Mindful Marketing - Mindful Matters Blog

Walmart Says Goodbye to Greeters

5/3/2019

by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

When you walk into a Walmart this month, you won’t see someone who’s been a fixture at the front of its stores for decades—the greeter. The world’s largest retailer’s decision to eliminate the iconic position quickly drew harsh criticism, which seemed to take the company by surprise and has made many wonder: Was Walmart right to send loyal employees into unemployment?

In mid-February this year, the big box retailer informed employees that effective April 26, the greeter role would be replaced by an expanded “customer host” position, requiring a greater range of job skills and physical demands like being able “to lift 25-pound (11-kilogram) packages, climb ladders and stand for long periods.”

Those who have worked in organizations for any significant time know it’s not unusual for positions to be added, deleted, and changed. What’s different about Walmart’s move is that its 1.5 million U.S. associates make it the nation’s largest private employer, and many of those who have filled the greeter role have been people with disabilities.

Given that unique employment impact, it’s understandable that many have not liked the change. Fred Wirth, whose son Joe uses a wheelchair and who worked as a Walmart greeter before losing his job, claimed the company’s plan was “just a systematic way of getting rid of all the disabled people.”

Could Wirth’s claim be true? Is the world’s largest retailer intentionally trying to displace workers with disabilities?

To answer that question, it’s helpful to understand the legal context for any such agenda. Title I of the American’s with Disabilities Act “prohibits covered employers from discriminating against people with disabilities in all employment-related activities, including hiring, pay, benefits, firing and promotions.”

Organizations aren’t expected to employ people who cannot perform the functions of a job. However, firms are required to provide “reasonable accommodation” for individuals with disabilities. For instance, a company could modify the height of a service desk in order to allow an individual in a wheelchair to more comfortably interact with customers.

To its credit, Walmart has tried to transition disabled greeters into different positions and otherwise accommodate them. It began to do so in 2015, when it started a pilot program that introduced the customer host position, who not only greets customers but also keeps the entrances safe and clean, assists with returns, and checks receipts as needed. During this program, the company claims it was able to help 80% of affected associates find new positions, many involving promotions.

Greg Foran, president and CEO of Walmart's U.S. stores, says that it’s the company’s goal to offer “appropriate accommodations that will enable these associates to continue in other roles with their store.” For instance, the company was able to offer jobs in self-checkout to three longtime greeters, all of whom have cerebral palsy.

Unfortunately, not every former greeter could be reasonably accommodated or had skills that would readily translate to other work. For these reasons, Walmart has extended the 60 day transition period in order to allow extra time for greeters with disabilities to find other jobs within the company.

Besides what seems to be a good faith effort to continue to employ individuals with disabilities, it’s worth noting that Walmart historically has been one of few employers to actively hire people with disabilities. It’s easy to criticize Walmart for its recent move away from greeters, but how many associates with disabilities do we see working in Target or most other retailers?

It’s also important to recognize retail’s great state of flux. The sector has become extremely competitive, largely due to e-commerce and online giant Amazon, which has helped precipitate store closings for some of the greatest retailers ever, e.g., Sears, Kmart, and Toys R Us.

Furthermore, when consumers do shop in-store, they are increasingly greeted by touchscreen kiosks and self-checkouts, not people. The grocery store where our family shops has a robot, rather than a person, roaming the floors to look for spills and dropped products.

Most of these technological advancements are driven by firms’ desires for greater efficiency and effectiveness. There also are times for most of us when it’s just easier to deal with a machine than a person. Nothing against bank tellers, but most people probably prefer to get cash from an ATM and to have funds deposited electronically into their accounts.

In the digital age, most people also probably don’t care about being greeted as soon as they enter a big box retailer. For some, it may even be a turn-off.

One of the greatest gifts any of us can be given is a job, but employment should be more than biding time to get a paycheck. Work should be meaningful to the person doing it, as well as to the company paying for it and to others ‘consuming’ it. The position of Walmart store greeter once served a more useful purpose, but it has outlived its useful life.

You probably wouldn’t want to sit or stand in the same place, day after day, repeating over and over, “Welcome to Walmart” to largely apathetic passersby. I wouldn’t. Most people, including individuals with disabilities, are capable of much more.

Even certain advocates for the disabled have applauded Walmart’s efforts to transition greeters to other positions. For instance, senior disability specialist at National Disability Rights Network Cheryl-Bates-Harris says, “Walmart is now opening the door to actually help individuals realize their full employment potential.”

So, it’s very unlikely that Walmart is intentionally trying to displace disabled workers. More likely, it wants to remain viable in a fiercely competitive retail arena, which will, in turn, allow it to continue to employ millions of people, including those with disabilities.

Sometimes organizations need to make tough decisions that negatively impact certain people in the short-run. However, offering meaningful work that provides valuable service to others in the long-run equals “Mindful Marketing.”

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How a Blind Marketing Student Sees a Smart Cane

3/8/2019

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by Jason Polansky, Marketing Major at Messiah College

I enjoy each day without something that many take for granted—eyesight. To safely navigate a sight-friendly word, a blind person develops other aptitudes, like a keener sense of hearing, and learns to use technology, such as a smartphone with GPS. Now one company has developed a hi-tech version of a tool blind folks have used forever—the cane. The thought of a ‘smart cane’ is intriguing, but is it Mindful Marketing?

A few years ago, members of Turkey’s Young Guru Academy (YGA), a nonprofit organization aimed at assisting disadvantaged members of society, began to develop WeWALK, a smart cane that uses ultrasonic sensors, microphones, and speakers to help individuals with visual impairments “see obstacles.” More specifically, a WeWALK hardware unit attaches to the handle of a blind person's cane, allowing him/her to more easily navigate outdoor environments.

Despite its recent start, the company has rapidly gained a social media following on Facebook, Twitter, and YouTube. The firm also has been featured on CNN International, NowThis, Forbes, Dr. Oz, and certain New York City television outlets.

What features and benefits does WeWALK offer that have spurred its rapid rise? The following list summarizes key parts of the new product’s value proposition:

vibration and an ultrasonic sensor to detect overhead and chest-level obstacles, such as hanging tree branches and telephone poles
a compass, accelerometer, and gyroscope for GPS technology and Google Maps integration
Bluetooth connectivity, to be paired with an iOS or Android smartphone and integration with apps such as Google Maps
touch controls that allow users to access their smart phone via the device itself, without having to remove the phone from a pocket, purse, or backpack
a microphone and speaker for voice control and Amazon Alexa integration
support for Turkish and English languages
approximately five hours of battery life
charging via a micro USB port
weight of 430 grams
length of approximately one foot
open platform for app developers to add integrations with the device
purchase price of $349 through Indiegogo

I applaud the idea and the innovation behind WeWALK and appreciate several of its strengths. For instance, overhead obstacle detection is a feature that I would find helpful. Oftentimes when I go hiking, or even when I am just walking down the sidewalk in a residential area, I never know when I am going to encounter an overhead object like a tree branch or some low-hanging sign.

In addition, the ability to connect to a smartphone via Bluetooth could save time and provide convenience by not having to hold a phone in one hand and a cane in the other. Allowing a free hand is a plus.

However, WeWALK also has some significant limitations. First, it does not attach to all types of canes that blind people use. I personally prefer a light-weight, rigid, National Federation of the Blind white cane with a metal tip, but WeWALK does not currently attach to this type of cane. Most of the canes that the device attaches to are much heavier and bulkier in nature. However, AppleVis does say that the firm has a goal of attaching to every popular cane in the world.

Another concern is how well the product can withstand the elements. Due to it being an outdoor product filled with many electronic components, one must be aware of rain during all seasons, as well as winter snow and summer heat. A useful addition to the product would be a protective case of some sort that would not muffle the sound from the speaker.

Speaking of the speaker, I would be interested in knowing how much volume can be produced. Outdoor environments can be quite noisy, due to traffic, construction, and other noises that may prevent the user from being able to hear its audio feedback while holding the cane at arm’s length.

It’s also worth noting that a five-hour battery life may not be enough to get someone through an entire day of traveling, especially while on vacation or otherwise being a tourist. Maybe this deficiency could be remedied by charging through an extra external battery that the user could carry in his or her backpack or purse. However, that power supplement would mean a rather long cord attaching the battery to the device, as well as extra weight.

One also must acknowledge the limitations inherent in any GPS product for the Blind. A GPS won’t tell a pedestrian when it’s safe to cross the street, the path to take through construction, nor will GPS directly lead the user across a large parking lot. Just about any blind person who is an experienced traveler would say that possessing strong mobility skills and knowing how to travel safely is essential before attempting to use any GPS product.

Just as when driving a car, a GPS will tell the driver how to get to the desired destination most of the time, but it does not know the rules of the road. It does not tell the driver to stop at a stop sign or obey the speed limit. Thus, I would not recommend this product to a blind person who does not possess adequate cane travel skills in the first place or who is fearful of traveling in unfamiliar environments.

Beyond the preceding limitations, a big turn-off for me is some of the language used on the firm’s about page. The first line says “WeWALK is the world's most revolutionary smart cane developed for the visually impaired people.” Using the word “the” before “visually impaired people” is a rather patronizing way of describing the target market, just as it is insensitive to use “the” before the name of a racial group. Furthermore, I don’t believe “blind” is a negative word, and I feel it’s fine to use “blind” when describing people who are not completely blind.

A better way to phrase the webpage phrase may be:

“WeWALK is the world's most revolutionary smart cane developed for blind and visually impaired individuals, allowing for greater independence and mobility through innovative technology,” or

“WeWALK is the world's most revolutionary smart cane, strategically built with the blind in mind, combining the white cane that you have known and loved for decades with ground-breaking technological advancements.”

In any case, the company should seriously rethink this use of language as it moves forward.

Overall, WeWALK is a decent and well-intentioned product that shouldn’t cause any serious harm. Still, at a price of $349, there are plenty of ways in which the product must improve before it can truly compete within the marketplace of technology and other tools targeted for blind and visually impaired individuals. Sometime in the future, WeWALK may be Mindful, but at this point I see the smart cane as “Simple-Minded Marketing.”

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Betting on Sports Gambling

12/28/2018

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

What skills did your parents teach you when you were growing up? Maybe they showed you how to throw a baseball, ride a bike, or drive a car. If Buffalo Wild Wings launches a major initiative it’s considering, moms and dads might start teaching their kids a whole new set of skills, like how to place bets on teams that will cover spreads in big games.

On May 14, 2018, the U.S. Supreme Court struck down a 1992 federal law that largely outlawed sports betting, thereby giving states authority over such gambling. Several states, like Delaware and New Jersey, quickly legalized sports betting, and many others are poised to follow suit. It’s hard to imagine policymakers resisting the revenue potential sports gambling represents, which is the same reason Buffalo Wild Wings is considering adding gambling to its menu.

There’s certainly nothing wrong with businesses, including those in the highly-competitive restaurant space, looking for other sources of sales. Furthermore, some restaurants, like Dave and Buster’s, have become successful by marketing experiences alongside entrées. But, is playing arcade games the same as putting down money on NFL games?

Leisure is in many ways a personal preference. Everyone needs to relax and refresh at times, in ways that work for them, so who’s to say someone is wrong to spend his/her free time and money reading books, riding bikes, watching movies, or wagering on the outcomes of soccer games? If done in excess, most leisure activities could potentially be harmful, but gambling appears to carry a unique set of risks for the gambler and others:

Financial Risks: Problem gamblers can easily fall into a downward spiral of debt, leading them to max out credit cards, fail to make mortgage payments, or even declare bankruptcy.
Relationship Risks: Compulsive gambling can lead to neglect of children, fights with spouses, and divorce.
Health Risks: Problem gamblers often suffer from stress, anxiety, low self-esteem, and depression, as well as related physical symptoms such as insomnia, high blood pressure, migraines, and heart disease. Such individuals also are likely to use alcohol and drugs as coping mechanisms, or even commit suicide.
Job Risks: Individuals with gambling problems are frequently absent from work and less productive when they are on the job, often because of their misuse of company time.

While most leisure activities tend not to become obsessions, gambling addiction is very real. Studies have shown that those addicted to gambling exhibit many of the same behavioral and neurological symptoms that drug addicts experience. What’s more, bookstores and bicycle shops don’t need to run disclaimers in their ads, “Have a reading addiction?” or “Biking problem? Call . . .”, but casinos put disclaimers like this one on their websites: “Gambling Problem? Call 1-800-GAMBLER for help.”

The following statistics from Addiction Tips help put problem gambling into even clearer perspective:

Around 80 percent of the American population gambles in a given year.
About five out of 100 gamblers have a gambling addiction.
Of those age 14-21, 750,000 are addicted to gambling.
Most of those addicted to gambling are between the ages of 20 and 30.
Over 6% of students in U.S. colleges gamble regularly.
Gambling addiction is positively correlated with criminal activity, including violent crimes.

Gambling is a widespread and risky activity; however, the National Council on Problem Gambling acknowledges that “most adults who choose to gamble are able to do responsibly.” With the legalization of sports betting, gambling activity is likely to explode, so why shouldn’t Buffalo Wild Wings add sports gambling to its menu? That’s the question longtime ESPN host Mike Greenberg asked during an August 18, 2018 broadcast of his daily sports talk program Get Up!:

“This doesn’t seem that complicated, unless I’m missing something . . . It seems like a lot more people will come [to Buffalo Wild Wings, if it adds gambling]. I don’t see any reason not to and I see every reason to . . . I am one who is in favor of gambling in a significant way, so I don’t see any downside to this. Tell me what I’m missing if there is something.”

Here are some things that Greenberg may be overlooking about sports, gambling, and Buffalo Wild Wings:

Sports are extremely widespread: There are over 440 internationally recognized sports and more than 8,000 indigenous sports, not necessarily recognized internationally. That pervasiveness means a virtually endless stream of easily-found betting opportunities.
Sports inspire passion among a very wide range of people: Few things stir as much interest and excitement as sports, or enjoy such broad demographic appeal: men and women from toddlers to senior citizens love sports. The 2018 Super Bowl drew over 103 million viewers in the U.S. alone, which provides some specific support of that extensive popularity.
Gambling can be destructive and addictive: Several paragraphs above have already detailed many risks associated with gambling as well as its potential for addiction.
Buffalo Wild Wings is really big: It’s the largest sports bar chain and the 17th largest restaurant chain in the U.S. In 2017, it had sales of over $3.9 billion across 1,206 stores, which means Buffalo Wild Wings could expand sports betting across the country about as fast as any company could.
Buffalo Wild Wings targets families: The firm’s website suggests “Wednesday is for Family,” while promoting $2.99 kids’ meals from 4:00 pm - 8:00 pm from its seven-item, customizable kids’ menu. Customers also perceive the restaurant as family-friendly, posting online comments like “Yes, this place [is] definitely suited [for] families,” “Fun sports environment with fun bar atmosphere and family restaurant at the same time,” and “an awesome family friendly restaurant.”
Buffalo Wild Wings targets college students: The chain currently offers special promotions with 16 different universities, including the University of Alabama where football fans can get a free order of snack-size wings if Alabama records three or more sacks in a game. A Google search of “Buffalo Wild Wings student discount” returns numerous hits of other college and universities that have negotiated special student discounts, such as one giving students at Northern Michigan University 10% off food items on Thursdays. Also, the website Student Discount Program calls Buffalo Wild Wings “the ultimate place to get together with your friends, watch sports, drink beer and eat wings.”

Certainly, there are many people who gamble without causing serious harm to themselves or others. Unfortunately, there also are 5 -7 million Americans, according to the National Council on Problem Gambling, who meet one or more of the diagnostic criteria for pathological gambling, thus experiencing at least some of the undesirable outcomes mentioned above. These numbers are likely to increase dramatically, as more states legalize betting on activities that have some of the broadest and most impassioned followings—sports. People who don’t already gamble are probably more likely to start if they can bet on something they enjoy and understand. For many people, that something is sports.

Because of its size and influence with sports fans, Buffalo Wild Wings would accelerate the growth of sports betting like few other companies could, should it choose to move forward with gambling. However, that probability is only one concern. Another is the impact Buffalo Wilds Wings would likely have on young people and their betting behavior.

As described earlier, Buffalo Wild Wings targets college students, many of whom love sports and already gamble. These coeds will be easily won over to sports betting, although they can ill-afford it, both because of time (many should study more) and money (many college students have considerable debt). However, an even younger demographic is at risk, should Buffalo Wild Wings begin sports betting.

As mentioned above, the chain also targets families with young children. While it’s unlikely that any kids would place wagers at the restaurant, children do carefully observe and emulate the behavior of adults. It’s sad to imagine so many children, most of whom love sports for the pure joy of playing or watching, being socialized into gambling on games. Greenberg's Get Up! co-host Jalen Rose aptly expressed this sentiment as he said, "I don't want my grandpa teaching me about gambling at [age] seven."

It will be hard for Buffalo Wild Wings or any organization to resist the revenue that can come from entering the growing market for sports gambling. Hopefully, however, the restaurant chain will recognize the unique influence it wields, especially on the lives of young people, and avoid betting on a strategy that can be considered “Single-Minded Marketing.”

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Starbuck's Learns Sign Language

11/16/2018

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

If you’ve gone to a really loud concert, gotten a bad ear infection, or had a clogged ear canal, you know a little about hearing loss. Over five percent of the world’s population has permanent “disabling hearing loss,” yet few organizations consider those consumers’ special needs. One multinational corporation, however, has embraced this unique group of customers in a way that should make every company listen.

A few weeks ago, Starbuck’s opened its first Signing Store in the United States. Located at 6th and H Street in Washington, D.C., the store first appears to be a typical Starbuck’s, but a closer look reveals a unique coffee house, specially designed for those who are deaf or hard of hearing.

For instance, the store features a more open layout and low-glare surfaces in order to facilitate visual communication. Store employees, 20-25 of whom are themselves deaf or hard of hearing, are fluent in American Sign Language (ASL). Deaf baristas wear “ASL aprons embroidered by a Deaf supplier,” while those who can hear sport “I Sign” pins. The store also contains some high-tech advancements to ease ordering, such as “digital notepads and a console with two-way keyboards for back-and-forth typed conversations.”

Those adaptations sound nice, but should a global icon do so much to accommodate a relatively small number of people who tend to be scattered throughout the population? With over 28,000 retail stores, Starbuck’s is by far the “largest coffeehouse company in the world,” as well as the third largest fast food restaurant, behind only McDonald’s and Subway. The firm employs about 277,000 people and has annual revenues of over $24 billion. In light of such scale, isn’t it an unnecessary distraction to design and operate a solitary store that’s so specialized?

First, it’s important to note that Starbuck’s Signing Store is strategically located near Gallaudet University, “a federally chartered private university for the education of the deaf and hard of hearing.” Gallaudet enrolls over 1,100 students, and if they are like other college students, which they undoubtedly are, most probably love to drink coffee. So, Starbuck’s has a ready-made, geographically concentrated target market, within a short walk of its store.

A second consideration is that a customized coffee shop is something that’s replicable. In fact, the Washington, D.C. outlet is Starbuck’s second Signing Store. The company opened the first one in Kuala Lumpur, Malaysia in 2016. Perhaps there are suitable spots for similar stores in other parts of the U.S. or the world. In American alone, there are nearly 50 residential schools for the deaf.

Likewise, there may be opportunities to develop customized stores for individuals with other special needs. For instance, there are nearly 40 schools for the blind in the U.S. It also may be possible to tailor stores for certain fields of study, e.g., music or visual arts.

Third, Starbuck’s Signing store has produced some very positive PR for the company. A Google search of “Starbuck’s Signing store” returns over 8 million hits, including many complimentary news pieces in major media like USA TODAY, CBS News, Fortune, and the Washington Post. The National Association for the Deaf also has praised the company's efforts to educate and enrich the lives of its constituents and many others.

Fourth, and perhaps most important, the Signing Store fits squarely within Starbuck’s mission, values, and goals. The company claims an “ongoing commitment to inclusion, accessibility and diversity,” which is broadly reflected in its mission statement: “To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time." More specifically, the first of Starbuck’s four core values encourages “Creating a culture of warmth and belonging, where everyone is welcome.” This value is evident in the company’s 2018 goals, which include ongoing global social responsibility that creates “meaningful impact in the communities it serves.”

Although it’s unlikely that customized stores will ever be profitable on the scale of its traditional outlets, Starbuck’s should still be able to leverage the specialized model for meaningful growth. Moreover, with every store opened to serve disadvantaged people groups, the company builds tremendous community goodwill and gains very positive global publicity. For all these reasons, Starbuck’s Signing store is an emblem of “Mindful Marketing.”

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Smile, You're on Social Media

8/9/2018

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

"When it's least expected - you're elected. You're the star today. Smile! You're on Candid Camera!” It used to be that a hidden camera TV show was the only way others might see our most embarrassing or intimate moments. Thanks to cellphones and social media, millions can now easily watch outtakes from our lives, whether we like it or not, which is what one unsuspecting airline traveler recently experienced.

A few weeks ago, Helen (last name unknown) was settling into an Alaskan Airlines flight from New York to Dallas when another passenger, Rosey Blair, asked if she’d switch seats. Blair wanted to sit next to her boyfriend, Houston Hardaway, who was in the row behind her. Helen obliged, which put her in front of Blair and Hardaway, and next to an attractive stranger, who later identified himself as Euan Holden, a former professional soccer player.

As the plane took off, so did an apparent romance between Helen and Holden. The unexpected seatmates’ casual conversation turned flirtatious and eventually the two were touching elbows on that ambiguous middle armrest. When the flight landed and passengers deplaned, the two could be seen strolling through the terminal together.

Given 40,000+ flights in the United States each day, how do we know so much about the interaction between two ordinary air travelers? We’re privy because Blair chronicled everything about the blossoming relationship from the row behind them.

Around 15 times, Blair tweeted about things she saw and overheard such as the couple discovering that they were both personal trainers and vegetarians. Pictures and videos accompanied some of the tweets, as well as the hashtags #PrettyPlaneGirl and #PlaneBae. In very little time, Blair’s tweets amassed 630,000 likes and 250,000 retweets, then mainstream news media began to share the touching tale.

Sounds like a relationship and social media success story, right? Not quite. Helen was unaware of Blair’s inflight antics and was very unhappy to be flung into the national media spotlight, especially after the attention led to online harassment and the need to delete her social media accounts. Helen issued a statement through an attorney that included: “I did not ask for and do not seek attention. #PlaneBae is not a romance - it is a digital-age cautionary tale about privacy, identity, ethics and consent.”

Wow. That’s a strong reaction, but did Blair do anything wrong? After all, it’s legal to photograph people in public places where there is no “reasonable expectation of privacy.” The incident occurred on a commercial airliner, apparently in coach, where hundreds of people are packed like sardines. It’s hard to get much less private.

“Reasonable expectation of privacy,” however, is subject to interpretation. Yes, a commercial airliner is a rather pubic place, but most passengers wouldn’t expect the people behind them to be eavesdropping on them throughout an entire flight or photographing them from above and between the seats.

An even bigger issue involves Blair’s occupation. According to her Twitter page, she a plus-size fashion, lifestyle, and travel blogger, which means her livelihood depends on sharing content on social media. Gaining likes, shares, and followers is key to her success, and to have a post go viral is golden.

Blair’s profession matters because it reframes her motives and recontexualizes her actions. She’s no longer just a person sharing with friends a few photos she took of strangers. She’s an entrepreneur employing visual and verbal accounts of others to advance her business interests. She’s a marketer using Helen and Holden, without recompense, to build her brand. Jayson DeMers describes such situations in a 2014 Forbes article:

“The danger in using photos of individuals for your online marketing purposes is that your efforts could be seen as commercial. The rules when it comes to using photos for commercial purposes differ from when you’re merely sharing vacation photos with your buddies. Even if you aren’t directly making money off of the usage, a photo in a social media campaign can easily be seen as similar to using a photo in a print brochure or billboard ad.”

What Blair did was not clearly illegal, but her actions could easily land her on the losing end of a lawsuit, as DeMers continues to explain: “If your subject believes his likeness was used to sell a product without his permission, you may find yourself on the losing side of an argument in front of a judge.”

Ethics, however, is not simply a matter of ‘legal’ or ‘illegal.’ It’s about doing the right thing no matter what the law says. In that light, a good question for Blair or anyone in a similar situation to ask is “Would I want someone else to eavesdrop on my conversation, take pictures of me without my knowledge or permission, and share those things on social media?”

Most of us would say, “Of course not.” So, if that’s the kind of consideration we’d like for our own privacy, we should obey the Golden Rule and show the same respect to others.

Everyone makes mistakes, and Blair seems to recognize that her social media sharing of two strangers’ personal interactions was wrong. She has offered an apology; although, she failed to delete most of her tweets about the incident. For this reason and all of the above, Blair’s creation and promotion of “Plane bae” should be considered “Single-Minded Marketing.”

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Churches for Men Who Don’t Like Church

7/7/2018

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by Michael Zigarelli, professor of leadership and strategy at Messiah College
mzigarelli@messiah.edu

“Jake” is not his real name, but he’s a real guy experiencing real change. Jake is 37 with three kids, married for 13 years, many of them unhappy. His life and his work are uninspiring, but it’s a living.

Gradually, his living is becoming a life, and it’s happening in the last place he’d expect: a church.

Jake’s making friends there, his first since becoming a parent. The chronic loneliness of his life—he didn’t even know how bad it was—is subsiding. There’s more peace in his household, too, probably because there’s more peace in Jake. The kids notice that dad’s different; Jake and his wife have turned back the clock 10 years. The aquifer of anger just beneath the surface has dried up.

Gone as well is Jake’s misperception of God. He’s learning that God really does love him. That’s changed everything, giving Jake a new identity—his real identity.

Now multiply Jake’s experience by a hundred thousand. Maybe more. Research I’m conducting across the United States reveals that there are countless Jakes out there because a few innovative churches have figured out how to reach them.

Why Some Churches Target Men

The concept of a “target market” is Business 101, just as the analogous concept of a “target people group” is Missions 101. It’s axiomatic. It works. From a theological perspective, it’s good stewardship.

So consider the logic of “adult men,” or some subset, being a church’s primary target. First, a scant one in five men attends religious services weekly in the United States. Second, there’s the longstanding gender gap: Sit in the back pew this Sunday and you can count 50 percent more women than men. And third, targeting men seems to accelerate church growth. Consider these strikingly-consistent perspectives from senior pastors I interviewed:

“It’s a very simple argument: You reach the man, you reach the family.”
“If the men are respected and feel comfortable in your church, the families will follow.”
“We stumbled into this strategy: If you get the man, you often get everyone in his circle.”
“We asked ‘how do we reach the most people?’ and it seemed that if we could reach the husband or the dad, then we had a good shot at reaching the rest.”

The churches in my study do not appear to be part of some masculinity movement. Rather, they’ve simply adopted an efficient and catalytic strategy: Get the man, get the family. The approach not only reaches a vast and underserved “people group,” it has the byproduct effect of bringing in women and children by the vanload.

Perhaps that’s why most of these churches have gone from start-up to thousands in weekly attendance in a mere decade or two. One, in fact, now attracts 10,000 visitors a week system-wide. Another attracts 27,000.

As a strategy professor, I can’t say I’m surprised by the growth. These churches are pursuing what’s known in my world as a “blue ocean strategy,” the disproportionately powerful decision to go where the “non-customers” are—that is, to serve an ignored segment of the market that would buy your product under the right conditions. The pastors have simply provided the right conditions, enabling their churches to claim, again, to use the business language, “uncontested market space” (i.e., the men who would not be in any church otherwise).

Hence the metaphor of operating in an undisturbed “blue ocean.” No competition there, only demand. It’s the same approach that propelled Henry Ford, Milton Hershey, Sam Walton, and Steve Jobs. Many others as well: Southwest Air, CNN, Home Depot, Airbnb, Cirque du Soleil, Starbucks, Nintendo, Netflix, Quicken—all have soared by serving those formerly on the sidelines.

My emerging sense is that there is plenty of room in that blue ocean for churches beyond those in this study. In other words, there seems to be a wide-open space for more effective evangelism and discipleship of men, and by extension, those in their sphere of influence. Let me introduce you to a few exemplars.

Seven Man-Friendly Churches

For this project, I found seven churches overflowing with men. They’re not that way by chance. Rather, they’ve been intentional, even relentless, about pursuing men as their primary “target people group.” In alphabetical order, the churches in this study are:

121 Community Church, Grapevine TX, Founding Pastor Ross Sawyers
Christ’s Church of the Valley (CCV), Peoria AZ, Founding Pastor Don Wilson
Coastal Church, Daphne AL, Founding Pastor Chad Stafford
Mecklenburg Community Church, Charlotte NC, Founding Pastor Jim White
Northwood Church, Summerville SC, Founding Pastor Fred Richard
Revolution Church, Tucson AZ, Founding Pastor Josh Reich
Wheatland Salem United Methodist Church, Naperville IL, Pastor Jennifer Wilson

Each is man-friendly at its core, designed to reach the unreached. Their goals and strategies make that plain. So do these quotes from some of the senior pastors I interviewed:

“I have the Biblically-illiterate, f-bomb-dropping guy in my head with every talk I write.”

“The person we’re trying to connect with is the 20- to 40-year-old guy who comes in, probably late, sits in the back row, folds his arms and says ‘God, this is your last shot.’”

“Our target is the young dad who was in a fraternity, went to church and hated it, is now working 60 hours a week. He’s more in need of community than he’s ever been in his life; he’s so disconnected from God.”

One pastor summed it up straightforwardly for them all: “I go after guys who were raised Christian, but who haven’t been to church in a while.” Simple. Focused. The classic hedgehog technique from Good to Great.

How do they do it? Their implementation weaves its way through the music, the messages, the staffing choices, the platforming and promotions, even the colors and decor. They’ve replaced flowers and pastels with earth tones and lobby screens tuned to ESPN. They avoid love songs to Jesus and other language that makes guys feel weird. They keep the service to an hour, the messages to a half-hour, and the content intensely practical.

And they do so much more. You can find the details in this Christianity Today article or these more in-depth pieces on LinkedIn and on YouTube.

Women and Children Love These Churches, Too

While it’s possible to become a man-friendly church at the expense of others, the leaders I interviewed seem better than that, seeking win-wins. Most, for example, have gone big with children’s ministry—huge, in fact—not just to serve the kids, but because guys who won’t come to church for themselves will attend if their kids love it.

Women are also enthusiastic about these churches, according to the leadership. Ecstatic in many cases. This quote from one of the pastors echoes what I heard from several of them: “No lady has ever said we’re too masculine. But I’ve had dozens of them come to me with tears in their eyes, saying ‘I’ve been trying to get my husband to go to church for 20 years and this is the only church he will ever go to. Thank you so much!’”

While this research is ongoing, my preliminary conclusion is that these church leaders have found an approach that is working for everyone, reaching thousands who would otherwise remain alienated from God, and offering us a novel, nonprofit example of “Mindful Marketing.”

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For Lives, For Profit

5/16/2018

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

Childbirth can be dangerous—Claudine Ndayishime found out firsthand when a C-section complication caused her to lose blood and slip into a coma. Tragically, the hospital didn’t have her blood type in stock. As her life hung in the balance, help came from above.

Flying in from many miles away, a small and very fast drone delivered the blood she desperately needed. Thankfully, Ndayishime and her daughter are alive and doing well today. The drone that made the life-saving delivery wasn’t from who you might expect, e.g., the hospital system or the Red Cross. It came from Zipline, a for-profit startup company whose mission is about “life-saving delivery by drone.”

Ndayishime’s story of death defiance is not unique. Since launching in Rwanda in October 2016, Zipline’s innovative approach to delivering critical medical supplies has “logged more than 186,000 miles and over 4,000 deliveries,” often for cases of critical need. Rwanda’s Minister of Health Dr. Diane Gashumba suggests that many lives have been saved as a result.

Aerial drones are increasingly common. A simple search on Walmart.com returns over eighty drones that end-consumers can buy. So, why are Zipline’s drones special, and how does a small start-up deliver life-saving service on a national scale? For a clear and quick understanding of Zipline, watch the following three-minute video: https://youtu.be/6wBeXIgD4sY

One big difference from other drones is that Zipline’s have fixed wings, i.e., they’re like airplanes not helicopters. Zipline uses fixed-wing aircraft for the same reasons commercial airlines do—they can fly farther and faster. While Amazon’s delivery drones hit top speeds of 50 mph, Zipline’s drones travel as fast as 80 mph, making its technology “the fastest commercial delivery drone on earth.”

In critical situations when every minute matters, that speed saves lives, as does the reach of Zipline’s drones. The firm’s fixed-wing craft are more efficient than typical drones, allowing them to fly for nearly 100 miles round trip, or about 200 times further than the average quad-copter. Zipline’s drones also are cable of “flying over tall mountains, and even through high winds and downpours"--something most drones could never do.

However, Zipline’s success stems from more than just the type of drones it uses. The company employs comprehensive logistics that include strategically-located distribution centers for medical supplies, a text message-based ordering system, and “military-grade GPS” that guides the drone to the appropriate destination, where the valuable cargo is dropped softly by parachute.

Another important feature of Zipline’s drones is that they don’t take off and land like typical fixed-wing aircraft. Instead, the “zips” fly more like jets on and off an aircraft carrier. The drones are catapulted into flight for take-off, and they are tail-hooked out of the air upon returning to the distribution center, all of which adds to speed of service and location flexibility.

At this point, Zipline’s operations are restricted to Rwanda, but the company has plans to place distribution centers in many other countries around the world, including in the United States. Zipline has raised over $41 million in capital, which will help fuel the expansion.

That last piece of information may make some people uncomfortable: Zipline is a for-profit firm. As such, the company not only needs net income, it must produce a big enough return on investment to satisfy existing investors and to encourage future ones to buy into the business model. The average rate of return venture capitalists expect is 25%.

So, Zipline’s motivation is based on more than a selfless desire to do good. If your life were on the line, would you want the outcome to rest on the wings of a for-profit company? Wouldn’t you want aid from an organization that was more purely altruistic?

It would be helpful to ask these questions of Ndayishime and others in Rwanda who Zipline’s fast-moving drones have saved. My guess is they would have no problem with a for-profit firm being in the business of saving lives.

It’s a fallacy to think that individuals and organizations cannot hold different motives concurrently. Most of us do that kind of balancing in several areas of our lives. For instance, we’re employees who want to help the people our organization serves, but we also want to get paid. Those motives are different but complementary: the better we serve others, the more likely it is that we'll keep our jobs and perhaps receive a raise.

A similar relationship exists for Zipline. The better it serves hospitals and their patients, the more likely it is to retain their business and gain new accounts from other institutions. In the case of Zipline and many other companies, profit serves as an added incentive to innovate and to deliver their products/services more efficiently and effectively, which benefits others.

At a time when many say that technology is taking jobs and that business is bad for society, Zipline offers an excellent example of the opposite: Its work saves lives, provides employment, and ultimately makes our world a better place. It’s a company that can be commended for its “Mindful Marketing.”

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Does 'Amazon Go' Mean Goodbye to Jobs?

1/27/2018

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

Imagine walking into a store, taking whatever you want, and walking out. What sounds like a shoplifter’s fantasy, Amazon has made a reality, of sorts, in its one-of-a-kind Seattle store. Customers still need to pay, but the entire process is automated electronically, which may lead some to ask, ‘Is Amazon’s cashier-less concept endangering employment?’

It may seem strange that the king of ecommerce is bothering at all with old-school, brick-and-mortar retail, let alone a self-checkout store. Many online retailers, however, have found that the secret to long-term success involves a combination of “bricks and clicks,” i.e., both a traditional and a virtual market presence.

Of course, this is not Amazon’s first foray into physical retail. The company already has a handful of retail stores. A main reason for these tangible outlets is that, as convenient as ecommerce may be, there are certain things that people want NOW, and they’re not willing to wait overnight or even a few hours, if same-day delivery happens to be possible. In sum, Amazon doesn’t want to miss out on the market for immediacy.

With its new “Amazon Go” store the company has taken ‘fast’ a big step further by eliminating the checkout line. Here’s how the “Just Walk Out Technology” works. Amazon account holders download the free Amazon Go app and scan their smartphones when entering the store. Every item they choose from store shelves, then, is automatically placed in their virtual shopping cart by means of “the same types of technologies used in self-driving cars: computer vision, sensor fusion, and deep learning.” When customers exit the store, the system charges their Amazon accounts and sends them receipts for their purchases, all without them ever entering a checkout line.

What can people buy at this one-of-a-kind store that claims “The world’s most advanced shopping technology”? At this point, the options are mainly grocery items, including Amazon Meal Kits. It makes sense for Amazon Go to focus on food because edibles are what people most often want to get quickly; they certainly don’t want to wait the days or weeks it takes to receive some goods from Amazon.com.

But, a cashier-less store is a potential cause for concern, for at least a few reasons. First and foremost, it seems like the technology could be taking workers’ jobs. People get paid to run cash registers and otherwise help check others out of stores. Granted, Amazon isn’t a big brick-and-mortar retailer now, but that seems to be changing. After opening its first Amazon Books store in Seattle in November 2015, the company now operates in a dozen more locations scattered throughout the U.S., with plans to open several more soon.

Even if Amazon doesn’t implement cashier-less checkout in its Books stores, or it fails to make its Go stores as ubiquitous as McDonald’s restaurants, the employment impact of the technology will still spread. It’s likely that other retailers and technology companies are already working on their own versions of Just Walk Out Technology that one or more of them will pilot in the near future. Then, after fixing the flaws, the technology will likely penetrate more and more retail sectors, just like self-checkout spread from grocery stores to big box retailers and beyond.

So, there’s potential that not just a few dozen, but thousands, tens of thousands, or more cashiers could be displaced. For instance, there are over 154,000 convenience stores in the United States. If just 10% of those stores adopted something akin to Amazon’s Just Walk Out Technology, and each store employed four cashiers, there would be over 61,000 people out of work.

Such projections make cashier-less shopping or any technology that replaces human labor sound bad, but is it really? Just a century or so ago, many people were employed in basic manual tasks, like digging holes, ditches, etc. If you’ve ever dug a hole of a significant size in solid ground, you know it’s a very strenuous task.

Thankfully, ingenious individuals invented machines like the bulldozer and backhoe that dig far more effectively than even a hoard of humans with shovels. Did that technology take jobs away from people who could dig? Yes. But that displacement was ultimately for their own good, as well as the good of society. Few people want to make a living digging holes by hand. It’s much less strenuous and more stimulating to operate the machinery that does the digging, or to plan where the digging should be done, or to build the homes, highways, etc. that use the holes and help drive the economy.

Of course, being a cashier demands a broader range of skills than digging a hole; yet, most cashiers probably would welcome the opportunity to do work with more variety or challenge, maybe after receiving some additional training or education. Regardless, we all must recognize that technological advancements have changed the way people have worked for millennia, and they will continue to do so. What’s more, that rate of change may be increasing when one considers recent innovations in areas such as robotics, virtual reality, and artificial intelligence.

Someone who knows something about technology and job creation is Microsoft founder and philanthropist, Bill Gates. The software that Gates developed decades ago and the advancements it supported, inevitably led to the displacement of workers whose job skills were passé.

However, that technology also created thousands upon thousands of new and more engaging employment opportunities for individuals who learned to leverage that technology. In an interview with Fox Business, Gates suggested that the same cycle of economic growth and job reassignment will continue in the wake of the latest applications of new tech.

Amazon Go is a ‘prime’ example of technological advance sparking job skill evolution and likely economic growth. Although the store doesn’t have cashiers, it employs a variety of other individuals in meaningful work that includes making the retailer’s ready-to-eat food and offering customers product recommendations. What's more, people are needed to build, install, and maintain the Just Walk Out systems.

Amazon isn’t guilty of eliminating jobs; rather it’s created new and more interesting opportunities for individuals, particularly for ones who embrace technology and invest in their own professional development. In sum, Amazon Go checks out as “Mindful Marketing.”

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Fixing iPhones

8/10/2017

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

One rainy morning many years ago, I was driving to work (my first career position after college) when a car hit me from behind and pushed me into another vehicle. It was a relatively slow-speed collision so the damage to my car wasn’t extensive, but the insurance adjuster called it “totaled” since the repair estimate exceeded the car’s low value. My car wasn’t worth fixing; I needed to get a new one.

That experience reminds me of the many products we use each day but seldom repair when they break. For instance, most of us don’t think of fixing a broken toaster; we look for a new one. This tendency to replace instead of repair places significant strain on our environment, but the practice becomes even more troubling when talking about expensive and easily ‘injured’ items like our ever-present smartphones.

If you own a smartphone and haven’t dropped it or had some other mishap, you’re either extremely careful or very lucky because, “Each year millions of cell phone owner’s drop, sit on, flush, swim with and even throw their phone, which normally results in some sort of damage.” After such an unfortunate occurrence, the question becomes whether to repair or replace the indispensable device, which probably cost at least a couple of hundred dollars, or several hundred-plus if you’re packing a newer iPhone or the latest Samsung Galaxy.

Fortunately, a variety of online outlets will repair broken phones, for example:

However, using an online organization for repairs requires a major sacrifice of time. Many people can’t be without their smartphone for a few hours, let alone several days or more. And, there’s the issue of trust: We don’t know these companies well and can’t watch them make the repair. How can we be sure they’re respecting our privacy when so much of our lives literally rests in their hands?

Also, again, there’s the issue of cost. Is it worth $100 or more to repair even a relatively new device when technology is changing so quickly? As a result, it’s easy to rationalize spending a few hundred more to have a new one.

You may be wondering, "Where are the smartphone manufacturers? Why don’t the cellphone companies have our backs when their products so easily and often get broken?" In the U.S., that criticism has hit especially hard at Apple, which has a whopping 44.6% share of the smartphone market.

For years, the only place iPhone users could get their cracked screens ‘officially’ replaced was at an Apple store. Unauthorized repair centers, like the three listed above, might be able to fix the phones, but if Apple later detected their work on the device, the warranty would be voided.

Apple would suggest that the reason it has kept a tight rein on screen repairs is that it wants them done right, especially “to ensure that the new screen is properly calibrated – and in particular to allow the Touch ID sensor to be replaced without bricking the phone or losing use of the sensor.” Those more cynical about the tech leader’s motives might suggest that Apple wants to drive business to its own stores in order to capture the repair revenue or, even better, to sell users new iPhones and other items, i.e, to replace, not repair.

In any case, there are currently about 270 Apple stores in the U.S. That number may seem high, but it’s not when you consider, for instance, that Illinois and Pennsylvania, the fifth and sixth most populous states in the nation have 12.8 million and 12.7 million residents, respectively, but only nine Apple stores each. Such ratios can mean a loooong time waiting at a Genius Bar.

The good news is that Apple has recently eased its repair site exclusivity. The firm has finally authorized a few select retailers to fix broken iPhone screens. How can Apple guarantee the quality of those third-party repairs? Well, the company has not conceded control completely.

Apple is giving each authorized repair center a highly-specialized and proprietary machine that not only replaces the screens but also tells “the iPhone’s processor, its silicon brain, to recognize a replacement sensor. Without it, the iPhone won’t unlock with the touch of a finger. Banking apps that require a fingerprint won’t work either, including the Apple Pay digital wallet.” Pictures of the closely guarded apparatus can be found on 9 to 5 Mac website.

Currently only a couple of Best Buy stores in California and Florida have these machines that are capable of making same-day screen repairs. However, by the end of this year it’s expected that the equipment will be present in “about 400 authorized third-party repair centers in 25 countries.”

So, the future is looking brighter for all of us clumsy iPhone users, but won’t the delegation of this service take a bite out of Apple’s business? What about its revenue from repairs, the loss of traffic in Apple stores, and the sale of new iPhones? All of the above are real considerations but they pale in comparison to one meta-goal for Apple: maintaining its strong brand.

Apple has become the most valuable brand in the world for a variety of reasons, but the overarching one is strong customer satisfaction. People who use Apple products are almost always delighted because of their look, their performance, and the aura around them. Apple smartly wants to avoid tainting that stellar reputation, which could occur if people become disenfranchised from inconvenient and lengthy repairs.

However, averting a negative product experience is probably only part of Apple’s plan. The company also needs to increasingly position itself as a good steward of resources and as an organization that cares about the natural environment. Allowing smartphones that still have significant useful life to prematurely become paper weights or other waste does not accomplish those objectives.

Likewise, as the market for smartphones becomes more and more saturated and competitors’ product features converge, factors like repair service and social responsibility will likely gain weight as decision-making criteria. Every point of difference matters in a mature market.

Apple’s decision to outsource and broaden its repair network will be very helpful for consumers. The strategy also will prove very beneficial for the firm. As it’s done many times before, Apple has made an adept move that can be called “Mindful Marketing.”

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Scary Good Marketing

6/23/2017

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

Parents of young children face many challenges as they try to get their kids to do things they don’t want to do, like pick up their toys, take a bath, and go to sleep! Perhaps the biggest battle involves having them eat healthy food, especially vegetables. Is it possible that better vegetable marketing can make this age-old impasse a thing of the past?

When I first saw The Wall Street Journal (WSJ) article titled, “How Schools can get Children to Eat their Vegetables,” I was skeptical. Generations of very capable moms and dads have tried for decades to push produce with relatively little success. How could school districts suddenly crack the code?

What’s more, I’ve spoken to groups about the simplistic approaches that some marketers take, trying to sell vegetables to young people. For example, several years ago an alliance of carrot farmers led by Bolthouse Farms spent a couple of million dollars on a marketing initiative aimed at positioning baby carrots as junk food.

The strategy relied heavily on promotion, including over-the-top television commercials and “extreme” packaging, but it did nothing to make the product itself more appealing to young people. Although media embraced the campaign and suggested it was successful in two test markets, several years later I still haven’t come across the rebranded carrots in supermarkets or seen anyone eating them.

Marketing aimed specifically at kids also can be a concern. Compared to adults, children have less developed cognitive skills and more limited life experience, which makes them more susceptible to marketing tactics based on deception, coercion, and manipulation.

So, I started reading the WSJ article about kids and vegetables with more than a little disbelief. The article did a good job, however, highlighting and synthesizing research results that in general found that kids were more likely to eat vegetables when schools employed several specific strategies. I’ve summarized those strategies here and categorized each (in parenthesis) using the traditional 4Pmarketing mix:

1. Putting vegetables at the front of the cafeteria: When children saw vegetables first, they were more likely to take them, as primacy effect would predict. (Place)

2. Offering vegetables as snacks: Another study found that timing mattered in as much as kids were likely to take vegetables when they were the only thing offered as snacks outside of regular meals. (Place)

3. Making food easy to eat: Children, especially those with braces, were more likely to eat fruit that was sliced into pieces, rather than try to eat a whole apple. (Product)

4. Creating an appealing presentation: Like adults, kids ‘eat with their eyes,’ which explains why children took more healthy food when it was placed in colorful bowls instead of in gray industrial tubs. (Product)

5. Using enticing promotion: Similarly, researchers at Cornell found that kids ate more fruits and vegetables when those items were promoted via attractive signage and brands (e.g., an Elmo sticker on an apple). (Promotion)

6. Tracking purchases: Two elementary schools in Chicago used digital technology to track the food kids took from the cafeteria line and what they threw away. As in a business environment, this kind of data proved valuable for deciding which menu items to keep and which to cut. (Product)

7. Hiring professional chefs: A key factor in making food taste good is its preparation. So, it’s not surprising that when experts were brought in either to cook the food or design menus, the vegetables tasted better and kids ate more of them. (Product)

8. Educating about vegetables: For many people, food will not make it into their mouth unless they know what it is. That’s why children who were taught about vegetables in their classrooms or on field trips were more likely to try them. (Promotion)

It’s worth noting that out of the eight strategies just described, two involved putting vegetables where and when it was most convenient for kids to eat them (i.e., Place) and four involved enhancing the vegetables themselves or their presentation (i.e., Product). Meanwhile only two of the strategies involved messaging designed to put a good spin on produce (i.e., Promotion). In contrast, promotion was by far the main focus of the ultimately ineffective baby carrots campaign described above.

So there’s empirical evidence to support that more systematic, serious marketing strategies can be effective in getting kids to eat vegetables, but what about the issue of marketing directly to children? Is it fair to use such tactics to target impressionable young people who are not seasoned consumers?

If that question were asked about many other, less edifying goods and services, the answer would be “no, it’s not right.” A society needs to protect people who might easily be taken advantage of by unscrupulous others. However, it’s hard to imagine anything but good coming from increased vegetable consumption, especially when the ones eating them are growing children.

There’s also a greater societal good here. The United States is suffering an obesity epidemic in which one in three adults is obese and another third is overweight. Meanwhile, about one in five school-age children (6-19 years old) is obese, which represents a threefold increase since 1970.

Of course, obesity poses serious health risks for individuals, e.g., high blood pressure, diabetes, heart disease, stroke, and certain cancers. Aggregated across the population, such sickness presents a great strain on health systems and comes with considerable financial cost. In 2008, the medical costs of obesity were estimated at about $147 billion, while obesity-related absenteeism was believed to be responsible for lost productivity costing between $3.38 billion and $6.38 billion.

Furthermore, there is the social estrangement the comes with being obese. “Overweight and obese individuals are often targets of bias and stigma, and they are vulnerable to negative attitudes in multiple domains of living including places of employment, educational institutions, medical facilities, the mass media, and interpersonal relationships.” Add to this the unfortunate fact that kids are now experiencing body shaming at younger ages than ever.

Are vegetables the cure for obesity? No, but eating more of them and less of other food, especially simple carbohydrates, definitely helps. Likewise, marketing that is effective in getting kids to eat more vegetables is good because it is in the best interest of the children and society on-whole. In short, strategies that work to get young people to pick produce represent “Mindful Marketing.”