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A Truly Extreme Makeover

4/25/2015

 
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by Laureen Mgrdichian, Associate Professor of Marketing, Biola University

Imagine a makeover where the stylist removes all make-up and chooses more conservative clothing.  Now imagine that virtually everyone who sees the makeover loves it!

In an age in which glamor and glitz are good, how could such a traditional transformation possibly be popular?  To understand, you need to check-out the makeover work of Sonia Singh, a 34 year-old Tasmanian scientist.  Singh’s creative venture stems from a girlhood love.  That’s because Singh doesn’t makeover people, but dolls.

As a child Singh always loved dolls.  Now as an adult with an artistic eye, she sees potential in discarded dolls, many without hands or feet.  Her love for dolls has led her to create a new type of toy, which she has named “Tree Change Dolls.”

Singh starts by taking old dolls, mostly the Bratz brand, and removes all the make-up from their faces, which reveals some amazing results.

Even after this first step in the “upcycling” process, the dolls have become wonderful sweet creatures that children say “look happier” and “look like someone [their] age.”  Of course, this upcycling also makes good use of materials that would otherwise be wasted.

After the faces are redone, the next step is clothing.  Here Singh’s mother comes to the rescue, custom hand knitting each new outfit!

It was never Singh’s intention to make a statement about Bratz dolls, which tend to have a highly made-up and sexualized look.  She only intended to give them a new lease on life with a more down-to-earth persona.

That said, perhaps Singh is onto something that transcends the mere purpose of a plaything.  As Christina Spears Brown states in Beyond Pink and Blue, “Toys are how kids learn about the world and their place in it.  A toy doesn’t have to be labeled as educational to be instructive. Just because you aren’t aware of what your kids are learning doesn’t mean they aren’t learning” (January 14, 2013).

The name “Tree Change Dolls” may seem odd and out of sync with the current cultural trend toward catchy names.  However, once one understands the meaning behind the name, it’s easy to see why Singh decided to keep it.  She explains: “Tree Change is a term in Australia that means moving from the city to the country for a more relaxed and down to earth lifestyle. It is actually a derivation of the original term Seachange (also the name of a popular Australian TV show in the early 2000s) which meant moving from a bustling city life to a small seaside town for a more relaxed and down to earth lifestyle.”

What a contrast to the doll name “Bratz.”  The Oxford dictionary describes a brat as “a child, typically a badly behaved one; spoiled child.”  Similarly, Merriam Webster defines a brat as “an ill-mannered annoying child.”  So, even the name suggests that MGA Entertainment, maker of Bratz, may be guilty of “Single-Minded Marketing.”

Tree Change Dolls, in contrast, seem to be the poster child for “Mindful Marketing”; however, at his point they only satisfy four of the five qualities required for mindfulness:
  • Appropriate benefits relative to costs – check
  • Clear and truthful communication – check
  • Respect for people and their institutions – check
  • A good steward for resources – double check

What Tree Change Dolls lack is the provision of products at convenient times and places.  Being online gives the enterprise reach, but with a repertoire of only a dozen dolls, the venture lacks production capability, which constrains it for the time-being to “Simple-Minded Marketing”; however, it should be added, “with GREAT potential!”  We’ll likely be seeing more of Tree Change Dolls.


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Sly Subject Lines

4/18/2015

 
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How many healthy, long-term relationships begin with a lie?  Probably not many, which is why I’m surprised to read the subject lines of emails from certain companies trying to court me. 

For instance, I recently received an email with the subject line “RE: Follow up.”  Although I didn’t recognize the sender, I opened the email, reasoning that I may have forgotten about some previous correspondence, which wouldn’t have been the first time.  After all, the subject line gave two good reasons to believe that the email was a continuation of some prior communication:

    1)  RE:  suggested that this email was being sent in reply to a prior email

    2)  Follow up:  implied that some earlier communication had preceded this email

As you probably guessed, I was duped.  Fortunately the email wasn’t malicious (no virus, etc.); however, the email’s first paragraph confirmed that it wasn’t from anyone I knew, nor was it about any existing issue:

“Hi David,
Do you have any interest in confirmed scheduled appointments and leads with your target audience? We generate leads and then schedule call with the lead. We charge you only for qualified appointments and leads. Any bad leads or cancelled appointments will be replaced or non-chargeable . . .”


Although the subject line suggested otherwise, the email was a new, unambiguous solicitation sent by a business development executive.

Managing the deluge of emails that flood our inboxes each day has become a formidable task for many of us.  We work to perfect approaches for swiftly scanning and interpreting subject lines, deleting those emails that do not comport.  So how does an email marketer avoid having its messages summarily screened and deleted?  Some resort to deception, such as the example above.

So, what’s the big deal?  Isn’t a misleading email subject line the same as those internet lures, sometimes called “clickbait,” that entice us to follow an intriguing link only to find something completely unrelated to what grabbed our attention?  Yes, that’s exactly the point—both are deceptive; neither should be used.  People deserve to make decisions based on truthful information; they shouldn’t be tricked into taking action.

Besides appeals to honesty and integrity, an argument against deceptive emails also can be made based on the consequences of such communication.  As the introduction of this piece suggested, even if people are persuaded to open the misleading messages, it seems unlikely that they would trust the perpetrators.  Instead, they’ll probably be thinking: If the firm is fine with deception as its first impression, what other ethical commitments is it willing to compromise?

 For these reasons, it’s hard to imagine that deceptive emails represent effective marketing that creates long-term stakeholder value.  The emails are successful, however, at undermining societal values such as honor and truthfulness, which makes deceptive emails a prime example of “Mindless Marketing.”


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Leveraging Leftovers

4/11/2015

 
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Most of us waste at least some food, which is not a good thing.  What happens, though, if you’re not an individual considering a few ounces of an uneaten meal but a restaurant dealing with hundreds of pounds of unusable food?

In the United States, full-service restaurants produce a combined total of over 49 million lbs. of food loss per day, while fast food restaurants generate even more—over 85 million lbs. daily.

Why so much waste?  Well, it’s helpful to realize that the excess food comes in three categories:

1)  Uncooked/raw ingredients that can’t be used or are no longer needed

2)  Prepared dish components that are never served (e.g., sauces, sautéed onions, shredded lettuce, etc.)

3)  Uneaten portions of customers’ meals

In terms of #3, consumers are the main culprits when they order more food than they should and/or fail to take the leftovers home.  Restaurants, in turn, are responsible for #1 and #2.  Although they have a financial incentive to minimize such loss, food ordering and preparation is not an exact science.  Both are subject to consumer demand—what and how much customers decide to eat on a given day is somewhat unpredictable.

Since it seems that restaurant leftovers are to some extent unavoidable, the question becomes how to handle the surplus, particularly in light of the fact that so many people really need the food:  For instance, “In 2013, 49.1 million Americans lived in food insecure households,” which was about 15.5 percent of the entire U.S. population.  One enterprising organization that has created an especially effective solution is City Harvest.

City Harvest serves America’s most populous metropolis, “rescuing food” for many of the hungry among New York City’s 8 million-plus residents, 1.7 million of whom live in poverty.  How does a relatively small nonprofit attack such an enormous need?  City Harvest mobilizes an eclectic collection of food donors (e.g., restaurants, grocery stores, cafeterias), motivates a wide array of volunteers and financial supporters (individuals and organizations), and manages fast-paced transportation and logistical systems, all to get the right food to the right places at the right times. In short, City Harvest employs some very effective marketing.

City Harvest rescues 136,000 pounds of food a day, which it delivers to over 500 community programs, all while spending just 25 cents per pound of edibles and ensuring that 93 cents of every dollar-donated directly supports its hunger relief programs.  All told, the organization “helps feed the more than 1.4 million New Yorkers facing hunger each year.”

It’s great to see nonprofits utilizing best practices in marketing to create some of the most needed kinds of stakeholder value. In doing so such organizations also uphold important societal values like empathy, kindness, and generosity.  As a result, it’s easy to add City Harvest to the menu list of those practicing “Mindful Marketing.”

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Gookamoedoe--A New Bank!

4/4/2015

 
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If you’re thinking of starting a new business, three retail categories you probably should avoid are: malls, fast-food burger restaurants, and banks.  A recently-founded financial institution in Lancaster County, PA, however, decided not to heed this advice.

The Bank of Bird-in-Hand is headquartered in its namesake town, a small rural community, composed of many Amish and Mennonite families, located about seven miles east of Lancaster.  In the wake of the 2008 financial crisis, which saw many banks struggle and succumb, virtually no one was thinking of developing a new depository, except for the founders of Bird-in-Hand Bank.

In the three decades before the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, about 100 new banks opened each year in the U.S.  Since Dodd-Frank, Bird-in-Hand Bank has been the ONLY new bank in the nation to open.

Why in the world would some Lancaster County capitalists buck a trend that saw “more than half of the 18,000-plus banks opened in the mid-1980s” merge or close by the beginning  January 2014?   Didn’t they realize the revolution of reduction taking place in banking or hear how extraordinarily difficult it had become to secure the FDIC’s approval for a new financial institution?

Bird-in-Hand Bank’s founding President and CEO, Brent Peters and his business partners did know what they were up against.  They also saw a unique opportunity to serve a special market niche.  Besides a robust agricultural base, the area had “a growing collection of woodworking, tourist and specialized manufacturing businesses” that were underserved in terms of banking.

These businesses needed a local bank that understood the close-knit community and that was willing to modify its marketing to meet the unique needs of many Amish and Mennonite patrons.  So, for instance, Bird-in-Hand Bank catered to its constituents by designing “a drive-through window that can accommodate a horse and buggy.”

Since its opening in November of 2013, Bird-in-Hand Bank appears to be doing well.  Loan demand at the bank is very strong.  As of December 31, 2014, Bird-in-Hand Bank had assets upwards of $72 million versus liabilities of about $58 million and total deposits of over $50 million—not bad for a bank with one branch in a largely agrarian community.

For itself and for its patrons, Bird-in-Hand Bank seems to be creating stakeholder value.  Likewise, the Bank’s investment against-the-odds in a small, rural Pennsylvanian community, suggests strong support for societal values such as fairness, decency, and respect.  In sum, those familiar with the Bank of Bird-in-Hand can confidently say “Gookamoedoe!” [Pennsylvania Dutch for “Look at that!”]—an excellent example of “Mindful Marketing.”

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    David Hagenbuch,
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