial intelligence and the existing operations. 

Gaps will need to be filled, only then can outcomes, intended and unintended, advantages and disadvantages, enhancing and improving be identified, analysed, documented, implemented, monitored, measured, improved and provided with optimal infrastructural support. 

ChatGPT, or similar, are timely case studies. Pre-existing phone, computer and online systems maybe incompatible or limiting. 

Human overview checking, verification and approval are advisable, if not mandatory. Legal practitioners, medical specialists, engineering experts and psychology consultants will attest to that. 

Set and forget is fraught with potential pending or inevitable non-identifiable consequences. 

FIRST THINGS FIRST 

Artificial Intelligence should be secured and implemented for specific purpose or intended outcomes. Accordingly, goals, outcomes and key performance indicators need to be determined and qualified first, with input from relevant internal and external stakeholders. 

Variances and refinements may be necessary. They should be tolerated, recognised, respected and actioned. 

Delegated authorities and responsibilities need to be determined and agreed upon, implemented and enforced. Transparency and accountability are important. There should be no space to hide. 

          The process is called:

                                                  Rhyme and Reason 

ALERT: 

          Beware AI snake-oil-salespeople. They abound.

          They seem to appear without invitation or solicitation,

          then disappear. Follow-up, follow-through and

          accountabilities are difficult to implement. 

CREATIVE MISSIVES 

Artificial Intelligence works best from a broad and extensive existing database. It is those that determine parameters and content. 

Therefore, original and unprecedent thought, texts, expressions, responses and actions have severely restrained scopes. 

AI is fundamentally a tool which complements existing human, systemic and structural resources. It does not and should not be employed to replace such. Operating in or from a void is, well, hollow. 

CONCLUSION 

Artificial Intelligence, in its many guises, represents exciting prospects. Commerce at large should be open, positive and enthusiastic about the prospects. 

However, it comes with inherent costs, strengths, weaknesses, limitations and needs. 

Each phase, step if you will, needs to be explored, mined, refined and defined before acquisition, introduction, implementation and operation. 

We at Marketing Focus have contributed to many deliberations on how customer service will be affected, can be effected and improved because of AI. The circumstances are situational and individualised. The benefits are immense, when perceived through client and customer perspectives, particularly personalised customer service. 

Think about it – That is intelligent, but not artificial. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

Daily Telegraph

An interesting exposure, given the topic and time, in Australia’s largest circulation newspaper, The Daily Telegraph (Sydney). 

Kind regards, 

Barry Urquhart

DESPERATE TO BUY

Don’t underestimate the power and presence of desperation. 

Intending first home buyers are overcoming fears and concerns about mortgage stress, rent increases, low vacancy rates, rising interest rates, cost-of-living expenses, and lack of job security to seek out, sign-up and apply for loans to secure their own residences. Demand seems to be unabated. 

Interstate, overseas and cruise holidays are enjoying similar sentiments, revenues, and growth. Indeed, in relative percentage terms, it is the fastest growing sector of the Australian national economy. People are seemingly “desperate” to get out of the home and reward themselves after three years of COVID lockdown. There is a seismic shift from discretionary to essential outlays and purchases. 

Underlying the prevailing dynamics of the marketplace are emotions. Triggering that perception-set is an artform and is well rewarded. 

Clearly some consumers have withdrawn from the marketplace. Others have consciously reduced expenditure and consumption. However, these are largely limiting constraints rather than impregnable barriers. 

Unrecognised opportunities exist, unfulfilled. 

Accordingly, the content, context and desired outcomes or communications, selling, marketing and promotional strategies and tactics need to be refined. In some instances, those changes will be substantial. 

That will take investments of time, money and resources, heightened tolerance of risk, a projection of confidence and a willingness to endorse and celebrate the decisions made by clients and customers. 

DAY OF RECKONING 

Opportunistic initiatives typically do not need or are justified by rational thought. The key objective is to generate interest, demand, revenue and profits. You can bank on that. 

The current scenario will doubtlessly lapse. By Christmas 2023 some 880,000 fixed-interest home loans will have expired. Most will be replaced by variable-interest lending, with interest rates doubling in some cases. 

Financial consequences in official interest rates will impact those with mortgages, the consequences will cascade through society. 

Therefore, financial prudence has immediate and future virtues. Liquidity will cushion the inevitable future blows. Get ready. That is not a discretionary option. 

It is advisable to pause, contemplate and assume a detached, objective perspective. 

THE PATH TAKEN 

Mortgage-stress is an interesting case study. It has traditionally been an influential force in the economy. 

Subsequent to the Whitlam ALP government (1972-75) housing mortgage interest rates rose to around 18% per annum. At that time families and property owners reported feeling stress when mortgage payments represented 18% or more of gross incomes.

In the early 1980’s the entry-point for mortgage stress was considered to be 23%. Society was in transition. 

During the ensuing years Australia experienced the recession it had to have (from 1992), the Dot Com crash occurred in April 2000, The Global Financial Crisis (GFC) arose in 2008 and the mining commodity prices collapsed in the second decade of the new millennium. Finance structures varied over time. 

In late 2019, on the eve of the COVID pandemic mortgage stress evolved at around 35-40% of gross income. 

The latest available official statistics reveal that for the average homeowners with a mortgage (around 35% of the overall sector) 60%+ of gross incomes is allocated to servicing the charges associated with home mortgages. 

Notwithstanding that eyewatering percentage, demand for new homes remains relatively strong, as local first home buyers compete with overseas and interstate residential property investors, newly arrived immigrants and full-time tertiary level global students. Some are simply driven by the desperation to break-free from being renters. Power to them. 

It is not for property developers, home builders, financiers, real estate consultants and marketers to assign their own values on the needs and wants of a strategic target audience… that is, those who are desperate to own their own homes. 

Therein, lies opportunity to sell, service and satisfy. Another example of different strokes for different folks. 

Barry Urquhart

Market Analyst

Marketing Focus

M:      041 983 5555

E:       urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

WHO KNEW – WHAT’S NEW

Artificial intelligence is not new. 

Most businesses – big, medium and small – have had AI within their operations and systems for 10, 20, possibly 60 years. 

Main-frame computers, in and from the 1960’s, were early incarnations of the concept. In many respects their capabilities and scope were never realised because of a lack of knowledge, vision and expertise of the internal interactive operators. 

Underutilisation persists, primarily because of a lack of recognition of the available resources. That alone contributes extensively to poor, if not stagnant productivity, and compromises returns on funds invested. 

CLASSIFICATION 

The term artificial intelligence is a collective noun. Few branded and packaged units are accessible on shelves and therefore, are not collectable. ChatGPT is a rare exception, but it has narrow applications.  

AI is a broad generic term which can and does utilise algorithms, lasers and multiple other modes of technology. Substantial potential exists in manufacturing, logistics, transport, mining, rural, services hospitality, tourism and the throughout the public sector. 

DISPLACEDS RESOURCES 

Professional and employment redundancy because of artificial intelligence is a widely held fear. 

Rapid uptake of the concept represents a threat in the ability to, and the time involved in re-education of the broader, and specifically affected workforces. 

However, forecasts of a pending doomsday scenario appear to be exaggerated – shades of Y2K. 

GENERATIONAL CHANGE 

Ai is not a contemporary “greens-field” revolution. It is an extended, progressive evolution whose presence and contributions enabled men to walk on the moon. Sadly, it has been a long time since human footprints have been left on the lunar surface. Exploration of that earthly satellite and beyond has been limited and restricted to non-human journeys. 

Capacity has broadened and deepened exponentially, particularly within entities. Information and raw data are more readily retrieved, collated, and stored. But detailed analysis and application have been sparing. 

Select communication, distribution and sharing is possible, but not widely exercised or evident. Much marketing, advertising, promotion, loyalty and reward missives are generalised, repetitive and to some considerable extent not relevant to recipients. That benefits and advantages no-one. 

Like algorithms in the early years of the current millennium, considerable hope was held for these applications. Everyone, it seemed, was developing their own, to little commercial and financial success. 

Paraphrasing the words of a former Australian Prime Minister: 

                    “Every pet shop had its own algorithm galah”. 

ASK THE OPERATORS 

Frontline team-members, whose primary functions involve interaction with, and use of components, technology, data, IT, and a scope of systems are seldom asked about and involved in creating a new and imaginative uses of existing formats of artificial intelligence. Sub-optimal performance prevails, and opportunities remain unfulfilled. 

Individually and collectively, they (the human quotient) are closely aligned to existing internal artificial intelligence resources of differing standards and ages. They are seldom recognised and tapped. 

GET ON BOARD 

On balance, many business owners and managers are like commuters at a railway station awaiting the arrival of the train (read: AI). 

They are actually already “on-board” but are not enjoying the ride. 

Detailed critical reviews of current philosophies, policies, practices and systems, when perceived through differing perspective (that is, artificial intelligence) will doubtlessly identify countless prospects to embrace existing AI. 

REALITY CHECK 

A number of AI aficionados who have been at the forefront of the conception, design, development and implementation of the concept have in recent times expressed concern about the possibility and probability that sophisticated AI will have the capacity to “think” and “act” independently of human control. 

One individual authority has left employment with a hi-tech monolith, established his own foundation and is actively lobbying governments, particularly in the USA, to legislate for a pausing of enhancements to artificial intelligence in all forms.

The implied threats are not immediate. A ten-year horizon is common among authorative sources. Governments and commerce do need to act decisively during that window of opportunity to maintain control, influence and direction. 

Prospects for rogue AI are real and no amount of legislation, regulation, monitoring and control will be universally possible or effective in countering its evolution. However, it could be an emerging repeat of the Y2K crisis during the closing years of the twentieth century. Billions of dollars outlaid with little or no return. 

The palatable alternative, safe AI is shorthand for technology which is controllable and controlled by human beings. 

At this time AI has notable parameters. It is reliant on information and data input. By nature, that content is historic. Moreover, AI is unable to discern facts, preferrable sources and nuances which are best recognised and taken on-board by intuitive humans. 

Therefore, artificial intelligence needs to be embraced, integrated, included in considerations for future recruitment, induction, training, development, marketing, service and competitive strategies. 

An appropriate and good start will be a forensic audit of all existing AI, no matter how rudimentary and the review of its current status and potential to improve productivity, efficiency and effectiveness. Considerable scope appears to exist, albeit largely dormant. 

Adept leaders and team-members can typically adapt. It is an essential narrative. Start the conversation. Ask questions. Provide answers, with and without input from artificial intelligence. 

PLAN LONG. MANAGE SHORT 

Artificial Intelligence in its current guise has arrived with a rush. Growth, differing applications and potential could be exponential in the short and immediate terms. 

However, lifecycles will be short. Accordingly, outlays will need to be capitalised in periods as short as three years. 

Hence, a 10-year horizon (for a possible doomsday scenario) will likely experience up to three incarnations of AI. 

Disciplined visionary planning will be imperative, complemented with astute and assertive shorter-term management of this dynamic new variable and the associated infrastructural support. 

That mix has two dimensions. One will not, or should not, be prioritised over the other. Adaptations and malleability will need to be innate because, if culture eats strategy for breakfast, artificial intelligence has the latent potential to consume both. Welcome to the new world of commerce, politics and society where, obsolescence will be death. 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

INTELLIGENCE IS NOT ARTIFICIAL

Think. Originality, innovation and to a large extent, creativity, are not a lineal progression of the past. That alone limits the value and benefits for much artificial intelligence in business, marketing and advertising. 

Likewise, developing a new vision for the future is seldom founded on looking to the past. 

Compliance, conformity and repetition do not, of themselves foster disruption, differentiation and entrepreneurship. It is difficult to standout in a crowded market, particularly when risk tolerance is at a low ebb. 

Hence, the issue is how, not if, artificial intelligence will be integral part, and will influence, the future of sectors, companies, products services and applications. 

UNPRECEDENTED 

People need to control, administer and provide input, goals and outputs for AI. Each of these considerations  mitigate against any  innate and palatable characteristics of artificial intelligence and any suggestion of a “hands-off” approach. When applied to dynamic and  change settings in competitive marketplaces, competitive advantage often requires, unprecedented, unique frameworks, features and outcomes. The concept of artificial intelligence is best applied to internal efficiency initiatives in disciplines and sectors, like engineering, repetitive mass production, transport and logistics. On-site mining operations for trucks, rail and shipping can be, and increasingly are being administered remotely – sometimes thousands of kilometres distant. 

Military strategies and tactics are similarly being deployed (but not conceived) on battlefields and in countries around the world. It maximises outputs, enhances productivity, effectively reduces the need for scarce resources and minimises costs and casualties. Noticeably, each has an internal orientation. 

MARKETPLACE REALITIES 

Attaining, sustaining and gaining from competitive advantages in the open, dynamic marketplace requires different and differing variables. 

KEY LESSON:        An important contemporary rule is that there are no rules.

                               Do not seek. Create.

                               That is intelligent, and not artificial. 

INFORMATION, NOT INTELLIGENCE 

Technology, social media, Big Data, The Cloud and Artificial Intelligence have much to answer. The world, society, education and commerce are awash with information, much of which has restricted relevance and benefit in its base form. 

Investments in capital equipment (hardware) to capture information from transactions, interactions and mobility have in recent times seemed to be boundless. Lacking is allocations in the software (read: skilled, experienced people) to convert the mass information into discrete, meaningful intelligence. 

Hard facts from the past and present are enhanced when complemented with soft nature of social sciences. 

INPUT = OUTPUT 

In the dawning period of the technology era an oft-expressed tenet was: 

                    Garbage in. Garbage out. 

Little has changed. 

Common, and readily accessible to all or many is information. 

Detailed analyses by numerous “experts” inevitably identifies, isolates and enables application of numerous observations, intuitions and conclusions. 

There may, and often is, not one right or wrong answer or action. 

Comparative analyses often profile a range of perceptions, beliefs, values, experiences, and expertise being applied. Noticeably different projections, conclusions and outcomes evolve. Therein lies a strong measure of subjectivity, not irrefutable facts. 

COMPLEMENT, DON’T REPLACE 

Technology is best and most gainfully applied when it complements and does not replace human resources and intelligence. 

Artificial Intelligence is an investment in capacity. Its efficiency and effectiveness can nominally be awesome. 

Left alone it can be, and understandably is, inert, unfulfilled and, in the vernacular, full of promise. 

Converting latent potential into reality, benefits and advantages necessitates capability. That is, adroit application by skilled and skilful individuals, team-members and collaborators. 

NON-BINARY CHOICES 

Intended and actual use of artificial intelligence is not necessarily a binary forced choice. Departing the established and prevailing universe for a presence and future in the metaverse has not been a fulfilling and rewarding experience for many “innovators”, “early adopters” and developers and promoters of the concept. 

LESSON:                Don’t get ahead of yourself…

                              or the economy, marketplace and others. 

SYMMETRY 

Artificial Intelligence has parallels to market research and omni-channel marketing. 

No research will eliminate risk or identify and provide all answers and solutions. It will typically reduce, and some instances, minimise risk. That enables leaders and business owners to make informed and better decisions. In short it is a tool. 

Likewise, omni-channel marketing. Its key role and inherent benefits are evident. Social media complements, not replaces mass- and analogue media. 

Collectively, they are proficient purveyors of messages, stimulants and influences. They are not, however, the content and should be recognised, respected and utilised accordingly. 

Hence, artificial intelligence is with us. Its presence, influence and potential will grow, in many instances exponentially. 

Maintaining control will be an (profitable) artform. Therefore, don’t be overwhelmed. Invest astutely. Recruit discerningly. Strategise prudently. And, above all, integrate, adapt and develop assertively. 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

THE PARTY IS OVER

The party is over. 

Tupperware in Australia is on the verge of liquidation and closure after 76 years of trading, founded on its unique party-plan distribution network. 

It’s a comprehensive case study with many layers of lessons for those in commerce. 

Immediately after the conclusion of World War II, was an era where few married women worked. Tupperware provided opportunities for socialising, earning additional family income, and introducing food storage in well designed, functional packaging which was appropriate for parties and relatively small compact refrigerators. 

Relationships and impulse purchases were pillars on which a global business evolved  and then rapidly expanded. 

However, there were numerous fundamental flaws in the business model: 

PRODUCT LIFETIME 

The solid plastic product composition was durable, often extending to three decades. 

Individual products literally became transgenerational family kitchen heirlooms (with little attendant value). Grandparents handed them onto grandchildren. 

Therefore, repeat purchases were limited with little or no reflection on customer satisfaction or dissatisfaction. The utility (read: durability) of items were laudable. 

FASHION, DESIGN, COLOUR 

The kitchen- and pantry-ware range was built for purpose. In the early years of the company and product lifecycles, the items were not conspicuous. 

Lifestyles changed, rapidly and continuously. Kitchen- and pantry-ware morphed into fashion statements. Regrettably, Tupperware was largely bland, colourless and lacking design statements. The pastel colours were intentionally understated. No suggestion of Hi-Viz. 

THE EVIL OF PLASTIC 

In more recent times plastic has been tainted in image and marginalised on market acceptance and preference.

Competitive and substitute products, brands and supply-chains entered the marketplace, often aggressively. The social consciences of consumers induced a willingness to pay premiums for stylish, colourful and non-plastic alternatives. Tupperware was exposed and vulnerable. 

SUPPLY CHAINS – THE MISSING LINK 

Social and digital media have revolutionised commerce and lifestyles. Expectations have been elevated. Immediacy has become an imperative. 

Party-plans whilst quaint, did not fit. Service and delivery gaps appeared. 

FUTURE IS SETTLED 

The design features of Tupperware were and remain laudable. Lids sealed well, and ingredient freshness was extended. 

However, consumption patterns were changing, among NOW consumers. Vacuum packs quickly became obsolete and redundant. Visits to supermarkets and food-stores increased, with many products purchased today, eaten today, and the remains disposed… today. 

Put simply, the Tupperware brands, products and services were overwhelmed by complex, comprehensive market forces. 

KEY LESSONS

Self-induced obsolescence, innovation and creativity are virtues. Internally driven change contributes to maintaining relevance, competitive advantage and client/consumer interest and loyalty. There was little evidence of such with Tupperware. 

Emotions remain fundamental and essential ingredients in decision-making. Accordingly, they should be present and well-articulated in marketing, merchandising, promotion, and sales communication. 

However, that is very different to nostalgia. Past preferences, loyalty, purchases, and consumption are – well, past. That is a sentiment which is acceptable in reflective moments, and for short periods of time. 

DING DONG 

The Tupperware case study is not without precedent. 

Avon was, globally, the largest selling brand of cosmetics for longer than three decades. Its initial and sustaining success was, primarily a function of its comprehensive door-to-door sales and distribution networks. 

Regular, periodic visits by Avon field-staff maintained contact, communications and relationships. Trust was built between customer and the Avon agents.

Order-taking, payments and deliveries necessitated repeat visits, which provided opportunities for upsells, cross-sells and new release promotions. There was little scope for competitor and substitute intrusions. 

Long before the introduction of social media and online sales channels, society changed. Full-time dual head-of-household incomes became the norm. 

That contributed to difficulties in recruiting part-time commission-based field-staff and limited times for visits to customers. Residences were vacant for long periods of time each working day. 

Time and timing were fundamental determinants of success, and ultimately, to faltering revenues and to failure. 

Bricks ‘n’ mortar stores, visual merchandising and personal customer service, delivered at point of purchase by professional, qualified beauty consultants assured their own lustre and alure. Indulgence was assigned premium value. 

NOTHING IS ASSURED 

Post-war baby boomers will doubtlessly recall the weekly, fortnightly, or monthly visits by insurance salesmen (from entities like MLC, CML, NML, Prudential).

In the early years of the consumer era (from 1963, when baby boomers typically first entered the workforce and had their own disposable incomes), the sales “pitch” centred on the virtues of long-term savings. 

Compound interest was not explained, understood, or valued. 

Substantial up-front commissions were paid to the insurance agents. 

These often were well in excess of the annual contributions of the insurance policy holders. Periodic trailer commissions were a further drain on the investment capital. 

Many teenage and younger policyholders, with a lack of life experiences, financial literacy and savings expertise were dismayed when they discovered their account balances were negative in the early years. 

Perhaps expectantly, investment account (policies) attrition rates were high, and the negative stereotypical images of insurance industry agents widespread. 

Value was difficult to package during the initial period of policies, the advantages of insurance hard to sell to the young, who believed in their own immortality and indestructability. 

Life insurance rapidly was subsumed by financial planning and became a minor consideration in the overall value-package. 

STAND AND DELIVER 

In recent times an increasing number of businesses have fallen over. 

Inadequate, expensive, and unviable supply-chains, distribution networks and delivery systems were, and remain foremost among the major contributing factors.  Indeed, delivery companies, including Deliveroo, Milk Run and Door Dash have been among the fallen. 

High and increasing consumer expectations for rapid delivery among time-poor and intolerant clients and consumers introduced what ultimately became unviable service standards. One, two- and three-hour delivery promises had innate high operating costs – fixed and variable. 

Like the April 2000 dot.com crash, growth in volume, customer numbers and businesses served – was the overriding key performance indicator. Profit was not a primary consideration or goal. Sadly, actions and philosophies have consequences. 

That is evident in the recent declines in the fortunes of the Buy Now-Pay later sector, and of individual entities.

                              Newton’s law of physics persists:

                              “To every action there is an equal

                                and opposite reaction”. 

          In other words, rapid incline: rapid decline. 

FINAL WORDS 

The essential lessons are complex. Growth and dominance can be fleeting. Change is omnipotent. Innovation is essential. 

There is no single formula for success. 

Monitoring, measuring, and modifying are imperatives. 

Rules are not universal or immutable. 

“Too big to fail” is a myth. Read the headlines. Then script your own narrative. 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

REINVENTING: THE BUSINESS, PRODUCTS, SERVICES AND BRANDS

The dawning of a new era. 

As consumers, commerce and communities emerge from over three years of COVID lockdown, they are awakening to a new landscape.

Explicit, implicit, profound and subtle changes are omnipotent. Pronounced changes in consumer and client perceptions, preferences, purchases and buying decision criteria are themselves necessitating changes. The alert, discerning and responsive are alive to the need to reinvent, reposition and repackage. 

These refinements extend beyond structure, operations, product/service ranges, merchandising layouts, advertising, skills, expertise, experience, supply-chains, and distribution networks. At the forefront is the need for strategic alignments of philosophies, missions, purpose, goals and culture. 

In many instances, collectively, these essentials are not rebirthing initiatives, but rather are birthing rights. That’s right, a reason for celebration, sharing and nurturing. 

The case studies are enlightening. 

DO-IT-YOURSELF 

Bunnings has declared itself to be in a new, broadened phase. The categorisation of hardware has been extended to lifestyle. 

The focus remains on and in the home. Man-caves have lapsed from isolation to inclusion. Families are foremost, and that includes pets, fur-babies if you will. 

Their needs, indulgences and well-being have been recognised, analysed and are now, and will increasingly be, available from the shelves in Bunnings warehouses. 

References to dogs, cats, birds and small pets have been integrated into the company literature. 

Long-established, recognised, respected and preferred pet industry brand names are profiled. 

In a nice twist, Bunnings is providing existing and prospective customers DIY (do it yourself) ideas for “furry friends” (family members). 

This is one sector that is exhibiting all the characteristics of essential staples. No suggestion of heightened discretionary purchases. The unconditional love of pets is being reciprocated with unconditional buying patterns. 

The regular, tight and recuring purchase cycles are appealing. The prospects for income enhancing product adjacencies seem boundless. 

Pet insurance is doubtlessly on the list and Fly Buy reward points are available now. 

REINVENTION KEY POINTS 

·       Increased brand name relevance and resonance

·       Enhanced warehouse visitations

·       Complementary purchase opportunities

·       Broader, in-family customer profiles

·       Stable, regular buying patterns 

POST FITS 

Post Offices are also being subjected to makeovers. Some would say, being dressed up. 

Fitting rooms are being introduced to a small, select but increasing number of outlets to enable garments purchased online and delivered by Australia Post to their onsite “community hubs”, to be tried on, accepted, or returned. 

The initial orientation will be to rural and regional communities. 

It is further recognition that post, mail and Post Offices are evolving. The typical Post Shop has some 1450 products and services available. Around 17 relate to postal and philately products and services. That parallels to the number of SKUs (stock keeping units) available in an Aldi supermarket. 

Banking and public utility payment fees are generally thin and need to be complemented. 

Creating, maintaining and promoting communal hub facilities can be, and is, an emotive, social service. 

One key issue which does not appear to have been addressed is branding. The word “Post” seems misplaced, misleading, irrelevant and obsolete. 

HERE IS THE NEWS 

During the 1960s, 70s, 80s and possibly the 90s retail newsagencies were a popular investment for transiting middle-aged and older individuals and couples who were essentially buying a stable income, with the potential for a later sale to establish a retirement fund. 

In the slower moving analogue era it appeared to be sound logic and financially prudent. 

The arrival of digital changed commerce, retailing in particular. Online transactions reduced the need for local bank branches, police stations, corner stores and countless smaller operations. The composition of High Street precincts changed and contracted. A coffee culture was insufficient to compensate for all the losses of the local physical presence of many categories. 

Today, Lotto and like gambling services represent 75% or more of the revenue of many newsagencies. The threat of a paperless future still looms. 

Easter, Mother’s Day, birthday and greeting cards seem to be quaint memories from the past – all typically purchased from newsagencies. 

Store branding, premises sizes, product ranges and possibly store integrations are each strategic issues that need to be addressed-and soon-for the reinvention of newsagencies. 

INSIDE OUTDOORS 

Demand for and the sales of outdoor furniture have traditionally been highly seasonal. Revenues increase and peak in the period between, and including, November and March. 

Late spring, summer and early autumn are nothing if not seasonal. Lifestyles and outdoor furniture usage are determined and adjusted accordingly. 

A little reinvention and rebranding to alfresco enhances and extends the relevance, appeal and use of furniture, barbeques (alfresco kitchens), bars, refrigerators and entertainment features (often centred on big flat-screen television sets). 

Home redesigns readily accommodate the reinvented environment and life-experiences. 

Alfresco lifestyles have year-round appeal, and associated demands, sales and profits. 

IT ALL ADDS UP 

The trend to reinvention is not limited to retail. Services too are being recalibrated. 

Accountants, who are protective of and territorial about client bases have in recent times contended they possess skills in recruitment, law, advertising, marketing, strategic planning, graphic design, financial planning, demography and of course auditing. Significantly, the major global accountancy practices are increasingly dissembling their own-created monoliths. Specialised skills are sought and needed by discerning existing and prospective clients. 

Moreover, overriding corporate cultures are determined, managed and maintained by tax compliant and conforming philosophies can be noticeably limiting in the other creative and innovative disciplines. Risk taking is abhorred by many conservative accountants. 

ENTERTAINING SHOPPING 

Shopping centres are quickly recognising the need, desirability and advantages of reinvention. Tenancy mixes are being changed substantially, often driven by the reality of vacant premises from departing retail operations. 

The drive toward greater entertainment and experiential retail is not without challenges. Spaces, area configurations and viable rentals need to be addressed. 

Outlet agencies must also be considered and accommodated. Increased emphases on health, well-being, in-centre dining and interactive merchandising like Lego, contribute to changes in customer foot-traffic flows. Hours of trade and peak trading periods often differ. 

Access to parking areas are key, and rental influencing factors. 

Colours, lighting and audio dimensions are other variables that must be refined to achieve optimal ambiences for discrete arcades, precincts and premises. 

At present there is considerable talk and declarations being made about retail entertainment and experiential merchandising. The onsite impacts appear marginal, with low registers of recognition among consumers. 

Effective reinvention often requires more than formulas. Engaging all senses is an artform. So too is contemporary retailing. 

NEVER-ENDING PROCESS 

Reinvention is a never-ending process in commerce. It is in reality increasing in rapidity and is happening around us. 

Obsolescence and irrelevance inevitably leads to uncompetitiveness. 

The need for and nature of reinvention need to be recognised, respected and embraced … not occasionally, but constantly. 

                              There is a better way –  

                                        FIND IT 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

MIND THE GAP

Familiar message. Different times. 

Gaps can be dangerous. Particularly when they aren’t recognised. 

That is the common scenario for many entities at present. Assessments of service standards by consumers, clients, business leaders, staff-members and external consultants are not aligned. 

Consequently, a disturbing and increasing number of businesses have, and will, fall into those gaps. Some will contend, serves them right. Self-assessments on customer service standards and experiences are often illusionary. Absences of customer complaints are not good and accurate measures of prevailing levels. 

Customers are simply leaving, not registering their dissatisfaction, then taking their business, needs and revenues with them. 

Often frontline service providers are the “meat in the sandwich”, but are reluctant to provide management accurate, timely, ongoing, and objective feedback. That gap in information exchange exacerbates the gaps in service expectations. Management is none the wiser. 

It is difficult to reconcile the different and differing measures of service. Varying bases are being employed. 

The final and most important arbiter is, and must be, the customer. Managers need to speak and interact more often with existing, prospective and past customers. 

THE SILENT MAJORITY 

Little more than 6% of customers and clients have or are inclined to express their disappointment and their intentions to take their demands, needs, expectations, revenue and business elsewhere. They do, however, share such with associates, fellow workers, family members and others in  numerous networks. Brand damage is immense. 

The lack of feedback can, and often does, extend for weeks, months or longer before it registers with the offending businesses. In that time new relationships are established and developed. 

Understandably, many affected customers and clients are unwilling to contemplate a return to the previous service provider, and to forgive past shortfalls and deficiencies. 

Too often, business owners and senior managers are not advised of the circumstances and consequences. 

SERVICE BUIDING BLOCKS 

The foundations of service excellence include: 

·       COMMUNICATION

·       PUNCTUALITY

·       PERSONAL ACCOUNTABILITY

·       REPONSIVENESS

·       MALLEABILITY

·       CONSISTENCY

·       CONTINUITY

·       ONE-TOUCH

·       FOLLOW-UP

·       FOLLOW-THROUGH 

Other factors do contribute to and reinforce positive customer experiences. Each of the ten listed dimensions, when appropriately formulated, documented, implemented, promoted, and supported are effective in establishing, sustaining, and enhancing expectations. 

Management of those expectations and ensuring that no gaps evolve, exist or persist provide a template to make, and to consistently deliver promises. Fulfilled, they result in customer satisfaction, repeat business, loyalty, referrals and brand advocacy. 

Ongoing two-way communication is the pillar of extending relationships, refining purchasing criteria, accelerating trust, multiplying confidence, and facilitating satisfaction.  

Communication involves time, money, and resources. Diligence, overviews, reflection, and discipline compound positive customer service experiences. 

Complaints about too much communication are rare, the reverse is another matter. 

TIME, TIMELINESS 

Unquestionably, in commerce time is money. Timeliness is a virtue. 

Keeping people informed (often in real-time) fosters trusting, reassuring interactions and mutually rewarding relationships.

Customers and clients are able to make informed decisions, refine schedules and priorities, while appreciating and valuing the choices they have exercised. 

 QUICK FIX 

On issues of service excellence there are no quick fixes. Likewise, single-shot initiatives are ineffective and inappropriate. 

Quality customer service is an all-embracing comprehensive culture value to which all need to commit and to adhere. There are no exceptions. Rank does not equate. Nor do suggestions of the existence of internal and external service standards. 

In short, there are no gaps. Promising, delivering, maintaining, and enhancing service standards should be, and is, seamless. 

Shortfalls do occur. They are tolerated, short-term. 

A good starting point is to review and upgrade communication channels. They should be multiple, open, responsive and provide ready access to local frontline service providers who are well trained, qualified, experienced and authorised to address and fulfill customer and client needs, expectations and wants. 

Business owners need to initiate undeclared and nondisclosed contact with their entities. 

The experiences are always enlightening, sometimes dark. Closing the gap between the two is challenging and rewarding. Eliminating the latter is fulfilling and imperative. 

BY ANY MEASURE 

A disciplined, structured countdown to each of the 10 pillars of service excellence is a great application of the concept, particularly when applied to responding to this text. 

THE AUTHOR

Barry Urquhart

Managing Director

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

Barry is the author of the two largest selling books on Service Excellence in Australasia, is a popular facilitator of development workshops and a respected international conference keynote speaker.

GOOD NEWS

Headlines capture attention. They seldom capture the full and true story. That is not necessarily good news. 

Increasingly narrow spans of attention are compounding the issue of people not having the full facts and balanced presentations of consideration. Consequently, informed, objective and detached decision-making is becoming rarer. 

This is important for the consumers of news, reports, and texts (business leaders in particular) because it is on these bases that perceptions, expectations, investments, decisions, actions, expenditures, budgets and plans are formulated, documented and implemented. 

STUDY THE SOURCE 

Journalists and reporters seldom write or influence headlines. Therefore, a noticeable divide exists between the stimulating of interest and the outlaying of underlying realities. 

Directives from mass media editors, managers and business owners on content, orientation and objectives often determine topics, messages and emphases. In essence, the overriding narrative is set. Inputs from external resources (spheres of influence if you will) tend to be affirmations of contentions or hypotheses. Countervailing, conflicting, or contradictory opinions inevitably are screened out, filtered or edited. 

In many instances these circumstances and characteristics are not transparent, to those seeking information and input for their planning processes.

WHAT DO YOU BELIEVE 

All reporters, journalists and media commentators should be investigative by nature and as a consequence of their education, training, experience and nurturing the operative word in the preceding sentence is should. Prevailing corporate cultures impinge on free thinkers. That is apparent in the storylines of competing media outlets and channels. 

Thinking consumers of media output look for, appreciate and value balanced presentations with for and against propositions carefully and clearly detailed. Most are happy to make their own conclusions and decisions, and to accept responsibility for the consequences. 

In periods of intense competition, innovation, change, disruption and geopolitical turmoil risk tolerance trends to decline and the premiums assigned to effective risk-management are increased. 

The bottom-line is to be wary about readily accepting at face-value media storylines. 

READ BETWEEN THE LINES 

Market research, like mass media stories, contain innate biases. Simply conducting a study or writing/broadcasting/telecasting a story is selective. So too are the questions asked (and not asked) or the medium chosen. Targeted audiences, sample sizes, the degree to which technology is applied, timing and the length or scheduling of interactions can and do materially influence responses and outcomes. 

Therefore, it is prudent to contemplate the intent or purpose of subject matter. Invoking that process will often enable assessment of relevance, resonance and worth. 

Conscious and intended repeat exposure to missives, introducing personal perspectives (paradigms for the ‘engaged’) can and do provide invaluable insights and overviews. The investment of additional time is usually rewarding. That is good news, particularly for business leaders. 

INTUITIVE CONCLUSIONS 

In the contemporary over-communicated world in which we live and do business selective perception can be a virtue. Limiting focus and exposure does enhance productivity and chosen outputs. 

The artform that needs to be utilised is the actual selection of which headlines are pertinent, beneficial and potentially advantageous. 

Yes, it is itself subjective and of questionable value. However, conscious screening is personal and therefore “ownership” and accountability is forefront. 

Much of the mass media content throughout the USA is commentaries, rather than objective, detached, detailed and balanced reporting of the facts. Joe Friday, (1950’s radio program “Dragnet”) where are you, when you’re needed? Accept that all media communications can, and should be reduced to:

                                                                      That’s one point of view 

Recognise, respect, and utilise it as such. Seek out alternative authorative sources. 

For deep and meaningful analysis… Do your own. 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

IMBALANCED, ASYMMETRIC FORCE

Punching above your weight. 

The phrase has a nice ring to it. Implications in the boxing ring are significant. So too in military and commerce spheres. Napoleon Bonaparte once declared:  

                              “ God is on the side of big armies”. 

Not anymore. National army, navy, air, and space forces are contracting in size and volume but intensifying in power and impact. Australia currently has less than 60,000 in uniform. 

Special forces and commando groups are increasingly being deployed to achieve specific goals and outcomes. Concentration of skills, material and strategies consistently and continually enjoy success against numerically larger forces. Look no further than the eastern regions of Ukraine. 

In Australia public acceptance of the proposal for a fleet of eight nuclear-powered submarines is increasing and broadening. Understanding the logic for such a decision is less developed. 

The nuclear propulsion system will enable the submarines to extend their spheres of operation undetected. Therefore, the national Australian Defence Forces’ capacity to retaliate in a meaningful, ‘hurtful’ way will be upgraded. Defence and retaliation are the operative words.  

                    Pardon the pun, Australian businesses need to get on board. 

BUSINESS APPLICATIONS 

The global nature and networks of business are understandably under review. Supply-chain disruptions have heightened sensitivities about supply security and continuity. 

Prussian General and military strategist Karl Von Clausewitz contended that supply-chains should be short, narrow, and malleable. Long transnational distribution networks are exposed, vulnerable, inherently resource-intense, and subject to numerous external forces and influences. 

Consistency, continuity, efficiency, effectiveness, and higher rates of productivity are difficult to achieve, and to sustain with large complex supply lines. 

Decentralisation is becoming increasingly attractive. Power and energy generation and distribution are a strong focus in commercial circles. The highly politicised governmental bureaucracies are less advanced in their thinking, strategies, and investment policies. 

Democratisation of rooftop solar units is supplying centralised power grids. However, they consistently fall short of expectations and are proving to be relatively expensive. 

The same characteristics are evident in warehouses, fulfilment centres and inventory hubs at large. 

Multiple, dispersed facilities which are close, accessible, and responsive to local clients, customers and outlets are contributing to enhanced presence, appeal and competitive advantage. 

Businesses are awakening to the reality that they do not need “saturation” coverage to be competitively advantaged and well placed to service and satisfy the needs, expectations and demands of existing and prospective clients and customers. 

A store on every corner is a concept long since lapsed. The inability, sustainability and appeal of pop-up outlets are also waning. Astute deployment of limited resources, employing asymmetric strategies and tactics are recoding improved performance in the short, intermediate, and longer terms. 

ASYMMETRIC FUNDAMENTALS 

Embracing, deploying, and enjoying the benefits and advantages of asymmetric principles requires disciplined and often different thinking. 

Organisation structures are best designed with an emphasis on smaller, multi-dimensional skill sets. Interactions with, and reliance on, group members are close, personal, intense, and ongoing. They foster empathy, understanding, belief and mutual dependence.  

Individuals and groups are highly trained, well-equipped, delegated authorities to initiate, act, respond and to be accountable. 

Fear is not an overriding presence. Risk tolerance is high. Capacity for independence well developed. Use of stealth, online real-time communications, assertive actions and adroit withdrawals are characteristic of an “asymmetric” practitioner. 

It is an early phase, evolving concept. Precedents are few. Guerrilla Warfare from the 1950’s, 60’s, 70’s and 80’s are rudimentary forerunners. 

Asymmetric strategies and tactics are mainstream. Traditional hierarchies are challenged. Successes are recognised, respected, celebrated, and rewarded. 

Practitioners are typically lowkey and low-profile. 

The innate nature of asymmetry is that there is no traditional balanced status, distribution of force is uneven (possibly unexpected), outputs are variable and therefore, to some considerable extent unpredictable. 

Achievements are typically beyond perceptions and recognised abilities, talents, and attributes. 

The superior and superordinate measures are founded on belief, enthusiasm, discipline, integration, flexibility, and the ability to ‘hit’ hard, fast and to follow-through. 

WORKSHOPPING DISCIPLINES 

Free-wheeling, unstructured, creative development sessions, facilitated by a moderator familiar with the concepts, principles and practices establish their own frameworks, parameters, and priorities. 

It is difficult to be judgmental in such high-energy settings. 

Upsides and downsides are identified, isolated, analysed and introduced to strategy audits. Contingency plans, and the scope to respond, adapt and innovate are essential. This is an artform, well short of assured scientific outcomes. 

MANAGING EXPECTATIONS 

Asymmetric forces are relevant and potentially beneficial to multiple audiences, stakeholders, if you will – suppliers, distributors, associates, clients (existing and potential), competitors, substitutes and team-members will be impacted. 

Discussing, promoting – but not specifying – asymmetry has the capacity to influence thinking, actions, perceptions and preferences. For internal sources it is typically inspirational and motivational. Shades of: “Yes, we can”, a theme that inspired millions, raised funds and contributed to two successful Presidential campaigns by Barak Obama. 

Asymmetry is an unfamiliar word, a ‘big’ concept that is not dependent on absolute size which is marshalling the interest and latent potential for some 2.8 million small to medium-sized enterprises through Australia. 

Barry Urquhart

Business Strategist

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

MANAGING RISK

All businesses, regardless of size and sector, are exposed. Risks, disruptions and distractions abound. Influences rather than influencers are impacting individual entities in significant ways. 

Competition is intensifying. Substitutes are emerging. Supply-chain issues persist. Global networks are fracturing. The nature of each and all is direct and immediate. 

IT IS CULTURAL 

Foremost among the marketplace influences are the cultural-based, value-driven aspects of ESG – that is, environment, social and governance. Corporate social responsibility in isolation does not embrace or articulate the comprehensive, if not universal character of those three factors. 

ENGAGING ENVIRONS 

Consumers, employees, associates, governments, and the media have developed sensitivities about the importance, consequences and potential advantages and disadvantages of the broader concepts. 

Responsible product and service sourcing, with minimal impacts on the environment and ecology, has rapidly become a fundamental primary criterion applied at large for company, product, service selection. 

Undertaking such initiatives should necessarily be complemented with promotion, articulation, and reinforcement of such facts. That dimension alone surpasses price sensitivity and contributes to acceptance of any suggestion of “price premiums”. 

The principles are applauded by an overwhelming percentage of team-members. It enhances pride, reduces employee attrition rates and both deepens and broadens brand-name virtues. 

Active involvement of shareholders and the information of collegiate arrangements creates scope for increased transparency, accountability, and authenticity. 

Doing things right and doing the right things matters in the current marketplace. They are key influences. 

SOCIAL IMPORTANCE 

Providing a safe, positive and enjoyable workplace attracts attention, admiration and interest. It is a catalyst for effective staff recruitment and retention.

In short, it is a good reason for people “to get up in the morning”. 

“Peace-of-mind” is an understated presence among clients and customers, who seek value. Likewise for employees, women in particular. 

Dress-codes, language, training, recognition, respect, and celebration are all part of the fabric of a compellingly attractive culture and purpose. 

CHANGE THE FOCUS 

Marketers in particular are inclined to promote and value exclusivity. “Dare to Be Different” has been a long-standing call-to-action. Rightly so. 

Endeavours to establish and sustain relationships are best implemented based on inclusivity. Involving, engaging, and encouraging stakeholders is a social driving force, and often purpose. 

Consistency and continuity of such contributes to stability, adherence, repeat business, loyalty, and referrals. 

Where possible, include – and don’t exclude. The returns are appreciable, cumulative, and potentially, exponential. 

The social aspect of commerce has many layers. 

HOLD ON GOVERNOR 

Governance is not and should not be contained to the c-suite and corridors of power. True leadership provides vision, direction, focus, belief and above all understanding. It is all encompassing and embracing. 

Commitment by all ‘to values’ of a business, entity, community, and nation ensures cohesion, self-belief and resilience. 

Open cultures and societies facilitate contributions, refinements and understanding. 

Top-down management and decision making have been marginalised in the prevailing setting. Ownership of decisions and actions is universal. Everyone is accountable, and therefore, more inclined to be responsive. 

Titles count for little in a literal horizontal organisation structure. The focus is not on processes. Outcomes count and are accounted and rewarded. 

EMPHASIS 

Rightly so, each variable addressed in this text has been and is addressed in most operations. 

Some have been deployed adroitly, to the advantage of companies, products, services, and applications. Moreover, certain components have been sustained over extended and varying periods of time. 

The issue at hand, and the challenges confronting business leaders, owners and managers is determining the emphasis, sequence, and importance of those variables. 

Dynamics and fluidity in the broader economy is dictating the need for ongoing review, refinement, prioritising, and reinforcement of those influences. 

In reality, the key determinants, and value-judgments are the province of existing, prospective, and past clients/customers. To that extent, they are influencers. However, their influences are more omnipotent, conspicuous, and telling. Their advantages, benefits and rewards are best qualified in measures of value, itself a subjective noun.  

Barry Urquhart

Customer Service Specialist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au