Tag Archives: experience

As PC manufacturers suffer in 2011, Apple stormed ahead. Lesson: DESIGN MATTERS

2011 was the second worst year for PC sales in the US.

  • HP fell 5%
  • Dell fell 8%
  • Acer fell 14%
  • Toshiba fell 2%

Q4 figures for 2011 being particularly bad for HP as the botched sale or not of its PC division resulted in a loss of customers confidence and a corresponding fall in sales of 25%.

So, a terrible year all round?

Well … no. Not for everyone.

One company bucked the trend in the US. Increasing sales in Q4 by 18%.

You know the name of course, Apple.

Before you dismiss this, it is worthy of some examination.

In an economically challenged year when consumer confidence fell and jobless figures rose, the company that bucked the trend for sales was a manufacturer of premium products. If you want a computer, whether for work or business Apple is not the cheapest option. Of course, any comparison depends on your requirements, but it would be hard to argue that Apple are the least expensive choice for most requirements.

So at a time when you would expect price sensitive buying the opposite happened.

Or did it?

If you ask look carefully at what people wanted, perhaps this is a clearly predictable outcome.

Instead of focusing (as the PC industry typically does) on chip speeds, memory size, hard drive space, blah blah blah … you focus on long term value, a great user experience, beautiful design, and build quality then you would count out most of the PC industry. Most PCs are functional and provide good bang for the buck, but in the user experience stakes … are awful.

For many people, price will have been critical, so however much they may have wanted an iMac or Air, the price of the Apple world was simply too much, so PC sales have not completely collapsed.

An analyst would point to a number of supporting factors for this: A new operating system, value of Apple stores, strong marketing and the not least the benefits of a very positive brand. They may also talk about a competitors’ lack of vision or the growth of the Apple ecosystem and the resulting pull through effects.

But they would be missing the real driver. All of these matter, but there is a much stronger one.

Anyone who has spoken to a recent switcher from PC to Mac would tell a different story. New to Apple buyers talk about the user experience (they don’t call it this of course), the design, the beauty, the ease of use. Seriously – they do. People who don’t care about computers become attached to Apple products. It happened with the iPod, the iPhone and is pulling through to the desktop and laptop. It is also why Apple dominates the tablet market despite hundreds of much cheaper competitors.

This change is not good news for the PC industry, because most PC makers are really bad at the things that Apple is great at. I don’t just mean poor, or not very good, I mean BAD. Products keep being released with the most basic of design flaws.

Manufacturers scrimp on design throughout the whole process, they cut corners on build quality to save a few cents, install junk-ware which kills speed and offer support that is usually painful for most.

And they wonder why they are losing business?

And here is the bad news. It  is only going to get worse; as people tell their friends, as they become part of the Apple closed wall ecosystem the personal switching costs to go back to the PC increase. With disjointed and badly designed ecosystems  and no added value from competitors they are not even going to be contenders. Talking a good story doesn’t cut it. Most Mac buyers have PCs at home at the bottom of draws that testify to the failure of the PC as a long term investment. The performance slowdown, the problems with rogue code and viruses and the slow start times being ecliped by the Apple experience.

Companies should pray that Apple decides to stay a premium provider, because if Apple decides to go for growth by releasing a lower priced range, then there will be a bloodbath in the PC market.

So is this a fait accompli?

Is the end nigh?

Are there any routes to survive?

How to compete

Option A – innovate product+service

  1. STOP looking only at the product, look at the whole product+service experience from pre- to post- sales
  2. Focus on the experience. Be the company YOU would want to buy from. Fix your service problems.
  3. Find the gaps, segments and customers where you can improve and then innovate, innovate, innovate (the process and experience)
  4. Focus on designing excellent, fun and rewarding experiences (remember, it is not just about the product, but product+service)
  5. Build on these, keep innovating and develop passionate buyers
Difficulty: Hard
Reward if successful: Your business stays alive to grow and has a solid base of buyers. You may be a smaller company, but if executed well should be more profitable and stable.
Answer this question: If I was a buyer, would I buy this? Why? Then test this with real customers.

Option B – Business as usual

  1. Focus on reducing costs to win on price. Fail to develop a service mentality.
  2. Ignore Apple, continue on with business as usual. (You may talk about design, but this is likely to be copying Apple)

Difficulty: Easy
Reward if successful: Cut-throat competition and no ability to value add. Highly volatile business with high costs, ever reducing margins. What you do win will be hard fought and low profit.

Answer this question: Can I control and manage my costs better than my competition? Do I have a predictable and flexible build model?


So is the lesson, innovate or die?

No. You can carry on as usual, but are going to find life very challenging. Margins will continue to be under pressure, you will be worried about another competitor making a slightly better product and at a slightly cheaper price, but you can continue. Of course this a challenging life, as you have no long term value to bring. You know this and so do your customers. Should the market suddenly shift, you will be unable to compete.

If you are a PC manufacturer you should be calling Microsoft now and demanding that it pulls its finger out and starts getting products out of the labs and into the OS.

The game is not over yet, but it is not getting easier.

10 other ideas to help:

  1. Hire passionate people – find young smart people and hire them. Then LISTEN to them
  2. Build diverse teams. If you have a team of engineers you will build things may be efficient, but are ugly and will fail in the market. Hire designers, artists and people who care about people.
  3. Travel the world, watch, learn and understand. Embrace ideas.
  4. Start breathing design, understand it, live it, demand it.
  5. Cut your development and prototype timescales, build or partner to be able to quickly prototype. What is your MPT (minimum pro
  6. Release innovative ideas and prototypes – build energy, interest and passion in your company
  7. Test new ideas live, release products under other brands if you need to, make limited editions, test the market with live products
  8. Make feedback as honest as possible, setup user panels, hear the harsh truth first hand, encourage honesty
  9. Find partners … be open-minded and innovative in who these are
  10. Set metrics that encourage innovation and the changes that you want.

So no easy answers or magic bullets (there never are – which is why they are called magic!), but there are options to survive.

One final point to executives in the PC market, whether software or hardware …

Don’t complain about Apple. You could see this was happening. Everyone else did.

Now the question is whether you want to sit back and let this happen, or are going to embrace the challenges and innovate and design a way out of this? Your call.



UK trains, HS2 and the failure of ambition and vision

So, after years of discussing and debating the obvious – that the UK needs a 21st Century train network – the Government has decided that the first phase of this should go ahead. Assuming that it gets built on time and anywhere near the budget, both of which are highly unlikely (given the traditional overruns of Government projects) I’m sure the children and grandchildren of those in the South who need to get to and from Birmingham and London quickly will be happy.


But perhaps not.

Our children may also be furious because we have left them with a huge bill of £33Bn to fund a dated technology solution that no longer addresses their problems. We have a few hundred years of history to give us confidence that London will remain the capital city, but I doubt whether our children want to commit to the same lifestyles that we have today – wasting time unpleasantly squashed inside overpriced metal boxes, fighting for personal space, moving from home to whatever work is in 2026 unnecessarily when technology could remove much of the burden.

And the worse part is that technology could remove much of that burden today.

I’m not against infrastructure investment, in fact if we had invested in our transport as other countries have over recent decades then we wouldn’t be in dire need for investment now, but focusing on one line which connects two cities whilst ignoring all others is a questionable strategy at best.

What HS2 represents is an abject failure of both ambition and vision.

A failure of ambition 

It is a failure of ambition, because it is an expensive single route based on an old idea of travel. Nothing more. There is no evidence of thinking any deeper than the infrastructure itself. When the Chinese already have trains that are faster, more advanced, and run on longer lines, with cheaper prices and a vision to connect cities across their country, then as a country that has and continues to produce world class engineers and architects we should be ashamed by the lack of ambition with this. Just to repeat that. China has faster, longer, cheaper trains now, and we will need to wait at least 14 years. Pathetic. And for those that didn’t know, Britain was one of the pioneers of magnetic levitation trains.

We know the problems we face, we know about overcrowding, expensive trains, poor stations, no coordination, a lack of commitment to next generation working, and our best solution is HS2? This does nothing to solve the immediate challenges facing the UK  and the working and commuting population and will if anything cause more problems in the short-medium term as the disruption of the build inconveniences thousands of people.

It will create some much needed employment, but hardly enough to make any noticeable impact on the worsening employment statistics. Add to that many of the jobs will be years away, with no guarantee that the manufacturing will even involve British manufacturing or British skills.

Hardly an infrastructure strategy to be applauded. It is unambitious and inadequate for the challenges we are facing.

A failure of vision

The failure of ambition is very closely related to the failure of vision.

Whereas I have defined ambition as the willingness to push the boundaries on what we do and how we do it, vision is the willingness to push completely past and outside of the boundaries; this is the why are we doing it; it is the ability to rethink our problem, to innovate and to challenge ourselves to find a better solution.

It is in this regard we have failed even more spectacularly.

To understand why this is, we need to appreciate that the success of any solution can only be judged when we view this in the context of the problem. A good solution has to solve a problem. The better it solves the problem, the better the solution. Without a problem, it cannot be a solution.

So what was the problem?
If the problem was slow trains between Birmingham and London, the need to halve journey times and little consideration for the timescale, then it could be argued that HS2 was reasonably successful.
BUT, if you have to travel on trains today and …
– suffer the indignity and discomfort of over-crowding;
– try and actually work on a train (with a tiny amount of space assuming you do get a seat)
– experience the regular delays, cancelations and poor punctuation;
– endure the highest prices in Europe (and highest fare increases too);
– wait in outdated disfunctional stations;
– fear before using public station conveniences;
– dispair at the lack of seating, heating or working space in stations
– or live in any city other than London or Birmingham …
Then you may be questioning the strategy, the logic of the investment and the ability of the solution to solve the problems that you see and experience on a daily basis.
It is not HS2 doesn’t solve some of the problem – it does … if you live in Birmingham and need to travel to London, it does. The problem is that if you are living with any of the above list of problems today, day in, day out, then HS2 does NOTHING; absolutely nothing to help solve this.
And this is why HS2 is a poor solution, and a failure of vision.
It is a failure because it doesn’t effectively address the problem we are facing and propose a solution to these.

How did this happen?

The central issue was that we had a solution before we adequately defined the problem. By not questioning, challenging and exploring the problem adequately we have failed to find or investigate alternatives.
Of course, this is not accident. It was intentional.

This approach is exactly what the HS2 lobby wanted of course; a polarised debate into a yes or no choice; an improvement or status quo decision.

It is not surprising that the decision was a yes. Who was going to argue no? Who wants all the problems that we have today and no improvement?

I know that people argued for a wider discussion about alternative approaches, about green issues, about the route. All this did was fracture the oppositions influence.

All HS2 had to do was to point to a bigger bogeyman (i.e. flight), propose last minute changes for the environmental protesters (more tunnels, some rerouting) and job done.

This was a classic political game being played out exactly as the instructions suggest.

A game whose players included a government who could trumpet change whilst doing little (whilst actually decreasing rail funding), a construction industry that could eye lucrative government contracts, and a rail industry that continued to avoid any serious examination of the systemic failures we see today (and more importantly any discussion of alternatives). Don’t think the review of alternatives was ever serious. None of the players wanted this to happen. That would mean complexity, an opening up of the problem and no shiny thing.

Anyone who has ever worked in government knows the value of shiny things to distract a populus, and this was one of the biggest shiny things you could imagine. Government, construction companies and the rail industry all relax. Job done. Vision defined, budgets approved and shiny new thing to point to sometime in the future in place to avoid discussion of the failures today. Everyone involved assured of a secure retirement long before being held to account for any delays.

And everyone is happy.

Unfortunately not.

Certainly not me. And certainly not the majority of other train users, because what this means is that we face another generation of failed rail transport. All of the problems detailed above with trains today are still there, all of the problems still exist and any serious potential investment available is now committed to HS2.

This is a failure of vision, because this was not the only option.

There were hundreds of ideas and initiatives that could have improved our rail experiences, and more importantly provided benefit within months and years, rather than decades. They were not all pretty, some were purely functional, they cost money now, and didn’t have the benefit of a big shiny thing, but they would have produced real benefits for those using rail services. They would have helped the UK close the gap with Europe, and provided improvements to help UK businesses and families.

Examples include:

  • Longer trains and platforms (see Japanese trains … many of 16+ carriages long)
  • More trains!!!
  • More spacious carriages, better designed for working people, families, recognising the need for social spaces (e.g. family carriages)
  • Power, (free or affordable) connectivity and space on trains and in stations to work at
  • Public spaces in stations, that were pleasant rather than uncomfortable interview rooms, surrounded by surveillance that makes the Stasi look like amateurs, relaxing secure comfortable places to wait and talk
  • Respectable food services at a fair price … support for local suppliers and the end of rip-off pricing (hello WHSmith)
  • Establishment of food services that encourage you to eat there by offering healthy food, freshly made
  • Clean public conveniences (without charging extra for them)
  • Affordable trains, and sensible fare increases
  • Secure, affordable parking at stations
  • Integrated local transport services
  • … and so the list goes on

None of this is rocket science.

And more importantly, none of this, NONE of this would take anywhere near 14 years to arrive. Some changes could be here in weeks, months and a maximum of 3 years, at a fraction of the cost of HS2. Changes could be distributed nationally, so at least bore some relationship towards being fair to the people across the UK who will be paying for HS2.

None of these will significantly speed up the trains, but with a more functional enjoyable train to sit on, journey time is less important. With reliable trains that you can work on, socialise on and afford to travel on, journey time is less of an issue. The train operators understood this years ago. Premium services do today.

So why was this not an option

All of the items on the above list cost money. Varying amounts of money, but money nonetheless. Money that train companies do not want to invest. Most of these things do not generate revenue. Most cost money, which train operators do not want to spend.

What train companies like is raising income, without spending.

They do this by not spending on stations, repainting rather than purchasing new rolling stock (hello East Coast), not investing in platforms (when did you last see a platform extended), and generally leveraging every ounce of use out of what they have. For example, putting in as many seats as possible, allowing overcrowding and raising fares as much as possible. They restrict seating on standard services to incentivise upgrades, oversell on busy services and cancel unprofitable routes when they can. They don’t build great spaces, they build functional unpleasant stations at the lowest cost. They frighten people with cameras to avoid employing staff. They charge the maximum they can for parking, sell concession space at a price no local business can afford and avoid any form of benefit without charge (e.g. wi-fi, lounge access, power access).

Anyone see a problem here?

Of course, according to traditional business theory, this is how firms are supposed to behave (thank you Mr Coase). They are there to maximise profits for shareholders. Recent writers such as Porter and others have challenged the validity of this, but in rail in the UK, the model remains.

And this is where the failure of vision comes in.

The problems of the rail industry are well known and well documented.

We know how train companies operate. We may not like it, but they are a known entity.

But, with no vision to show what could be, to energise people, to raise the bar on imagination, train companies are left to continue business as usual. Without a vision, the default at best is incremental improvement. That is at best – the most likely outcome in a monopoly business is rising prices for a reducing quality of service. In short, everything that the population don’t want.

So, HS2 is not necessarily bad. It is that it doesn’t address the problems that we face in rail. It provides an expensive solution that benefits a small subset of the UK population. Even when extended to Leeds and Manchester (which is not guaranteed to happen) it is not a national strategy or solution.

But was this the only option?

Releasing imagination and driving a strategic vision

There is another of solving a challenge like this. Design thinking.

I won’t cover the details of what this is, as a quick search on Google will provide more value than I ever could, but I will briefly cover how this could have led to a different outcome. TIP: Search for writings by David M. Kelley, John Thackara or Roger Martin – or read Thomas Lockwood’s excellent book on this subject.

What design thinking would have done at the start is encouraged a more creative approach that not only defined the problem, its urgency and audience, but also who the key stakeholders were. One key difference is that the traveller as the end-user would have been at the heart of this. Research would have been comprehensive, but would critically have looked at other attempts to solve similar problems. The whole point is that you DO NOT assume that you know what the solution is when starting. Research seeks to understand the problem, not validate the solution. Not yet.

It is at the next stages that we see more diversity. Unlike traditional design methods, the next stage of designing thinking seeks to encourage ideation – to generate and capture ideas about how to solve the problem(s), to maximise possibilities rather than limit thinking. After this we see prototyping, not in darkened secure facilities or exclusive foreign study trips, but active open processes involving users. Iterative, rapid prototyping is used to validate assumptions, test ideas and investigate ‘what ifs’. At this stage judgement is still reserved. The decision is based on working prototypes and evaluation of a number of proposals and ideas. The process is free to change the order in which steps are completed, to repeat previous activities and to iterate ideas until there is a high level of confidence across stakeholders.

Of course, there is a risk of delays, but this is counterbalanced by making mistakes early and quickly correcting these at the design and prototyping stage, rather than committing to a solution that cannot be easily changed. Research has shown the problems identified at the design stage can cost 1/100th of the cost of fixing these once into production.

Was another option possible?

Looking at France, Germany and Japan, it is easy to assume (and this may be correct) that investment in new high speed lines was the only option. It works for these countries, why not for the UK? Certainly every country and rail manufacturer seeking to win business would be telling you that.

Of course we are decades behind these countries in rail investment, but surely the strategy is right?

Isn’t it?

It works for them, why not us?

For France and Germany, and Japan it may be right. This was a strategy that they all committed to decades ago, but that does not guarantee that it is right for the UK today. In a densely populated country such as the UK, where innovation, creative industries and financial services are key sources of income we could have reached a different conclusion.

Of course we need to improve rail, but there are lots of ways of doing this (see above) in a quicker, more cost effective way.

If we were serious about rail infrastructure, we would have realised that the true cost of bringing our transport network up to the level of France and Germany would be over £100bn, perhaps much much more, so this is hardly a solution to allow us to compete with them.

Instead, perhaps we could have really looked much deeper and sought to develop solutions that recognised our challenges, our problems, but looked at a more imaginative approach, a solution … that was appropriate for the UK.

One that …

  • That invested in communications infrastructure to reduce the need to physically travel
  • That distributed key functions around the UK, and avoided centralising services in two mega-cities
  • That incentivised local and regional investment
  • That forced all government services to be truly online
  • That published all lectures online to reduce travel for learning
  • That removes the restrictions on the local loop and encouraged competition
  • That changed the working practices of all public servants who could work remotely to have that option
  • That legislated flexible working options where possible
  • That opened up public buildings such as Universities more to local businesses and shared resources
  • That focused not on UK infrastructure alone, but as part of a global vision
  • That committed to short term transport improvements and big IMPACT quickly
  • That supported iterative changes and quick and ongoing improvements
  • That made trams a first class form of transport
  • That adopted a strategy that regional integration of travel
  • That incentivised sharing and not travelling as options
  • That funded intelligence in cars
  • That rewarded the end of the 9.00-5.00
  • That forced out of town areas to fund public transport options
  • That changes funding models to reward customer satisfaction and penalised service failures heavily
  • That connected our key strategic centres in wave 1, such high speed from Leeds to Manchester to Liverpool to create regional efficiency
  • That shifted transport to slow rail through the night to reduce road traffic
  • That sought global expertise to propose imaginative solutions to our challenges

And so on …

What this process would have done above anything is show the flaw in looking for shiny things as the solution.

It may have been that the end result was that HS2 was identified as the best solution.

But, as I look forward to an overpriced, overcrowded train tomorrow, with expensive wi-fi, and no real sign of this improving for many years, I don’t think so.

Does 2012 spell the end of the High Street? Tip: the internet is not the problem

The Situation

6 days into 2012 and High Street retailer Blacks becomes the latest casualty in a stream of failed business caused by …

… by what exactly?

  • ‘exceptionally challenging trading conditions’
  • ‘difficult economic conditions’
  • ‘the economic environment’
  • ‘depressed sales’
  • ‘competition from supermarkets’

So which one of these was a surprise?

Given the financial problems that we are all aware of, which of these could have been predicted?

Answer? All of them.

Any business studies student and certainly any director should have been able to see the logical next steps following a global recession.

So, the boards, strategists and certainly most of the people in the company knew that these conditions were coming, but were unable to save their companies. There is no doubt that times are tough and the High Street is facing an onslaught from supermarket and online competition, but do these companies share any other characteristics when compared against their competition that makes them more vulnerable?

I think they do, and it is something that should also scare a lot of retailers.

The problem

They are all average.

They are boring.

They are all companies that are middle tier players, neither discounters nor quality leader, selling undifferentiated products, have at best acceptable service and are a functional place to purchase products that you may often want, but don’t need, and rarely care about.


Think about it though?

– Did anyone every buy anything that they really cared about at any of these stores?

– Did anyone ever get outstanding service that they could not hold back from telling their friends about?

I doubt it. I never did.

These companies are by definition ‘average‘. And I think that this is the core problem.  Shopping in these stores is a functional, anonymous task that is often a chore. Service is rarely personal or rewarding. The experience for many people is that shopping at these companies borders on unenjoyable. And for retailers, that is a huge problem.

Shopping should never be anything less than a pleasure.

pleasure, fun, enjoyable, exciting.

I cannot imagine shoppers at these stores using any of these words about these stores.

It doesn’t have to be this way. Shops can be enjoyable, fun, have knowledgeable staff, be polite, efficient, helpful, and share experience about their products. Many small retailers do, and they always get my business. The sale is not simply the transaction of money, but in most cases part of an ongoing relationship of shared value.

But that is not the only problem.

When money is tight, and it is, the economics and behavioural patterns of shopping change. People analyse much closer what they are buying and where they are buying it from. They look to reduce spending, they search for discounts, but also search out quality items that have greater durability. Unsure of future incomes people want products that will cost less or last longer. Given that people have less to spend, they want to enjoy where they spend it. Whilst people are flexible about balancing the experience of shopping in exchange for cheap prices, average products at average prices with average service will lose out every time.

Personally, I want to reward shops that care about me, and actively NOT spend money at those that put no effort or care into my visit. Ignore me, give me poor service, sell me an inferior product, give me second rate support and I’ll try my best to not spend money with you. And I’ll tell my friends too. Alone I can make no difference to you, but I am your customer base. I will win.

The Solution

Help me, show me, inform me, talk to me, sell me quality products at a competitive and fair price (not the cheapest) and you have the chance to create a loyal shopper and the opportunity to cultivate a raving fan. If you treat me well, you are very likely to treat me friends well, so I’ll recommend you. Don’t just have a fix-it program for customer service, but LIVE it, employ people who care, empower them to deliver and be the company YOU would want to buy from.

  • My local butcher knows this, and has a shop that is always busy
  • My local sweet shop knows this (yes, we have one of these in a small town, which shows you excellence in service can pay)
  • My local newsagent knows this
  • My local delicatessen knows this

But this is not just about local.

  • The Climbers Shop in Ambleside knows this
  • Numerous smaller shops know this all over the country; Needle Sports (another climbing shop in Keswick) LIVES THIS ethos!!!
  • John Lewis knows this
  • Apple knows this … WOW do they know this

One final point, things will go wrong, so make sure your after sales service is second to none.

Get this wrong just once and you lose me forever and create a raving hater.

So no long list of recommendations, just one.

Don’t be average. Be excellent.

In everything that you do.

That’s it.

I mean everything.

This is not about having a state of the art shop, expensive fittings, the best tills, beautiful uniforms and expensive bags (whilst we are on that, don’t try and charge me 5p when I have just spent £50). It is about having a retail experience that adds value, is a pleasure, is worth looking forward to, is fun, is enjoyable. If you do have the capital, by all means create a great physical store, but this is not the priority; the experience and service is.

It is about being the type of shop that you want to visit and will talk about. Be an experience.

Employ people who care. I mean really care. REI in the US continues to knock me for six with their service ethos. I’d be loyal to any store in the UK that had a fraction of this ethos. This starts with hiring people who care, people who want to serve and help their customers, whether they buy or not. REI takes a long term view, it wants to win not just lifetime loyalty, but generational loyalty. Parents bring their children, grandparents bring their grandkids, that cycle of loyalty builds and builds. I wonder if anyone from Blacks ever visited REI, because if they did, none of this is reflected in the current Blacks shopping experience.

This is not just about the front end though. At the back end, retailers need to know their products. Sell quality products, don’t sell junk that has a good margin, because this approach may cost you your business. Find new suppliers, seek out niche suppliers and emerging designs and products. Build relationships with suppliers and know the products. Keep the products relevant to the season. Start your sales before the next season starts, so I have a chance to pickup a bargain in season. Be selective about what you stock, make sure it fits together as a whole. Sell an end to end experience. Understand your market, your customers and their needs. Where you can, surprise me, reward me. This does not have to be expensive, but show me THAT YOU CARE ABOUT MY BUSINESS!!!

Connect locally, support your community, contribute, reward loyalty, be kind, give back. Contribute to what your company cares about. It is not about big pots of cash. Can you help a local school or business by sharing experiences and advice.

Virtually every company can learn from Patagonia in terms of managing and presenting social responsibility, but this is a massive global retailers, there are many more examples at a local level. If you sell food, do you CARE about food? How would your customers know? Are you supporting local suppliers? Are you committed to healthy living, or exciting food experiences? Do you support causes that you and your company care about? Can customers see what you are doing? Can they get involved?

It doesn’t matter what area you are in, you can get involved:

  • Food – healthy living, sustainability, local farming and production, reducing waste
  • Books – reading, literacy, learning, diversity, any number of specialist themes (home cooking, travel etc)
  • Outdoor – environmental awareness, travel, sustainability, open access, development
  • Fashion – sustainability, reuse, recycling, customisation and personalisation of clothing, positive self identity, diversity

You have no excuse, because this is not about time, but effort and caring.

If people apply for a job and don’t care, don’t employ them. Simple as that. Take time to find people who care. Build networks, relationships and fans. Reject average. Low wages don’t help, but high wages are not required either. Pay fairly, be flexible in conditions and excellent in treatment of people, not STAFF. People, humans with families, not anonymous staff.

Now re-read this article and think how much of this applies to the companies that failed.

I cannot think of one company on this list that gets a fraction of this right. So where is the surprise that they failed.

This was completely predictable and there is a tranche of other companies closely behind them that has survived for now, but are on corporate life support. They are dying, because the lifespan for the business model that they are following is already dead.

Of course, this takes time to get right, costs money, takes effort, but then the alternative is pretty clear too … no business, no job, no income.

There is no middle ground.

Middle ground = average = loser

Excel or lose. Your choice.

This article is Part 1 of a 3 part series.

Part 1 – The experience

Part 2- The internet

Part 3 – The strategy