Category: Respect170bbeec51

Live Streaming Funerals

10/18/2019

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

What will you watch on TV tonight? Maybe you’ll catch a movie on cable or stream season five of your favorite sitcom. Or, maybe you’ll tune-in to Uncle Walter’s wake. That’s right: Some funeral homes now make it possible for mourners to stay home, thanks to live streaming of memorial services.

Live streaming has been around for more than 20 years, but it’s more recently that funeral homes have entered the virtual realm. Some say the delay is due to the funeral industry being more conservative than most. It also might be because those most in-tune with the newer technology tend to be the Netflix-watching younger generations, who probably aren’t the biggest drivers of demand for funeral services.

Every year in the United States, around 19,000 funeral directors conduct approximately 2.4 million memorial services, yet some estimate as few as 20% of funeral homes offer streaming services. But, why does anyone want to watch the memorialization of someone they knew online?

The main reason is simple logistics. As people find new jobs or move for other reasons, family members and friends are “increasingly scattered around the country—and the world,” making it hard to travel to far-away cities and towns for funerals. Also, some people have health conditions or other constraints that make travel very difficult, if not impossible.

Our family appreciated live streaming firsthand recently, not for a funeral but for our son’s orchestra concert. Given that he’s enrolled in college over 10 hours from home, it’s not possible for us to attend most performances, but we were able to watch the first concert of the fall in real-time, thanks to the school live streaming the event.

Still, a funeral is very different than a concert, a sports contest, or other audience-driven entertainment. Should such a somber event be so widely shared? Is it disrespectful to ‘digitize the deceased?’

Whether it’s a wedding or a wake, almost anything can be filmed tastelessly or tactfully. Small ceiling-mounted cameras and wireless technology are some of the ways that videoing can happen unobtrusively. Plus, in the age of social media and selfies, most people are pretty used to cameras and picture-taking.

Of course, a primary consideration in deciding whether to live stream a funeral should be the final wishes of the departed—Did they want/not want their last remembrances broadcast? Short of any such directive, the decision lies with loved ones, who, in reality, are the ones the memorial service is truly for.

For family members and/or close friends of the deceased, a funeral service is a very important part of the grieving process. They’re the ones dealing most with shock, grief, and worry. They also probably want to honor the memory of someone about whom they cared deeply. Key questions, then, are: What brings loved ones comfort and what helps them commemorate?

The most likely answer is other people. When tragedy strikes or there’s an occasion to celebrate, we usually want to be with others. It’s at those times that we really appreciate the presence of people.

That need for social support reminds me of a funeral I attended last March. A dear friend of mine, with whom I had served on a church leadership team, played basketball and softball, and socialized with our spouses, passed away suddenly at age 58. I was shocked to hear the news and imagined that his wife and two children in their twenties were devastated.

Our careers had taken us to different parts of the state, but I wanted to attend his memorial service, even though it was on a weekday and about two hours away. I drove to the church and reflected on my friends’ impactful life during what was a very moving service. I also spoke briefly with his children and wife, giving her a hug and telling her how much I had appreciated her husband.

A couple of months later, I received a handwritten note from her in which she said how happy she was that I was able to come to the service and how much it meant to see an old friend from a special time in their lives. I had barely spoken with her at the funeral, so it seemed that just my being there made a big difference for her.

That experience makes me wonder whether live streaming funerals keeps people from being present at times when their presence is needed most? I doubt there’s data to shed light on that question, so I’ll try to answer it based on the reading I’ve done in preparation for this piece.

Journalists who have spoken with funeral directors suggest that live streams are most important to those who are unable to attend funerals because of factors like distance, cost, and health issues. No one mentions people who could attend services in person, choosing to watch live streams instead.

Such decision-making also resonates with my own experience. When my friend passed away suddenly, I really wanted to be there, and thankfully I was able to. I’m not sure if his memorial service was live streamed, but even if it was, my choice would not have changed. I suspect most people feel similarly—For someone important to them, they would like to be there in person, if at all possible.

Live streaming funerals is almost certainly a win-win: The opportunity to watch from afar doesn’t dissuade people from attending but gives those who can’t travel the ability to also experience a very meaningful moment. Even when it involves death, digital technology can deliver “Mindful Marketing.”

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Companies that Want to Make Us Mad

9/21/2019

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by Keith Quesenberry, Associate Professor of Marketing, Messiah College

Some people have a real knack for ‘pushing our buttons.’ They’re good at taking us to the point of frustration, then backing off just before we unravel. Now some companies are perfecting this tactic with the help of data analytics.

A friend recently shared with me his exasperation in dealing with one of the big Internet-TV-phone providers. For many months, his home Wi-Fi was having significant problems, which the provider finally sent a technician to fix, but only after many futile and often infuriating phone calls.

When the contract ended, my friend considered all his options, including giving the current provider a chance to keep his business. After several more frustrating phone calls, however, the best the provider would offer was a price about $20/month higher than he had been paying and than “new customers” could get.

So, he cancelled his account and switched to another company. Only then did the original provider call him with a competitive price and a plea, “Please come back to us,” but it was too late.

Unfortunately for it, the company passed the point of no return. Some other firms, however, have found how to step right up to that loss line without crossing it. Their secret is ‘big data.’

According to a recent Wall Street Journal (WSJ) article, certain companies now use data analytics and artificial intelligence (AI) to determine “how far a customer can be pushed until their heads explode.” The practice gauges how angry a customer can get right before they leave a business, then uses that knowledge to guide customer service and other marketing practices.

At first glance, such tactics may seem questionable, but could it be that these companies are on to something and consumers just need to consider ‘the bigger picture,’ beyond their immediate ire? Although these organizations might minimize customer support, maybe the cost savings and efficiencies they find will lead to lower prices or benefit customers in other ways.

Some question the ethics of AI, particularly whether it will take people’s jobs, but AI used properly can improve marketers’ performance and better serve customers. “How AI Can Improve Your Job Not Steal It” highlights these benefits, including the automation of time-consuming manual processes. Marketers also can use AI for data analysis, personalization, optimization, testing, digital asset management, automated campaigns and offers, content creation, and programmatic ad buying.

“How AT&T Uses Machine Learning to Better Serve Customers” describes how the communication giant uses AI in customer service to make predictions and provide intelligence to managers in near real-time that helps them answer questions like: “Were my customers happy or not?” “If I put them on hold did that make them unhappy?” and “Did my agent solve their problem the first time?”

In a recent post on AT&T’s technology blog, the firm explains how it’s using AI to improve experiences for customers, such as by building 5G, optimizing network traffic and speed, fighting robocalls, and making sure technicians arrive on time. AT&T adds that it uses AI to personalize customer interactions and “to enable friction-free, always available, customer powered problem-solving solutions.”

But, do systems that push consumers to the brink of breakdown solve problems or create them? In those tenuous cases, AT&T’s customers probably aren’t experiencing the standards set out in the firm’s AI Guiding Principles, which suggest that the technology should be: 1) By people, for people, 2) Accessible and shared, and 3) Secure and ethical.

These new analytics systems track things such as how long a customer will wait for a human to answer the phone and how many ads they will listen to before hanging up. AI can analyze behavior, personalities and tone of voice to determine what each person will tolerate. One expert, Mark Shaefer, author of Marketing Rebellion: The Most Human Company Wins, calls this use of AI “the worst marketing tactic ever.”

The WSJ shares a story similar to the unfortunate personal experience mentioned above. An AT&T customer had to make six calls and spend four hours on the phone to get the company to change her plan. Only when she asked to have her number transferred to Verizon did AT&T honor her original request.

So, what’s the bottom-line? Data analytics and AI certainly can make customer service more efficient and effective, which should mean better company performance and increased income that can benefit both shareholders and employees.

However, even if a company can ‘get away with it,’ using these tools to push people to anger isn’t strong support for societal values like fairness and respect. There’s enough anger in the world and angst in people’s lives. We don’t need companies intentionally adding more.

It’s great that more organizations are leveraging the latest technological trends to help power customer service, but using those tools to manage human emotions and manipulate people to madness should be seen as “Single-Minded Marketing.”

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Do You Believe in Better Business?

8/23/2019

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

Does the word business carry positive or negative connotations for you? My associations are affirmative ones, but for many people business carries significant baggage, perhaps from personal experience or from things they’ve read or heard. Those impressions may be changing, though, thanks to a bold pronouncement by leaders of some of the world’s largest companies.

On August 19, 2019, 181 CEOs of the Business Roundtable, a Washington D.C.-based nonprofit comprised of “chief executive officers of America’s leading companies,” issued a Statement on the Purpose of a Corporation.

That news may not sound startling, but what is surprising is the new Statement’s focus on serving “all Americans”—an abrupt departure from what most people associate with business: making money for shareholders. The new Roundtable Statement, in contrast, details the executives’ commitment to serving the needs of all corporate stakeholders by doing things like:

Delivering value to customers
Investing in employees
Dealing fairly and ethically with suppliers
Supporting communities

The men and women who endorsed the new Statement aren’t just any execs. They’re the heads of many of the world’s largest and most successful corporations, for instance:

Jeff Bezos, Founder and Chief Executive Officer of Amazon
Tim Cook, CEO of Apple
Brian Moynihan, Chairman of the Board and CEO of Bank of America
James Hackett, President and CEO of Ford Motor Company
David Solomon, Chairman and CEO of The Goldman Sachs Group
Marilyn Hewson, Chair, President, and CEO of Lockheed Martin
Lisa Davis, CEO of Siemens Corporation USA
Doug McMillon, President and CEO of Walmart, Inc.

Several signatories supplemented the statement with their personal thoughts, for instance, Jamie Dimon, CEO of JPMorgan Chase & Co. and Chair of the Business Roundtable said:
“Major employers are investing in their workers and communities because they know it is the only way to be successful over the long term. These modernized principles reflect the business community’s unwavering commitment to continue to push for an economy that serves all Americans.”

Similarly, Alex Gorsky, CEO and Chair of Johnson & Johnson added:
“This new statement better reflects the way corporations can and should operate today.” “It affirms the essential role corporations can play in improving our society when CEOs are truly committed to meeting the needs of all stakeholders.”

Those are nice sentiments. Unfortunately, though, they fly in the face of what many have accused business of doing for decades if not millennia—profiting at any cost. Moreover, some champions of capitalism have openly embraced that calloused approach to commerce, perhaps none more famously than economist Milton Friedman. In a September 13, 1970 New York Times article, among other places, Friedman argued that business’s only social responsibility was to increase profit, i.e., to maximize shareholders’ return on investment.

Beyond Friedman’s free markets manifesto, public cynicism about business has gained momentum thanks to a seemingly never-ending series of moral lapses and money grabs by certain businesspeople and companies such as Bernie Madoff, Enron, Arthur Andersen, Bear Stearns, Martha Stewart, Barclays, WorldCom, and Volkswagen.

It’s no surprise, therefore, that some are very critical of the new Business Roundtable Statement. One such cynic is business columnist David Lazarus, who in a recent Los Angeles Times article maintained that the edict is nothing more than “corporate propaganda” put forth by conscience-stricken executives trying to save face amid growing business backlash. Furthermore, Lazarus argues that the statement is conspicuously light on specifics, such as how exactly the companies purport to make all stakeholders their priority or what they might do to address the gross asymmetry in executive pay.

Lazarus is not the only one skeptical of the Roundtable Statement. For his article, he interviewed several others who share his beliefs, including Kenneth Osgood, a history professor at Colorado School of Mines, who said “It seems pretty obvious that CEOs are trying to head off growing public pressure on a number of fronts, including how much they’re paid and taxing the rich.”

Echoing those sentiment was professor of public diplomacy at USC, Nicholas Cull, who said “There seems to be a concern among the CEOs that they’re becoming the bad guys.” “This suggests that the business community is expecting blowback from their policies, and they’re trying to get ahead of it.” Similarly, University of Alabama history professor Margaret Peacock simply called the Roundtable Statement “a clear and pretty heavy-handed attempt to obscure reality.”

Time will tell whether such strong criticism is deserved or if, instead, the signatories’ companies will live up to the commitments. In the meantime, Lazarus and others critical of the Roundtable Statement should consider two key points about business:

1) Business benefits society. Yes, certain businesspeople and companies have made mistakes, but that harm is far outweighed by the positive economic and social impact business has had and continues to have on local communities, nations, and the world.

So many people, including Lazarus, owe their livelihoods to businesses, so many consumers enjoy the products/services firms offer, and so many governments benefit from the tax revenue companies provide.

2) Responsible business strategies and tactics stem from a proper philosophy of business. Just like we wouldn’t expect someone who has a distorted view of relationships to treat others decently, we shouldn't expect businesses to consistently treat stakeholders with respect unless they first make it their mission to do so.

The Business Roundtable Statement isn’t intended to be an A to Z blueprint for how exactly to increase employee compensation or build communities, but what it does propose is a very important prerequisite: an overarching goal that can serve as a guide for all other business activities, including marketing.

No businessperson is perfect, but when they hold each other accountable for positive impact, they’re often able to bring about good that they couldn’t achieve individually. That’s the promise and potential of the Business Roundtable’s new ‘purpose statement,’ which also makes the edict “Mindful Marketing.”

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Is it Too Risky for Kids to Rideshare Alone?

7/12/2019

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

Among a parent’s worst nightmares is this: Your child climbs into a car alone with a stranger. Just the thought of that scenario strikes fear into the heart of any mother or father. So, why would a company create a business model based on that situation?

A few months ago, ride-sharing icons Uber and Lyft grabbed headlines and goodwill by saying that they do not allow those under age 18 to use their services. Like others who heard the news, I applauded it: “That’s great—two for-profit firms forgoing income in order to protect young people.”

At the same time, the news made me wonder if there are other ride-sharing companies that don’t hold the same convictions and, instead, are willing to put kids into cars with whomever might be driving them. That’s when I came across a company that doesn’t just transport minors occasionally, it specializes in chauffeuring them.

In 2014, three southern California moms who were struggling “to get their busy kids to and from school and all their activities,” founded HopSkipDrive, a transportation service specifically designed for those age six and up. Just five years later, the firm has a staff of 50+ people, a presence in large metropolitan markets like Los Angeles and Washington D.C., and contracts with over 150 school districts.

How did a small, unconventional startup not only grow so quickly but even more importantly, persuade so many parents and others to trust the company with their most “precious cargo”? HopSkipDrive has achieved this rapid success through a combination of clear mission-focus and strict attention to detail.

Yes, busy parents who need to get their children to afterschool practices, lessons, etc., want to be sure that their kids arrive on-time, but their main concern, as mentioned above, is safety. If someone else is driving, who is the person who will be alone with their child in a car? Of course, the individual should be a skilled driver, but more importantly, can he/she be trusted?

Unfortunately, even with ridesharing companies that vet their drivers, you can’t always be sure ‘who you’re getting.’ Many of us have heard of rare but horrific incidents in which unstable drivers have harassed, raped, and even killed their passengers.

Nothing bad has happened to me while ridesharing, but my own recent experience caused me to question driver-screening. Our family had been staying at a resort for a few days and needed to get to a certain rental car center in order to continue our vacation. Using the Uber app, I requested a ride and watched on my phone for several minutes as the driver made his way toward the resort. Then, when he was only a minute away, he dropped the ride!

I can’t be sure what happened, but here’s my guess: A minute from where I was waiting, the resort had a gate where those entering the grounds via private vehicle needed to stop and show identification, i.e., a driver’s license. It may not be the reason he bailed at the last moment, but it’s sobering to think that the person who was going to give me a ride either didn’t have a valid driver’s license or wasn’t responsible enough to bring it with him.

It’s one thing to imagine a questionable driver chauffeuring an adult, it’s another thing to think of a young child confined in that vehicle. How could any company eliminate the risk inherent in such a situation?

When I first heard of HopSkipDrive, I was skeptical, not about demand for the service, but about the firm’s ability to ensure children’s safety in such an offering. As a working dad who helped drive his busy kids for years to/from school and practices and who commiserated with parents in similar predicaments, I knew there was a need. I wasn’t sure, though, how a company might manage the business model in a way that would give parents the confidence to say, “I’ll let my daughter or son ride with you.”

In light of such significant reservations, the main way HopSkipDrive maintains the trust of thousands of parents and schools each day is by painstakingly picking its drivers. In fact, the company uses an exhaustive 15-point certification process that requires the following of each applicant:

Worked with children and has at least 5 years of caregiving experience
No criminal record
Fingerprinted
No sex offender record
Valid driver’s license
Good driving record
Age 23 or older
Owns or leases a vehicle not more than 10 years old seating 4-7 passengers
Passes a 19-point vehicle inspection by a certified mechanic
In-person meeting
Completes in-person driver orientation
Has personal auto insurance coverage
Adopts the HopSkipRules
Adopts our zero tolerance policy for smoking, drugs, and alcohol while driving
Adopts the zero tolerance policy for illegal mobile device usage while a rider is in the car

Because of the meticulous selection process and the exceptionally kind and positive rapport those hired are expected to have with their passengers, HopSkipDrive doesn’t just call its personnel “drivers” but “CareDrivers.”

Special care and concern for safety begins as soon as CareDrivers arrive for a pickup. They wear bright orange HopSkipDrive t-shirts and verify their identity by confirming their passenger’s code word and birthday. Customers also can review CareDrivers’ profiles before pickup in order to know “who they are, what they look like, and the kind of car they drive.”

Throughout the ride, the company continues to leverage technology in order to ensure security. Dedicated HopSkipDrive staff members monitor each ride remotely through its duration, and parents can do the same. They also can receive alerts when their child has been picked up and dropped off.

As good as all of these systems are for onboarding employees and overseeing operations, they probably wouldn’t be effective if the company didn’t do something else very well: Embrace a compelling mission.

HopSkipDrive doesn’t just see itself as a provider of transportation service, i.e., getting kids from point A to point B, or even as an alleviator of parental stress, which it certainly does. Instead, this front-and-center statement on the company’s homepage communicates its mission: “Success starts by showing up. We help get them there.”

HopSkipDrive takes kids to school, piano lessons, basketball practice, and countless other developmental activities that are vital for children’s intellectual, social, and emotional growth. Those formative in-person experiences help them thrive now and contribute to their success in life for years to come. However, children can’t enjoy those activities unless someone ‘gets them there.’

In an interview with Yahoo Finance, HopSkipDrive’s CEO Joanna McFarland affirms that mission, saying “Oftentimes mobility is a huge barrier simply to access to education, and that’s something we’re helping to solve.”

It’s also confirming that employees appear to embrace the same purpose, such as one CareDriver who says “I feel really empowered being part of the greater good, getting kids safely where they need to go.”

As you might expect from the exacting service standards described above, “the greater good” does come at a higher cost. McFarland acknowledges that HopSkipDrive is a “premium service” that has “much different economics” than those of Uber and Lyft. Rides reportedly start at about $20.

However, the rates are comparable to what one would pay a caregiver. McFarland suggests the same in saying, “We think about [HopSkipDrive] much more as a substitute to a babysitter that drives than a comparison to an Uber and Lyft.”

The bottom-line is whether a substantial number of consumers (families and schools) find value in HopSkipDrive’s services. Apparently they do, as evidenced by the facts that the company is in seven markets and growing rapidly, has served over 6,000 schools, and has transported more than 650,000 children.

The most important validation, however, comes directly from those children—the actual riders—such as one young passenger who says, “They know my passcode, they talk to me, they make me feel very welcome. I’m never like, nervous to get in. In fact, I usually look forward to it because it’s a lot of fun.” Her experience is the best evidence that HopSkipDrive’s ridesharing for kids is “Mindful Marketing.”

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Making Kids Too Competitive?

5/15/2019

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

Cutthroat Kitchen, The Amazing Race, The Voice—television viewership is one sign that our culture loves competition. However, adult obsessions often trickle down to the littlest in society: Now children are the main participants in contest programs like American Ninja Warrior Junior, which prompts the question: Is marketing making kids too competitive?

It’s been 19 years since CBS’s Survivor kicked off the ‘recent’ reality TV craze, which American Idol and other competition-based programs helped explode. If one considers gameshows, then people first watched competition television in 1938 with Spelling Bee and in 1941 with Truth or Consequences.

It could help at the onset to clarify concepts. Not all “reality TV” involves competition per se, e.g., Keeping up with the Kardashians. Likewise, there’s a broad range of competition TV, some of which is more real/organic, like Deadliest Catch, while other shows are more scripted, e.g., Family Feud.

For many years, adults have been the primary participants in these programs, but more recently that focus has shifted to series showcasing much younger competitors, for instance:

American Ninja Warrior Junior: Athletes in three age groups (9-10, 11-12, 13-14) race through extreme obstacles for a top prize of $15,000.

Chopped Junior: Young ‘chefs’ frantically prepare three courses for a panel of judges, with the chance to win $10,000.

Design Squad: “Contestants design whimsical machines in order to win an Intel college scholarship worth $10,000.”

Food Network Stars Kid: Children cook against each other with the hope of hosting their own cooking show.

Project Runway Junior: Clothing designers age 13 - 17 compete for a “full scholarship to the prestigious FIDM in California; a complete home sewing and crafting studio, plus, the dream machine, all courtesy of Brother; a feature in Seventeen Magazine; and a $25,000 cash prize, to help launch their line.”

So You Think You Can Dance–The Next Generation: Dancers from 8 to 13 years old leap, twirl, and wiggle to win a top prize of $250,000.

The Voice Kids: Young singers compete for prize money worth over $30,000, as well as a trip to Disneyland Paris.

This list is by no means comprehensive; there are many other kid-focused, competition-based television series, not to mention dozens featuring adult competitors, which begs the question: Are these shows telling children that life is all about winning?

Take even a brief look at plants and animals of the natural world and it’s easy to understand the old adages eat or be eaten and only the strongest survive. Life is competitive. However, we’re human beings. Aren’t we above winning at any cost? Shouldn’t we value cooperation over competition?

In her U.S. News & World Report article “How Toxic Competition Is Ruining Our Kids – and What to Do About It,” Katie Hurley identifies four outcomes of over-the-top competitiveness for children: fractured friendships, stress, burnout, and missing out on part of their childhood.

Kids are naturally wired to want to win. Anyone who’s played games with children, whether it’s checkers or chess, knows that you don’t have to tell them to dislike losing. In fact, many kids, even very young ones, loath defeat so much that they have a hard time dealing with not winning: Some throw tantrums or storm out of the room and sulk.

Is kid-focused competition TV fueling that destructive fire? Are these shows encouraging the next generation to exalt winning above all?

First, it’s important to support that competition is fundamentally a good thing. Yes, all life needs to be competitive to survive, but beyond perpetuating existence, competition teaches things like responding to adversity, avoiding complacency, and valuing hard work. And, when participating in a group, competition also can teach teamwork and communication.

It’s natural to think of competition in connection to sports, but the preceding benefits, as well as others, often accrue to individuals who engage in all types of competition, including academic ones.

The last three years, I’ve had the opportunity to involve teams of marketing students in a regional marketing plan competition. First, there’s a wealth of learning that occurs in the preparation process, getting ready to compete. Second, the knowledge that you’re competing against other schools, encourages everyone to ‘up their game.’ Third, you can learn from your competitors: seeing what they do well and emulating those best practices.

Whether it’s academics or sports, competition also is just plain fun, part of which is undoubtedly from the adrenaline rush—you’re on stage, being tested, while others watch. There’s also the pure ‘love of the game.’

Growing up, my favorite sport was basketball. Although, I enjoyed shooting around by myself, there was nothing like playing a game against others. In fact, besides playing on our high school team, I often arranged pick-up games with my peers. There were plenty of times I didn’t win, and I certainly didn’t like losing, but having the opportunity to play was always more important than the outcome. Win or lose, I could congratulate my opponents, telling them “good game” and suggesting “let’s play again sometime.”

Continuing with sports examples, it’s unlikely that just watching competition, live or on TV, does much to make a person more competitive. For instance, there are plenty of older sports spectators sitting on couches who may be passionate about their favorite teams, but they don’t exhibit any signs of becoming more competitive.

On the other hand, younger people are probably more prone to watch competitions they enjoy and want to participate in them, provided they have the requisite skills. It’s really what happens after joining ‘the game’ that makes a person more or less competitive.

In the same “Toxic Competition” article referenced above, Hurley describes how most often super-competitive kids are products of overzealous parents, pushing their offspring too hard to achieve. Most of us who have been around kids’ sports or similar competitive endeavors can relate: It’s really not the kids who are too competitive; it’s their parents.

I haven’t seen all of the kid-focused competition TV programs listed above, but I have watched some of them. From what I’ve witnessed, the shows model healthy competition, e.g., the children are not placed under inordinate amounts of stress, they are frequently praised for their efforts, and any criticism they receive is constructive. The shows also present positive reactions to the outcomes, highlighting both humble winners and gracious losers.

Like most human behaviors, there are probably many factors that contribute to kids’ competitiveness. It’s unlikely, though, that competition TV causes children to espouse winning at any cost. Rather, most of these programs model healthy competition for kids. As such, the shows also represent “Mindful Marketing.”

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Walmart Says Goodbye to Greeters

5/3/2019

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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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Divine Humor

4/19/2019

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

On March 15, a gunman killed 50 people at two mosques in Christchurch, New Zealand. During two weeks in late March and early April, a suspect set fire to three churches in Louisiana. While most people denounce such religious violence, some seem to suggest, ‘If only people would lighten up and not take faith so seriously, there wouldn’t be such incidents.’ Perhaps that reasoning was behind a television series that gets a laugh over God.

Based on Simon Rich’s book “What in God’s Name,” Miracle Workers tells the story of two low-level angels, Craig and Eliza, who try to save humanity from God, who has grown “frustrated with the current state of Earth.” The seven-episode TBS series, which aired this past February and March and is still available for streaming online, summoned considerable star power, namely Daniel Radcliffe of Harry Potter fame, who plays an angel named Craig, and Golden Globe winner Steven Buscemi, who plays God and who has appeared in a wide variety of TV shows and films, including Fargo and Reservoir Dogs.

At first glance, the premise of Miracle Workers seems like it could be biblical. Those familiar with the book of Exodus may recall an exchange between God and Moses after he returned from Mount Sinai with the Ten Commandments to find the Israelites worshipping a golden calf. Ironically, the first and second commandments on the stone tablets were “You shall have no other gods before me” and “You shall make no idols.” God wanted to “destroy” the Israelites and make Moses into a great nation, but Moses seemingly convinced God to relent, and the Israelites were spared.

Compared to the gravity of that scriptural account, Miracle Workers casts God and religion in a much less serious light. Admittedly, I’ve only seen the trailer, watched some online segments of the show, and read reviews, but it quickly becomes apparent that the series presents a less-than-complimentary perspective of the Divine.

For instance, in just the first few minutes of episode #1, the series shows God dressed in sweatpants, an unbuttoned shirt, and sandals with socks, lounging purposelessly on a couch, as he scrolls through TV channels. Suddenly, an assistant appears to call him to a 1:00 meeting, which he hopes is for a “fantasy football draft,” but she reminds him he is to present his “plan to end all pain.” He obviously isn’t ready, by virtue of his response, “That was today?”

Fast forward in the show, and an even more unkempt-looking God finishes swigging a beer, wipes his mouth with his hand, and launches the empty bottle through the air toward a small round trashcan. The bottle misses the basket and shatters on the floor, leading him to let loose an expletive. In another episode, assistants find God brushing his teeth with foot cream, apparently because he can’t read the labeling on the tube.

As tensions related to religion rise around the world, maybe Buscemi’s portrayal of God is what’s needed: a deity who’s more approachable—one we can relate to and laugh about. After all, “laughter is the best medicine.”

Interestingly, I’m currently working with two colleagues on a research project that’s investigating how advertising humor might support reconciliation. I’m a big believer that laughter goes a long way in breaking down social barriers and developing interpersonal rapport. I’m also a big proponent of humor in the classroom, which students seem to appreciate.

Of course, there’s a difference between laughing with people and laughing at them. There’s also a difference between good-natured, two-way teasing in which people playfully pick on each other, and one-way, vicious skewering of others.

For instance, if a friend shows up at an event with his hair wildly wind-blown, others might joke, “Joe, did you just wake up?” People actually appreciate that kind of benign ribbing because it shows they’re liked and considered part of the group. On the other hand, few would think it’s funny to say, “Don’t be an idiot, Joe. Wear a hat next time or the wind will blow away the little hair you have left.” The latter “humor” feels much less friendly and more malicious.

As the earlier examples suggest, the humor in Miracle Workers makes God out to be a bumbling buffoon, i.e., an idiot. But, does it matter? God is big; He can take it. That’s true. He certainly doesn’t need human approval to build His self-esteem or validate his existence. The problem, however, is in how people perceive the show’s humor.

So, what do viewers think of Miracle Workers’ unconventional comedy? Some people love the show. For instance, one reviewer said, “This by far, is the funniest comedy I have ever seen. I cannot wait to watch more.” Another offered similar praise, “I think this is a creative and fantastic TV show which will be one of the greatest sitcoms.”

Other opinions are more tempered, for example: “The comedy was pretty decent but nothing I'd consider really, really funny.”

Then, there were those who saw a comedic catastrophe: “I was hoping the show would be better than the promos. It wasn’t. It felt like a high school play. The writing was bad without one good joke. It needs help from God. A miracle.” Another offered a similar critique, “This show is not even remotely funny. It borders on pathetic.”

The preceding perspectives were solely about the show’s humor. How did people perceive the comedic portrayal of God? As might be expected, some took exception to the divine representation saying, for instance, “I don't like that God is portrayed as a maniacal sociopath who manipulates angels into doing horrible things to people on Earth whom he decides he doesn't like,” and “[I] don't like God being portrayed as a slovenly, self-centered maniac,” and “Our God is perfect in All Ways. This show portrays God as being a bumbling idiot unable to make a decision . . . Nothing but blasphemy.”

However, others were quick to discount such ‘biased’ interpretations, many making the same plea to not take the series too seriously because “It’s just a TV show.”

That is a good point. Miracle Workers isn’t part of the K-12 public school curriculum. Still, is it fair to dismiss anything as “just a ____” until we see its impact? When it aired, Alex Haley’s Roots was “just a TV show,” but it had indelible social influence.

Of course, Miracle Workers is a comedy, not a critically-acclaimed drama, so does that mean its cultural impact isn’t serious? Probably not—just look at sitcoms over the years that have helped shape society like All in the Family, The Jeffersons, and The Cosby Show, to name a few.

So, if TV shows, even sitcoms, have social impact, a final question seems to be: Is any topic fair for them to ridicule? People increasingly agree that it’s wrong to tease people about things like their race, their gender, and their body shape/size. Beliefs, however, appear to be held to a different standard, and perhaps they should. We are born as a certain race and gender, whereas our beliefs are things we choose and can more readily change.

However, not all beliefs are equal. For instance, I’m a big Pittsburgh Steelers fan, but I don’t mind getting teased about that team loyalty, or about my beliefs about my field—marketing. I should also be able to take teasing about my Christian faith, as others have endured far worse.

It’s different, though, when the butt of the joke isn’t me, but God. It’s hard to explain why other than, for a person of faith, God is ‘the ultimate’ and therefore deserving of the utmost respect. There’s also probably a connection to the third of the Ten Commandments, “You shall not take the name of the Lord your God in vain,” which any unflattering or derogatory portrayal of God seems to violate.

The First Amendment to the U.S. Constitution protects free speech, which allows Miracle Workers to lampoon God. However, just because an organization or an individual has a right to do something doesn’t mean that they should.

I once heard a joke about a man who wanted to know if there would be golf in heaven. Sometime later, I remembered the joke and told it to two Christians I was with at the time. The joke didn’t make fun of God, but one of the people kindly expressed that he didn’t think any humor involving God was appropriate. The other individual defended my choice.

Although I still believe the joke is fine, I appreciate that first person’s beliefs and wouldn’t want to cause him angst by using similar humor around him. A little laughter is not that important. Sometimes the best thing to do is to not exercise our rights, out of respect for others.

When it comes to not caring for the humor in Miracle Workers, I know I’m in the minority. More people like the show and don’t take issue with it taunting God. So, the series seems to be a success, and it will likely continue to attract viewers online and perhaps continue into a second season. However, the show’s insensitivity toward one of many people’s most strongly held beliefs makes Miracle Workers “Single-Minded Marketing.”

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The Best an Ad Can Get?

1/26/2019

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

When I was growing up, our family had a small, easily-provoked dog. He was responsible for holes in many pairs of my socks from times I tried to slip past him while he was in an especially protective mood. The person he guarded was my mother because she made sure he had food. Our dog knew better than to ‘bite the hand that fed him.’ I wonder, was our pet smarter than one of the world’s leading consumer products companies?

If you haven’t seen it, Gillette, the global purveyor of men’s personal care products, recently released a video ad titled “We Believe: The Best a Man Can Be.” The 1:49 minute commercial doesn’t push razors, rather it’s an image-building ad that renounces two contemptable behaviors that some men commit: sexual harassment and bullying.

The ad showcases an array of mainly scripted clips in which males, some old, some young, enact a variety of despicable acts like groping women and punching their peers. Meanwhile, a chorus of other men chants a unison refrain of rationalization, “Boys will be boys.”

The ad’s narration and text overlays provide corrective commentary:
“We believe in the best in men.”
“It’s only by challenging ourselves to do more that we can get closer to our best.”
“We are taking action at thebestmencanbe.org”

In many ways, Gillette’s messaging makes sense. The company has taken a stand against two terribly wrong and destructive behaviors and called out the men who commit them. Using a powerful quote from actor-turned-sexual-harassment-activist Terry Crews, the ad also encourages every man not to stand idly by when they see such reprehensible actions but to intervene: “Men need to hold other men accountable.”

Despite all the apparent good, the commercial has quickly become a lightning rod for controversy. Dozens of media, from Advertising Age, to Glamour, to USA Today, have run articles about the ad. As one might imagine, some commentary from the authors as well as from the general public has been positive, while other responses have been quite negative.

For instance, @pstdavid_ tweeted, “Finally got a chance to see this #GilletteAd. Quite honestly, I don’t get what all the fuss is about. In my opinion, they’re not “taking a stand on toxic masculinity” or ‘stealing your manhood.’ All they’re suggesting is that you be a decent human being. It’s not that difficult.”

Another Gillette consumer, however, tweeted a picture of his hand poised above a trash can, about to discard the Gillette razor he received on his 18th birthday and used for the past 15 years, including through basic training and four deployments. (1) The soon-to-be-former customer lamented, “since @Gillette thinks I’m a bad person, I’m throwing it away.”

Another user, @davidliedtka, took an even more extreme approach, placing his Gillette shaving creme and razor in an oven and setting the temperature to 505 degrees.

Wow. Those are strong reactions. Does Gillette or any organization that’s trying to right serious social wrongs deserve such reprisals?

The first time I saw the commercial, my reaction was generally positive: A strong brand that has built a solid reputation among millions of men was using that influence to ask them to be better. Such a plea from a huge corporate player might stand a chance of making a difference in our world. Still, there were things about the spot that didn’t seem right.

A second time through the ad, I noticed more of the agency’s specific creative decisions. For instance, while the spot’s small amount of real video footage worked, the many acted segments looked overly artificial and contrived, even though they depicted terrible events that unfortunately occur. The use of both real and scripted video seemed like a mismatch.

I hadn’t thought much more about the ad, until one of my marketing students emailed me a link to another company’s commercial that was purportedly a response to Gillette’s ad. The next day he asked if I had watched the ad. I had been very busy, so I replied I hadn’t but I was looking forward to seeing it soon.

That night I opened his email and clicked the YouTube link, which took me to an ad posted by Egard Watch Company. Viewing the 1:57 minute commercial just once, changed my perspective of Gillette’s ad.

Egard’s commercial opens with several male firefighters battling an inferno, then quickly cuts to one of them carrying a young girl safely away from the flames. Meanwhile, a narrator asks, “What is a man?” The ad continues with a wide variety of real video clips, many showing men doing very difficult or even dangerous physical labor, while the narrator poses additional questions like “Is a man brave?”, “Is a man a protector?”, and “Is a man disposable?”

The spot also shares some very sobering statistics, such as:

Men account for 93% of workplace fatalities.
Men comprise over 97% of war fatalities.
79% of all homicide victims are male.
Men account for 80% of all suicide victims.

The commercial concludes on a positive note, asking “Is a man trying?” and offering the company’s view of masculinity: “We see the good in men.”

As marketer, I realize that the right music with moving images can tug at one’s emotions; however, Egard’s ad resonated with me, and perhaps the 324,000 people who have liked, it for another reason. Egard reminded us of the many men in our lives that we have known and loved.

The ad caused me to remember my grandfathers: one a coalminer, the other a farmer. To support their families, both did very hard, physical work that must have greatly tested both their bodies and their minds. Having experienced the ravages of WW II, my father-in-law, emigrated from Ukraine, to Brazil, to the United States, where he worked for over 30 years in a bearing factory as a tool and die maker—labor that likely explains his great loss of hearing today. My own father was not able to finish high school, yet he started his own business at age 25 and worked tirelessly with my mother to earn enough to put four children through college.

None of these men were/is perfect. Neither is their grandson/son—I’ve made plenty of mistakes; although, I don’t think I’ve done anything that someone could call bullying or sexual harassment. Most men probably can say the same. Most of the mistakes we make are not because we’re men; they’re because we’re human.

The problem with Gillette’s ad is that it stereotypes men. Not all males act like Harvey Weinstein or ‘Scott Farkus,’ the bully from A Christmas Story. In fact, the vast majority do not. Of course, Gillette’s ad doesn’t directly say that all men are sexual predators or bullies, but it does put all men in the same stereotypical boxes through some subtle visual and verbal suggestions.

One such insinuation in Gillette’s spot is the seemingly infinite lineup of men, all standing behind their BBQ grills with arms folded, chanting in unison, “Boys will be boys.” The ad’s narration also makes a stereotypical suggestion by tagging onto Crew’s “Men need to hold other men accountable” quote, adding: “ . . . accountable to act the right way; some already are, in ways big and small. But some is not enough.” I’d like to reiterate the belief that it’s most men who are acting the right way, not some.

Another Twitter user, Melissa Chen (@MsMelChen), who self-identifies as Asian, supports the suggestion that Gillette’s ad stereotypes men. She says:
“I can get behind the message that we all can be better. But the #GilletteAd ended up painting an entire demographic with a negative stereotype perpetuated by a few. Imagine the uproar if it was an ad about a racial group with higher crime rates saying, “‘you can be better.’”

Of course, on top of all this analysis is the fact that men are Gillette’s main target market.* Its iconic tagline is “The Best a Man Can Get.” Given that our family’s dog knew better than to bite the hand that fed him, it’s hard to imagine why one of the world’s biggest brands would want to risk ‘cutting the faces it shaves,’ especially when already on the ropes in a fight against Harry’s and Dollar Shave Club.

One instance of bullying or one case of sexual harassment is one too many. As such, Gillette can be commended for taking a stand against those injustices and for suggesting that others do the same. However, the company should have known much better than to unfairly throw its entire target market under the bus with broadly generalized talk of “toxic masculinity.” It’s wrong to degrade others in any way, including by negatively stereotyping, which makes Gillette guilty of “Mindless Marketing.”

*An earlier version of this article incorrectly stated that Gillette does not make products for women.

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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.”