Ged Carroll

Category: ideas | 想法 | 생각 | 考える

Ideas were at the at the heart of why I started this blog. One of the first posts that I wrote there being a sweet spot in the complexity of products based on the ideas of Dan Greer. I wrote about the first online election fought by Howard Dean, which now looks like a precursor to the Obama and Trump presidential bids.

I articulated a belief I still have in the benefits of USB thumb drives as the Thumb Drive Gospel. The odd rant about IT, a reflection on the power of loose social networks, thoughts on internet freedom – an idea that that I have come back to touch on numerous times over the years as the online environment has changed.

Many of the ideas that I discussed came from books like Kim and Mauborgne’s Blue Ocean Strategy.

I was able to provide an insider perspective on Brad Garlinghouse’s infamous Peanut Butter-gate debacle. It says a lot about the lack of leadership that Garlinghouse didn’t get fired for what was a power play. Garlinghouse has gone on to become CEO of Ripple.

I built on initial thoughts by Stephen Davies on the intersection between online and public relations with a particular focus on definition to try and come up with unifying ideas.

Or why thought leadership is a less useful idea than demonstrating authority of a particular subject.

I touched on various retailing ideas including the massive expansion in private label products with grades of ‘premiumness’.

I’ve also spent a good deal of time thinking about the role of technology to separate us from the hoi polloi. But this was about active choice rather than an algorithmic filter bubble.

 

  • The limits of digital

    A few articles that I read over the past few days highlighted the limits of digital. The FT published an analysis on the modern problems that digital has wrought on the advertising industry.

    Jeff Goodby, chairman of Goodby, Silverstein & Partners – a successful longtime American advertising agency said:

    In the past, he said, the only true measure of success was whether the public knew and cared about your work. “You could get into a cab and find out, in a mile or two, whether you mattered in life, just by asking the driver.” Now, “No one knows what we do any more.”

    In essence advertising campaigns had lost talkability, positive brand associations and long term memorability – the kind of things that you would think of being important in terms of marketing’s role in brand building. Digital has worked in performance marketing, brand building shows up the limits od digital

    Brands, particularly emerging brands like designers have it as bad as advertising agencies, here’s fashion site Man Repeller on the challenges of building a brand:

    When I first started working in fashion retail, coming from a fine arts background, I thought it would be completely different. Working with the clothes but also seeing the way it had to recycle every six months got me thinking about the branding that gets pushed upon designers. I think it happens in all creative fields because of social media. I see it with a lot of my peers. We see the same obsession with youth — young painters — in the art world that you have in fashion with young designers, the same pressure for a cohesive vision. At 25? Nobody knows what they’re doing at 25. And that’s totally fine. You’re still finding yourself. And there has to be more room to find yourself when you’re young as opposed to this pressure to emerge as a fully formed Greek myth coming out with her uncracked egg, or whatever.

    Which impacts the kind of businesses likely to grow in the future. They are likely to be ‘culturally stunted’.

    The noisy environment of social has meant that brands are also distorting themselves to get cut through, Vice magazine covered what can only be described as sociopathic brand personalities of independent coffee shop chains in London.

    Or Instagram baiting street side billboards like a pub landlord who misquotes Enoch Powell and thinks that the National Front aren’t serious on race issues

    More digital related posts here.

    More information
    How the Mad Men lost the plot | FT
    MR Round Table: The Burnout Generation – Man Repeller
    London Is Tearing Itself Apart Because of Coffee Shop Sidewalk Signs | VICE

  • Social relationship platforms + more

    Most Marketers Don’t Use Social Relationship Platforms | Forrester  – I am not that surprised, social relationship platforms such as Hootsuite’s user experience isn’t exactly intuitive. They’re hard to use for the teams that I have worked with on campaigns and their pricing policy isn’t transparent. Instead it’s more like feeding your wallet through a salami slicer. Also with the changes in social platforms, social relationship platforms make less sense

    End of the Line? Messaging app in big trouble as active user growth stalls | Techinasia – really?

    Flipboard’s Fanfare Fades as Executives Exit, Sale Talks Stall – Bloomberg Business – the writing was on the wall with Flipboard back when I ran into some of their people in Seoul a few years ago

    Inside Innoway, China’s $36 million government-backed startup village – in just two years, Beijing city planners transformed a no-frills walkway in the city’s northwest into a symbol of China’s internet ambitions

    Mossberg: The Apple TV gets smart | The Verge – wait for the next version basically

    Hong Kong is the happiest place in China, according to WeChat posts – Hong Kong is home to the happiest people in Greater China, closely followed by Taiwan

    The Architecture of Communication: The Visual Language of Hong Kong’s Neon Signs | NEONSIGNS.HK 探索霓虹 – great article on decoding Hong Kong signage design

    (in)visible (de)signs | Designs that often go unnoticed – architecture of communication: the visual language of Hong Kong’s neon signs

    A movement in the making – Dupress – some nice slide ware on maker economy

    IBM to Buy Weather.com, But Not the Weather Channel – NBC News – surprised this didn’t happen sooner. Great case study for IBM, surprised if AccuWeather doesn’t receive offers after this

    The Cheapest and Most Expensive Places to Live in Luxury in Asia – WSJ – the cost of living in luxury has come down in Mumbai making the Indian financial capital the cheapest place in Asia to live it up, according to a new report that examines the price of top-end goods and services

    BMW Icons Guide. – I like the thought put into the icon design

    Taxi groups unite to fight Uber with $250m start-up – FT.com – interesting meta taxi app (paywall)

  • On innovation

    Before I start to reflect on innovation, let me tell you story from my my old agency days. Back in the day I used to work agency side on the Microsoft account. Unlike a lot of my colleagues who worked on it full time, my workload was usually tangental to everything else that I had going on. My senior colleagues had worked on the business for a long time and became what you might term institutionalised. They had a definite dogmatic world view, which I was wasn’t comfortable with as I felt it lacked the objectivity required to give good client counsel.

    That world view was baked into the descriptor of the agency, that we provided ‘innovation communications’, that is focused on communications programmes for innovative organisations. For certain people innovation became defined purely in terms of what Microsoft was doing at that time. For instance, winning a client that had a new business model would challenge mainstream ‘gourmet’ food brands like Kettle brand crisps (chips in US parlance) – saw colleagues berated over e-mail by senior leadership for bringing the wrong kind of innovation into their consumer brands part of the business.

    Businesses change, no more so than the technology sector and agencies with anchored positions are left behind in spite of their loyalty as clients need fresh ideas.

    Steve Jobs (WIRED Japan - August,1995).

    I was thinking about at their dogmatic view of innovation when I read this quote from Steve Ballmer talking about Microsoft’s landmark investment in Apple back in 1997.

    They’ve done a great job. They’re a company that’s done a great job. If you go back to 1997, when Steve came back, when they were almost bankrupt, we made an investment in Apple as part of settling a lawsuit. We, Microsoft made an investment. In a way, you could say it might have been the craziest thing we ever did. But, you know, they’ve taken the foundation of great innovation, some cash, and they’ve turned it into the most valuable company in the world.

    It probably would have been enough to make a couple of my former colleagues extremely uneasy to say the least, especially given Steve Ballmer’s hard charging reputation. One thing that Ballmer misses is that even though Microsoft couldn’t vote with those shares, it was potentially as well-made a deal as Jerry Yang buying into Alibaba – if Microsoft had held those shares for long enough. Regardless of this, the Office unit of Microsoft more than made up for this investment with the amount of profit they made over the next few years on versions of Mac Office.

    More information
    Steve Ballmer: Microsoft investing in Apple ‘might have been the craziest thing we ever did’ | BGR

  • MANifeste + other things

    Hermès MANifeste is a short motion graphics based video aimed at their menswear collection

    Hermès MANifeste has got an Eames or Rand feel to it. It is full of clean mid-century modern imagery with icons that would have been in the library of every letterpress and hot metal print works prior to digitisation. This gives the animation a clean masculine feel, that doesn’t feel too old world or conservative. Which is different to the way many male consumers might see Hermès.

    The Project Apollo archive on Flickr gives us access to all the NASA photography from the project. What people don’t appreciate is how comprehensively Project Apollo and the moon landings were documented

    The Spirit of Buffalo video by Dazed Digital featuring Jamie Morgan and Neneh Cherry is a documentary about the Buffalo Collective who influenced the way modern streetwear is styled. The centre of the Buffalo Collective was Ray Petri, who pretty much invented the stylist as a modern concept in the fashion industry. Petri partnered with photogaphers Jamie Morgan, Mark Lebon and Cameron McVey. Models included Barry and Nick Kamen, Naomi Campbell and 13 year old Felix Howard in the iconic Killer picture taken by Jamie Morgan. You can blame Buffalo for the whole Pharrell Williams look which borrows from late 1980s London.

    More content on the buffalo collective here.

    (1) 香港警察 Hong Kong Police | Facebook – acts as lightning rod for the divisions in society made apparent during the Occupy protests, but its also very surreal. Full disclosure: I ran training on social media for the Hong Kong civil service including what they call the disciplined services (this included the police, government flying service, emergency ambulance service, prison service, customs and immigration). The people that I came across were smarter than whoever is managing this page.

    A great remix by The Avalanches which has been on heavy rotation during my dipping into Soundcloud

  • Shop OS versus mobile OS

    I decided to write this post to reflect on the very different visions of digital retailing that consumers are currently experiencing. I’ve labelled these two visions mobile OS and Shop OS respectively.

    The Mobile OS

    Qkr!I went to Wagamama with some colleagues from Racepoint where we were encouraged to all download Qkr!. Qkr! is an application that was developed by MasterCard rather than the restaurant, it isn’t exclusive to Wagamama either. MasterCard has built the application with a view to building a wide eco-system merchants. It is notable that the application is actually card issuer agnostic, so I was able to set up an account with a Visa card. Wagamama bribed us with free desserts to download the application, so they clearly have some skin in the game. We downloaded it, set up our account with at least one mode of payment, our email address and a password. One of us became the host and gave us all a number which was our common bill. We could order straight from the app and food was supposed to arrive. When we wanted to pay we selected our items and paid our share of the bill. A couple of us only had cash, so they paid a friend and the friend paid on the app. If I am absolutely honest with you, it was a lot of work for casual dining and but for everyone around the table working in technology marketing (and so having a modicum of curiosity about things app-related) – it probably wouldn’t have had us all on board. Now that we have the app on our phone, I could see Qkr! hoping that we use it regularly and likely try and steer us to its merchant network though notifications and special offers. From Wagamama’s point-of-view it saves them from building, testing and maintaining a bespoke application. There are also presumably productivity benefits from reducing the order taking staff required. Qkr! didn’t prevent Wagamama from making mistakes with our order and we ended up one chocolate cake down. Contrast this with the approach that McDonalds have rolled out in their new (to me) Cambridge Circus branch. The area between the counter and the entrance is dominated by a series of vertical kiosks. Digital McDonalds

    These kiosks contain an identical touch screen interface

    Digital McDonalds

    With a basic card reader on the bottom, there is no Apple Pay or NFC facilities, just a chip and PIN reader. The touch screen menu takes you through a smartphone app like experience, if smartphones came with 27 inch screens. Once payment was successfully received, you then received a deli counter style receipt Digital McDonalds

    And collected from a counter when your number appeared on the screen

    Digital McDonalds

    This is all designed to reduce consumer interaction and improve efficiency in the restaurant, if there was any way to cheapen the McDonalds’ experience making you queue like an Argos seems like the ideal way to go. The logical progression for this would be to move back to the Automat format (presumably this time using some sort of algorithm to optimise production. automat

    The irony of it all is that the rise of fast food restaurants like McDonalds killed off the Automat as a trend in North America and many Automats were converted into Burger King franchises.

    Both Wagamama and McDonalds may have had some efficiency gains but lost out in terms of brand experience, they moved a bit further towards commoditised casual dining and fast food respectively – which goes against the brand equity that they have striven hard to build over decades.

    Shop OS offers some advantages over Mobile OS, you can standardise on the hardware to reduce coding and testing requirements. It is ideal for tourists who may not want to roam on foreign mobile networks, nor be able to navigate free wi-fi offerings. The flip side is that there isn’t the same opportunity to capture customer data and behaviour, the notification screen on the smartphone is a key place for brands to intercept the customer using geofencing.