Work

Social’s second chance

For context, I believe the first chance was brand/marketing. That potential has pretty much been converted into a banal, mostly campaign oriented, traditional media (with better targeting thanks to various contexts) approach, though thankfully, we have do some rebel strongholds. I can clearly see this within the Big Shift construct – the third wave is about how organisations/institutions respond to knowledge and the flow of information, and what I see now is the typical marketing organisation conveniently converting social into a media framework that it seemingly understands and has worked with for a long while. The big boys – Facebook, Twitter, YouTube – have all created advertising products that cater to this thinking. Viva la broadcast!

But I’d like to think that all is not lost. Social changed to social media when it approached brand in the same way its media predecessors did. I see this as a phase which will last until social media saturates itself and becomes just another standard media platform. That leads me to think – if each domain (HR, Product) treats social in the same piecemeal way, it is bound to fail across them all.  When this does happen, at least some organisations will realise that a larger structural change is afoot and the institutional response needs to be more strategic. ”The Next Social Imperative” made me realise that social has been attempting to work on top of business processes, but it needs to work the other way to even begin this journey. (also, strongly reminded of Tac Anderson’s post in this context back in 2010!) The driver will be market dynamics but the good news for organisations is that many in the existing workforce have the potential to become navigators of this change.

How does the workforce systemically play a part? Stowe Boyd’s insightful “The Future of Work : 4 trends for 2014” has at least two trends (consumerisation of work and me-isation of productivity and performance) that clearly point to this shift and its harbingers. Consumer technologies (and more so, the philosophy behind them) and a different kind of workflow can actually make an organisation more consumer centric than the silo approach currently followed. Steven Sinofsky’s long but superb post on the theory and manifestation of this paradigm shift is a must read on this subject. A very interesting manifestation of this shift I saw recently is Zappos’ move towards holacracy - a comprehensive ‘operating system’ for organisational governance that focuses on purpose and accountability without a top-down, hierarchical management structure.

This could be the first step towards ‘social business’, and I’m thinking of social business as a platform. (a fantastic read on platforms) The organisation and its purpose would actually work as a platform to channelise and augment the connection between employees and consumers. This purpose would also convert a job into work than an employee is connected to, and on the other side, it would help the consumer get closer to a brand he believes in. This is also when epics happen. Social (and other) technologies would play enablers for a more fundamental change in the structure and nature of work, and allow organisations to harness data, connections and transactions towards a shared purpose. More a transition than a disruption. Different organisations, I think, would evolve differently – some would not evolve at all. This is more hope than anything else, but I do believe that social technology has it in itself to be transformational, and not just transactional.

until next time, back to a socialist, communist workforce ;)

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La Tagliatella

First published in Bangalore Mirror

Something about the consonants in the name of the restaurant reminded me of The Godfather – turned out to be the Tattaglia family, one of New York’s ‘Five Families’ in the novel. The establishment on 100 feet Road, Indiranagar (map) obviously has no connection, and is actually named after a kind of pasta. Yes, there is valet parking. There is something about the façade and the view of the brightly lit interior from the outside that conveys opulence. This is only enhanced once you step inside – gold and yellow dominate the décor, with red thrown in for good measure, and the chandeliers and the framed pictures only add to the effect, though occasionally it tends towards gaudiness. But just when you begin to think you’re in the protective warmth of a palatial bungalow, the culinary illustrations, the display of cooking instruments, the pricing and the temperature manage to bring you back to the cold reality of a fine dining restaurant. There was a lot of chatter happening on our table – some of it was because of the menu, which had a variety of choices, and it took several rounds of discussions before we could reach a consensus, but most of it was courtesy the intense cold. When we asked for it to be reduced, we were given a central air conditioning story. It did seem that the entire air conditioning was centred on our table! The rain meant that we couldn’t use the alfresco option available.

The starter options consist of a couple of soups, half a dozen salads, and some antipasti. We skipped the first two and launched into a Focacce liguri and a Mozzarelletta. The flat bread and its toppings turned out to be quite picturesque, but even the collective presence of duck ham, parmigiano cheese and provolone cheese wasn’t enough to take the dish beyond ordinariness. In contrast, the simplistic combination of mozzarella melted with nuts and sweet tomato, though not very appealing to the eye, made a mark on other senses – smell and taste. It was totally melt-in-the-mouth, with the nuts offering a texture counterpoint. The wine list is fairly exhaustive on paper, but that is a common menu, and in Bangalore, they have chosen to serve only wine. They had run out of bottles of the white wines we preferred, so we settled for ‘pints’ of red and white wine, and were left rather unimpressed with both!

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The sheer variety of pasta choices is something to pay attention to – from spaghetti and ravioli to Sorrentino and Taglierini, I could count about twenty. Together with the condiments, there are potentially hundreds of combinations! Add to that pizzas and calzones! We began with a Tagliatella pizza – thin crusted and fairly large with pesto, mushrooms, taleggio cheese, turkey bacon and spinach. This is probably shuddh Italian judging by the relative blandness, and despite that consideration, it failed to impress. The Calzone Verde was a lot of hot air as they weren’t really generous with the mozzarella, mushrooms and pesto stuffing. We then tried the Gamberetti di Funghi which turned out to be an excellent dish with well cooked pasta and prawns. On weekdays, they have a ‘1111 for 2’ menu, in which we can choose 3 pastas from 9 options. That turned out to be quite a blessing and we sampled the Spaghetti Bolognese, Sorrentino with Vera Casalinga sauce and the Tagliatelle with Tremenda sauce. The spaghetti nosed ahead, though I thought if the Tagliatelle wasn’t a tad overcooked, it might have won, the cream sauce was quite good. I liked the Sorrentino as well, but the table was evenly divided on the parmigiano-reggiano and Iberian pork dish.

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There are plenty of dessert options, but as usual I got unlucky with the exact one I wanted! We tried the Tiramisu, which was phenomenally good and the best dish of the day. The Tutto Cioccolato seemed a little too similar to the standard lava cakes available around. Coppa Fior di Latte al Cioccolat oFuso – Mascarpone ice cream with hot chocolate cream – was also just average.

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For about Rs.2700, you could share a drink, a non veg starter, a non veg main course dish and a dessert. (Inclusive of taxes and service charge) La Tagliatella is an international chain and prides itself on the authenticity and freshness of the ingredients used. That probably explains the pricing to an extent, but somehow the experience itself didn’t really justify the bill. So, unless the gap between value and cost is bridged, the bill would make it very easy for a customer to suspect a Godfather like extortion!

La Tagliatella, 766, Amrest Bunglow, HAL 2nd Stage, 100 feet road, Indiranagar, Ph: 080 60506066/77

Brand, Marketing – 2014 and beyond

These are not really trends or predictions, it’s more a set of drivers and their impact on the domain of brand marketing.

Technology: Disruption is an abused word, but I think technology is the biggest disruption that marketing has experienced. Yes, it has been so every time a new medium cropped up, but this wave is special. In this largish bucket, I’m dumping everything from the Internet of Things (IoT, which, in addition to really smarter devices and spaces, will also, I hope, give the entire domain of social a reboot) to 3D printing (HP’s entry, scheduled for mid 2014, should push this further in the mainstream journey) to wearable tech/techsessories (Google Glass is the poster boy, though development is happening on various fronts) to Social TV. (a classic example of how social adds itself as a layer to existing media platforms and augments it)  I also add to this the advancements in devices – specifically mobile, which is already forcing marketers to quickly rework their strategy to adapt. The reason I used the word disruption is because by fostering a new kind of phenomenon like say, the collaborative economy, and getting ready to challenge traditional manufacturing, technology is going beyond its role as an enabler and changing brand experiences.

Marketing Technology: While the first point was about technology in a relatively generic sense, this is is about the application of technology and associated tools in the marketing domain. This is everything from marketing automation to web content management to advertising technology and so many, many more things which will probably make a move towards mainstream in 2014. This very popular image would give you a vastness of this domain. With the kind of data that phenomena like IoT and wearable tech will spew out, and the levels of customisation that customers expect, everyone, across domain would have to at least attempt Amazonian levels of efficiency.  Also, increasingly, technology will help us integrate offline with digital. (example)

We can scream buzzword, but big data exists, and we’re only taking baby steps towards harnessing it. I can already see the first levels of it in social media advertising, where intelligent tools and dashboards allow not just better and real time targeting but also better analytics on everything from planning to attribution, to aid decision making. Extrapolate this to multiple media platforms, devices, delivery channels within each and think of the possibilities. I think the domain will move much faster because of two reasons – one, the fragmentation of marketing channels and the impossibility of managing it with only manpower resources, and two, the marketer’s ROI obsession. To quote Scott Brinker, “software is the new fabric of marketing” I see the ‘big’ in big data moving on two paths simultaneously – qualitatively big that would help in personalisation, and quantitatively big that would help in scaling. (mass customisation for larger audience sets, better targeted)

Agile Marketing: Yes, we have borrowed it from the software development guys. No, it’s not really new, nor is it surprising because if marketing is getting a technology influx, it is only obvious that software processes might be a good way to approach marketing. Everything that I have written above will ensure that by design or not, marketers will increasingly be forced to adopt this methodology as the days of predictable media platforms draw to a close. In a dynamic business environment, where new platforms are popping up regularly, and even known platforms are changing their rules constantly, the only way to cope, let alone thrive, would be to run various simulations continuously,  iterate and develop incrementally, break silos and communicate effectively, and have flexible frameworks that can be more responsive to the speed of the change cycles.  What I hope to see this year – at least at an early stage – are software/tools that are customised to the requirements of marketing. But irrespective of that, get ready to sprint! (read more)

Promotainment: Roughly, the phenomenon formerly known as advertising. Thanks to everything above, creativity will need to be channeled differently. In YouTube’s top trends for 2013, three branded videos managed to capture a place for themselves. But this only covers part of the story. Mere entertainment will not be enough to bond with the consumer, for sufficient pull to happen, brands will have to define a purpose (business and beyond) that will resonate with consumers, and treat it differently according to contexts. These contexts could be platforms, locations, topical opportunities and a host of other things, with each experience adding to the perceptions of the consumer. Experiences and ‘content’ need to be created for each of these contexts, and brands need to reboot the way they handle communication. (The Making of a Content Brand) The other key player in this mix is privacy – everything from transience (eg. Snapchat) to the ‘negotiation’ with consumers on what information they share to get what benefit. Customisation as per contexts and audiences and yet cohesive within the larger purpose framework. Not an easy challenge. (A wonderful take on this, and more from Vyshnavi Doss – Brand Avatars)

Marketing Organisation: I came across the fascinating Big Shift concept and the three ‘waves‘ – foundation, flow and impact – only recently. The third wave is how organisations respond to the fundamental shifts in knowledge and the flow of information that are characteristic of the first two waves. While this is a larger institutional shift, its impact will also felt in the structure of the marketing organisation. Add to this, the transformation required for agile methodologies and a fundamentally different content marketing process, and the existing marketing silos have no choice but to evolve. Technologists, ROI drivers, specialists in different kinds of brand experiences – real time, real (offline) and otherwise, data wizards to analyse the tons of data streaming in, CRM folks, creative people and many more will be part of this new structure that realigns the marketing domain to fit the new business landscape dynamics. (a good illustration)

These subjects, and in my mind, one of its results –  social business – will form the majority of this blog’s content in 2014. We’re at the cusp of an extremely interesting era in brand marketing, thanks to radical shifts in pretty much everything happening around us – what I keep referring to as institutional realignment. Here’s to an exciting year ahead!

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 until next time, have a wonderful 2014!

PhilosoRapture

In one of the slides in the presentation I shared last week, I had touched upon institutional realignment, and ‘health’ as one of the drivers. But the origins of this thought go back at least 4 years to The Man..the machine, and  Life…streamers, and the subject of immortality and the path to it – the augmented human – have since then made several appearances here – ‘The Immortal’s Reality‘, ‘Back to Eternity‘,  ’Your Next Avatar‘, and Remember the Feeling to name a few. As I read these posts recently, I realised (again) that the possibility of the current version of the human being just another step in evolution is a humbling one.

On one hand, I remembered the story of Yudhishtira and the Yaksha, and the answer to a part of Question 9. The Yaksha asks, ‘What is the greatest wonder?‘ and Yudhishtira answers “Day after day countless people die. Yet the living wish to/think they will live forever. O Lord, what can be a greater wonder?” On the other hand, I also read that Google (which shares its first two letters with God) has invested in a company that will work on combating aging and disease. Google is not the first company to attempt this, and scientists are already figuring out how to reverse ageing, but it does have the Ray Kurzweil advantage. (also read) This is promising to be a fight to the death! :)

On the same day that the Google article was published, my favourite thinker on the subject – Scott Adams – posted an article on our ‘choice’ of immortality- one was the Google way of doing away with aging, the second was we would be able to transfer our mind to robots, and the last was transferring our minds into virtual worlds. I am inclined towards the augmented human route – body parts getting replaced one by one, until we become a ‘Ship of Theseus‘ and a perfect example of the paradox. But one way or the other, it seems as though we’re destined to be immortal. The funny thing is that despite that, the question would remain – ‘what is life and why do we exist?’ I wonder if an eternity would be enough to answer it. Or probably, our state of consciousness would be such that we wouldn’t feel this urge for an answer. After all, according to my 500th photo on Instagram,

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The end of death is probably the end of philosophical questions as well. Whether that is a good thing is an open question. Or not. After all, Carl Sagan did say “I think if we ever reach the point where we think we thoroughly understand who we are and where we came from, we will have failed.” :)

until next time, cogito ergo hmm

P.S. Not a big fan of donuts, but a fantastic take on the subject of life and its context - http://imgur.com/K6EKeRW

The evolution of work and the workplace

I spent Rajinikanth’s birthday  at Jaipur, all thanks to one of my favourite bloggers – Kavi, who, in his official avatar, invited me to his organisation’s annual HR conference. The theme of the conference was Evolve Connect Enhance, and I can honestly say that many of my perspectives were enhanced during discussions about the real  implications and challenges for organisations, brought about by radical changes in the business environment.

For now, I’ll let the talk do the talking!  (transcript below the ppt) Do comment with your thoughts!

 

Final Talk Points by manuscrypts

 

until next time, work it out

Emotion as a Service

More than a year back, I had written about institutional realignment and had briefly mentioned the institutions of marriage and parenting. ’The currency of relationships‘ made me think of this, and family – immediate and extended – as a societal construct/contract/ institution, and probably even as a tradition. Where we are born, and whom we are born to, are apparently out of control, but we do have an illusion of control courtesy the choices we make as we go along. Thanks to these choices, our lifestyle and our perspectives may follow a trajectory that is totally different from the circumstances and people we grew up with/in. This is not just about the people from our childhood/youth, but is a continuous process through life. Each of us find our own ways to deal with the constant flow of people through our lives. These are again choices, and like most choices involves some amount of sacrifice and bring with them their own set of consequences.

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I loved that Goethe paraphrase, because I think it sums up our relationships very well. At the risk of sounding cynical, (or receiving a ‘speak for yourself’ comment) I’d say that we’re increasingly becoming selfish as a species. I have always had the notion that most relationships are contextual, and it would be difficult to scale our emotions/feelings for others for an indefinite time frame. Yes, I do acknowledge there are exceptions, but that’s what they are – exceptions. Do a quick test and find out how many people across your life you’re still in touch with – bouts of nostalgia not included?

It is with all this as the backdrop that I read Scott Adams’ “The Future of Marriage“. It articulates very well a thought that had crossed my mind earlier. (Of course, he obviously explores it way better than I could have) He deconstructs the institution of marriage and argues that marriage made sense “when the world was inefficient. You married a person nearby who could provide most of your important needs while hoping your lesser needs could also somehow be met.” Now, he says, the internet has allowed us to have a barter economy of relationships. In other words, a virtual spouse comprised of a dozen separate relationships. He tempers everything by saying that in the future, marriage may be one of the many options available. By sheer coincidence, and in a different context, I came across this quote attributed to Steve Macone “A tradition is a habit whose logic has faded“. (via)

I thought about this in the context of the expectations I had mentioned in the ‘currency of relationships’ post. If the institution of marriage can have a barter economy, why not other relationships? After all, isn’t every relationship a barter at its core? It’s just that we are rarely comfortable with voicing our expectations in the case of an emotional ‘transaction’, quantitatively or qualitatively. (generalising) Parents expect their children to look after them when they are old, in return for bringing you up; relatives expect you to return the favours they once did for you, and so on.

So who knows, maybe our pace of life and our need to be (seen as) fair in all our relationships will conspire to form a barter ecosystem that offers emotion as a service. It is possible that an alternate path to prosperity might take us in a different direction, but in the era of the quantified self and the augmented human, when we slowly transition our selves into the cloud, maybe ‘Emotion as a Service’ (like)  is not an impossibility. What do you think?

until next time, a qualified self

To be a content brand

I had a bit of an epiphany when I read this superbly written post on Snapchat and the nuances of storytelling. In my last post on the utility of a brand, I had pretty much glossed over ‘delivery’ because it was one part of a larger framework. (and a post that kept getting longer after I began writing!) While determining the larger purpose of the brand and its ‘job’ in a consumer’s life is important, it is also equally necessary to ‘deliver’ this to the consumer in relevant contexts, especially because we live in a world which has not fully learnt to combat  ’filter failure’. I think ‘content’ strategy has a large role to play in this.

The corporate narrative, referred to in the last post, is a constant work in progress and I fully agree that over a period of time, it will deliver all the advantages that the post mentions, but I do have a couple of different perspectives on the ‘narrative vs stories’ points in it. One, I think stories contribute to the larger narrative (either by collectively forming one or adding to an existing one) and probably don’t deserve to be separated from it. Two, I believe that stories are the devices which make the corporate narrative relevant to the consumer by adding context. This is even more pertinent because narratives are rarely linear in the way they are consumed now. Even not advertising is content that would influence perceptions.

The brand narrative

A brand’s narrative is no longer one that is broadcast to a user base that the brand considers its audience. In fact, thanks to the internet and then social, only a few contexts are now dictated by the brand, the rest of the narrative (in the consumer’s mind) is built by his/her ‘experiences and the best a brand can do is aim for cohesion. The consumer seeks/finds a need that the brand fills in his/her life. This need can be anything along Maslow’s hierarchy, and more. This, I think, is where stories play a crucial part, because the more the stories- from brands or other users – the more contexts a consumer finds to fit the brand into his/her life stream.

The narrative of a brand in a consumer’s life is fluid, and it is cohesive stories that will define its evolution. It has probably always been so, but the explosion of self publishing has meant that brands have to not just get heard above competitors, but the user’s stream on various platforms too. The fluid narrative also means that the big idea every quarter (or year) is no longer enough. (or necessary, though that is debatable) It takes a ton of stories to build a perception and get a community to interact with the brand. But when they do, there is potential for magic. (ask Ikea) It also, only takes a whiff of controversy for it to be forgotten. This calls for an adaptive, agile methodology and some solid content structures that the brand can use to frame user contexts.

Surprisingly, there is good news

The good news is that social platforms do offer a better way to customise delivery according to a user need. That we still use these to broadcast and target according to pre determined audience segments is the beginning of bad news. But at some point when the race to mould the day’s popular social platforms to the existing paradigms of marketing segmentation ends courtesy saturation, hopefully ad tech will move more solidly towards delivering content and experiences that are an answer to the user’s needs. IBM’s trait tattoo based on tweets is a start. Further good news is that thanks to Facebook and Twitter, brands are slowly realising the need to create content that goes beyond broadcast. They are being forced to balance business agendas with the user’s needs.

But, wait

The bad news for marketers is that platforms are exploding and each has its own milieu. The content objectives and strategy are essentially different because user contexts change between platforms and even within it according to time. Right now reach trumps relevance thanks to the measurement parameters of an earlier era, but I’m guessing that will change soon as everyone begins to do the same thing on Facebook and Twitter. Further bad news is that marketing is not really structured or resourced for the changed communication scenario.

Probably the worst news is the mindset and I have seen at least a few fundamental challenges to begin with, in addition to a few myths. One, brands still have the communication baggage of an earlier era. This manifests itself in a campaign based approach, the quest for perfection, the endless approval cycles, and a broadcast flavour to every piece of content, among other things. Two, thanks to Red Bull, everyone wants to get wings and start flying on the first day, as if there is a user waiting to hear the banality that is about to be uttered. It takes months to experiment and get a sense of the fitment of the content’s function (business needs with the objective to inform/entertain/inspire/persuade… the user), its form, (blog posts, tweet, FB post, videos, infographic, polls etc) flavour, (tonality) and frequency (timing) that will appeal to various users in various contexts – what is referred to as the ‘voice of the brand’. The last is the application of measurement parameters that were built for an earlier marketing framework.

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However, all of this is part of the evolution, and given that the learning curve gets steeper by the day, brands will have no other choice but to catch up. The flip side is to be irrelevant, and no brand can afford it.

until next time, discontentment

P.S. function, form, flavour, frequency make 4 Fs. One more for F5. (refresh)

Troika

originally published at Bangalore Mirror

‘Troika’, to me, immediately brings Russia to mind, and though the resto-bar itself does not show any red colour preferences, the Staples signboard right below makes up for it! (map) They do have valet parking. But it is to be noted that the restaurant is to your left once you get out of the elevator. Actually, the name is more a function of ‘three’. The logo shows three elements – fire, water, and air. The décor is classy and functional with three kinds of seating – high stools near the island bar, a semi-open lounge area, and an air-conditioned space. The ambiance is classy and comfortable. But we were there mostly for the food, and the menu is also a mix of three primary culinary influences – Mediterranean, Oriental, and Coastal. If you’ve been keeping track, that’s three times that the theme of three had manifested itself, and I was increasingly reminded of “The Number 23”, in which Jim Carrey sees all events and incidents being connected to 23. See?

I decided to distract myself with the menu (reading the font in the dim light is quite a pain) as we waited for the third couple to join us, and as soon as I opened the beverages menu, among the cocktails, I noticed the drink Awesome Threesome! Avoiding that, we tried the Cin-Fully Yours and the James Bond Martini (shaken not stirred) and both were quite good. The chef has done an excellent job of creating intrigue around the dishes long before they are served – the fusion combinations are unique and many a dish would sell solely because of the description! Take for example, the Lemon Grass scented Pineapple and Parupu Rasam! We missed the scent, and it was more sambar than rasam courtesy the lentils, but none of that could take away from the super soup! We began solid food consumption with the Crispy Fish Coconut Chilli and though the coconut didn’t really feature much, the dish was spicy with some flavourful seasoning. The Rochaedo chicken dumplings are very un-dumpling-like in their appearance, but the Goan masala and the sweet and sour flavour didn’t disappoint. The chargrilled Lamb Souvlaki was quite bland and despite a valiant effort by the Tzatziki dip, and the well cooked meat, the dish was not really a favourite. We’d been ignoring the vegetarians and their revenge did turn out to be a dish best served cold – the Sweet & Sour Glass Noodle Rolls. A surprise hit, with a Vietnamese salad inside a rice paper sheet, and flavours that hit all the right notes!

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In the main course, the Tai Chi chicken was supposed to have a chili pepper sauce but actually turned out to be quite bland! The Kingfish Darne Kodampulli was served with coconut and spinach rice and it fondly reminded us of traditional fish curry meals! The Curd Roast Lamb Casserole had a very bland marinade and the Oozi (sic) rice didn’t really thrill either. The Chicken Roulade, with garlic, mushroom and ricotta stuffing was excellent, and would’ve been the favourite if not for the Potato & Red Onion Roesti, with its lime and parmesan dressing. Yes, vegetarian again, and it must be mentioned that the menu does provide some excellent options for them. The other vegetarian dish we tried – Grilled Cottage Cheese and Garlic Roast Spinach mille-feuille, Tomato Provencal Sauce – was only average. The main course portions are sized just right, and one would easily feel confident about ordering desserts!

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There are just about half a dozen dessert options, but each of them is unique! The Coconut, Honey and Green Lime Panna Cotta turned out to be quite a win, and the Banoffee pie was a delight to look at and consume. The Chocolate crostata didn’t really fulfil its chocolate potential and we’ve had had better blueberry cheesecakes. The Cannoli Kaapi yogurt was the biggest disappointment both in terms of texture and flavour.

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Troika creates some fabulous adventures from different cuisines. For about Rs.1800, you could share a drink, a non veg starter, a veg and non veg main course dish and a dessert. (Inclusive of taxes and service charge) A few dishes didn’t live up to the textual expectations they created, but there were others which made up for it. Add to that the classy décor and the peppy ambiance, and there’s really no reason to raise a red flag. Well worth a visit.

Troika, 100 feet Road (above Staples) Indiranagar, Ph: 080 41511155

The utility of a brand

After the ‘social product‘ post, the brand guy in me wanted to reconcile this evolution of the product with the brand story. After all, ‘network effects’, ‘purpose’, ‘community’ etc are essential parts of the brand story as well. But I thought of stepping back a bit before moving forward.

The ‘tyranny of the big idea‘ is oft discussed here and the more I see platforms evolve, the more I feel the need (for brands) for nuanced strategy and propositions that are relevant in various contexts and take into account the radical change that is two-way communication. (as opposed to broadcast) I think this is an inevitability of consumption fragmentation as well as changes in attitudes/behaviour/expectations, and sustained nuanced propositions is one of the key ways to create ‘network effects’ across platforms.

In this context, I thought the ‘Moving Forward’ section in this insightful post titled “Killing Big Strategy” captured it perfectly. Also, through it, I came across something that helped link the product-brand stories – “Finding the right job for your product“, a fantastic alternate perspective on traditional market segmentation, and some excellent lessons in defining competition and positioning. Not to forget this gem from Drucker “The customer rarely buys what the company thinks it is selling him.”

So where does this all begin? Though ‘purpose’ is increasingly being used as a buzzword  and also espousing a corporate-centric view (unfortunately) I still get to see a lot of relevant literature that does more than lip service. At a broad level, this little framework of Purpose – Delivery – Resonance, for instance, is a good start. There are many needs that brands fulfill and many reasons why they are loved, and these could start as pointers for a brand to figure out its purpose. John Hagel’s “The Untapped Potential of Corporate Narratives” offers some excellent perspective on how user-centric narratives gets several ‘pull’ factors to work in tandem and offer numerous sustainable advantages. The examples include my usual favourite – Nike, and this is a subject I have touched upon earlier as well, (1,2) though not as eloquently. :) If you think about it, this is also another way of ‘finding the right job for your product’.

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On delivery. Russell Davies’ “Activities not audiences” draws the distinction between users and user needs and calls for focusing on the latter. Again, another rendition of a product doing its ‘job’. This post, titled “Brands: One System Of Touch“, explores the misalignment of brands which view customer experiences in isolation, by channel, whereas customers of course view and grade their experiences cumulatively. This is a good starting point to think about what needs to be changed internally to deliver a cohesive, relevant and useful experience to the consumer.

In the meanwhile, I came across quite a few examples of brands adopting the ‘product doing a job’ approach even though it might be an isolated exercise at this point –  Hermes’ silk knot app, Volkswagen’s and Audi’s Augmented Reality apps to repair/know the features of their cars. While they might seem too self serving to qualify for the concept under discussion, they’re definitely a step in the direction. Uber’s response to a bus driver strike with free rides might be a more evolved example. Another one might be Ford’s platform to ‘hack’ its car hardware and software. Many more examples of ‘branded utility’ can be seen here. I think that in the looming collaborative economy, platforms like Google Helpouts will help brands become a real time utility in their domains.  Interestingly there are also examples of brands (Citi, Kleenex) which are trying to create value beyond their core purpose/utility. Levi’s’ ‘School of Make our mark‘ is another example.

The last bit in the framework (though the framework also mentions differentiation, I see it as something that needs to be built into purpose and delivery) I referred to earlier is resonance. I think these above experiments will not only help brands learn what it takes to build sustained resonance in various consumer contexts but also how to amplify this to potential consumers who might share similar needs. This will require learning and application beyond the conventional mass reach tactics employed currently. The corollary is that measurement paradigms would also need to change. I could see this being aligned to all the points mentioned in this superb post -  ’The Future of Marketing‘ – messages to experiences, rational to passion, adaptive strategy, simulations, brands to platforms.

To bring it all back to the link between the social product and the brand, I now (again) see technology (including social) as an enabler in the product and marketing road maps – working in tandem to deliver the brand’s purpose and help it augment resonance.

until next time, utilising brands

The Social Product

A few days ago, I read this post that cited studies on consumer sentiment (US, UK) about brands being present on social media. There are plenty of interesting perspectives and nuanced insights but one key takeaway is that consumers feel there is a glut of companies on social media, though it seems the younger age group feel that presence on social media adds to trust. Around the same time, I also came across the theory of peak advertising which begins with the decreasing effectiveness of online advertising and moves through various stages to suggest alternatives to the current business models that sustain the internet.  Collectively, it would seem as though the (generic) advantage of just being present on social is plateauing, or probably even going down. There are obviously brands that are using these platforms effectively, but increasingly, social is being used as media and this is easily replicated by other brands. At a larger level, the advertising barrage on social is also reducing effectiveness. That led me to think – before the utopia of social business, what opportunities does social have beyond the traditional marketing, advertising media based approach, enterprise collaboration, and social CRM?

In the second Myntra post, I’d written about how I felt that ‘product’ was best placed to deliver sustainable business advantage. Though it was related to the website/features in that context, I’m now considering if this is applicable across the board – to physical products as well. Also, the more I see social evolving on customer care, marketing, advertising and sales, the more I think these are becoming hygiene. I have omitted marketing because I think there is scope to build a unique brand and thus some business advantage in the long run. However, I also think that this marketing will have to significantly integrated with ‘product’.

In this context, I found this Forrester post titled “There is no Internet of Things” extremely interesting. Though we’re in the early stages of this phenomenon, I think it’s a good time for her to have raised the point of fragmentation and apps/brands working in silos. There are some excellent examples and scenarios in that post that make it a must-read. The conceptual answer to this is in the title of this HBR post – “The Age of Social Products“, and it makes a great point on ‘shared purpose’. “In an age of social products, competitive advantage comes not from product features but from network effects.” (though at this stage, I do think it’s both and not an either/or) Nike, as mentioned in the post, (and as usual) continues to be on the cutting edge. The common theme in their case is that the product + community (user+developer) offering only uses popular social platforms to augment, and is not dependent on them.

The current approach to social (media) is either to use $ or influence. I’m not sure there’s enough importance given to the network and the effect that’s created over a period of time. As this superb post states on the subject of disruption and diffusion states, “It’s not the nodes, it’s the network” In that light, I feel social products might be able to do more justice to the promise of ‘social’ than its current avatars, especially social media. I did think the same way about social platforms earlier, but we live in hope!

IoT

(via)

until next time, objectifying social :)

P.S. I was reminded of a term coined much earlier – social objects. In that context, it was anything that could be a conversation starter, and the focus was more on its ability to connect people around a subject of common interest. Social products have the ability to take that connection and give it a platform where even people who are not in the same time and place can be part of the conversation. This is beyond its ‘utility’ not just as a product but also as a device that talks to other devices and makes itself more useful. I’m actually thinking of that ‘bottle of memories’ I mentioned in an earlier post, probably in a smarter avatar – like this or this – but also ‘tagged’ (say, using an augmented reality app) with the people who are part of the stories associated with it. Now, at some point, when I see the bottle, and get particularly nostalgic, I could use the same app to see what those people are up to, and quickly ping them to start a conversation about the good old times. In the collaborative and sharing economy, think of the possibilities! (If you’re interested in this sort of thing, you should like this post) When I think about it, what we probably need to accelerate this is a browser (what it does for the web) equivalent.