momorantings

Forget focus groups, quantitative research and ethnography, the future of marketing lies with noise-cancelling headphones. Yesterday, I donned a pair as part of this art installation at St Pancras station and I saw the light. The idea of the piece was to transpose the characters from the headphones onto the people moving through the station, its retail units and its food outlets. For a while it worked very well, but then I realised I was cancelling out the soundtrack and focusing solely on the silent interaction of the people around me. Without the overhearings and the hubbub, it was a different sort of noticing - something akin to that experience of being in a country where you don't speak the language, but without the helplessness. As long as you remember to leave your preconceptions at the door, you can learn a lot from the mass of non-verbal communication that's highlighted by the silence. It's not the future of marketing research, but it is revelatory.

When I joined Arena Stage in 2007, I came to my new job with a couple of preconceived notions about subscriptions. Perhaps it was in part a reflection that I am on the Generation X / Millennial cusp, but I was certain that the subscription model was outdated and ineffective. Many mature organizations that had developed their business models on subscriptions were seeing significant declines in subscriber numbers, and were literally caught between a rock and a hard place -- should they dump their subscription model and leap into the unknown , or keep putting band aids on a failing and timeworn strategy? Reports from major performing arts organizations at the time seemed to indicate a trend of declining returns, forcing a feeling that immediate change to a staple in our business model could be warranted. In early 2008, Arena Stage along with a few other LORT theaters , began to test subscription alternatives in focus groups. In doing so, I was absolutely certain that the results would

[Click on image to enlarge.] I'm pretty sure this isn't what M&S chief executive Marc Bolland meant when he criticised the poor signage in his stores. But it was amusing to see this on the day the media is filled with his £600 million revamp . While the usual bewilderment regarding the number of senior executives who must have signed off on the artwork applies, it's also chastening to note that store staff said the wall displays had been in place for about three months. Do customers not notice such things even when they're staring them in the face while standing at the check-out tills? Or do they see it and not care? Either way, M&S can never again reject a potential employee on the basis of a typo in their resume.

Announcing that you're offering customers a great product for a low price is hardly revolutionary. But I thought the French Connection lesson had long since been learned. Notwithstanding the moral responsibility that marketers share with all public communicators, the issue here is that of consistency. Short-term controversy generates noise and that's fine, but it is just short-term and it mustn't be allowed to distract from the overall tone of voice. Standing out is only half the equation. You need to ensure you stand out for the right reasons.

Each September, a great deal of my focus migrates to budgeting for the next fiscal year. Even while the current fiscal year is just getting its start, many senior managers at Arena Stage are focused on the following year, knowing that in just under four months, a new subscription campaign is set to launch. As summer comes to an end, and the new theater season begins, I find myself already thinking about how in many cases, budgets are created to restrict, rather than to provide, flexibility. If there is one thing I have learned since 2008, it's that success is greatly dependent upon one's ability to adapt quickly to changing circumstances. I've always been fascinated by people who consistently make the choice to stick with a strategy that isn't working instead of leaping into the unknown. In doing so, many believe they are mitigating risk, however refusing to adapt when a strategy is clearing collapsing only ensures failure, and what could be riskier than that? Those tha