NEVER SAY NEVER, NEVER HEAR NEVER


Last month Wal-mart kicked off a reality television series for the web named ‘Get on the Shelf ‘. This series featured 20 finalists of Wal-mart’s contest by the same name. It’s aim being to encourage the spirit of entrepreneurship and help some lucky ones get a break. The public was given 3 days to vote for their favorite entrepreneur .The winner of each episode , that is the one with the highest votes would then be allowed to sell his goods on Walmart.com.  Out of these winners the ‘grand winner’ would be the one who would get the maximum pre-orders on walmart.com. This grand winner would then get the opportunity to sell his product inside the  Wal-Mart stores . It’s a dream for any brand, any businessman, to see their product on Wal-Mart store shelves, and this television series (for the web) will help someone’s this dream come true!

The key point here is – the winner will be the one who can ‘sell’ the most. In entrepreurship this is the key element. It is also an element that in spite of being so important is ignored by many. The fact remains that it does not matter how good your product is, rather what matters is how well you could ‘sell’ it. 

“Being an entrepreneur means being a salesman” – this was the key mantra for success that was given by Niklas Zennsrom more popularly known as the co-founder of Skype. He says the one who can sell is the one who will succeed in the game of entrepreneurship. In fact in spite of ‘salesmanship’ being such an important aspect of business not many b-schools till recently focused on this. It was the reverse . This was one aspect that was looked down upon. Not any more. A recent survey showed that people were keener to know how to start their own business and be their own boss. Students today are keener to do a ‘Masters in Entrepreneurship’ than a regular MBA (Forbes magazine). After all the success stories of this generation are companies like Twitter, Groupon, Facebook, Yelp, Instagram, Tumblr …. And the list goes on. What they all have in common is a young guy who knew how to ‘sell’ his dreams to others. It does not matter whether you have lots of money or no money –what matters here is whether you have a great idea –and more importantly the skill to sell that idea.

Sell! Sell! Sell!
The true mantra for success lies in the ability of an entrepreneur to sell his brand. The one who can do it best is the one who scores the highest.
Captain Nair wanted to open a resort in Goa and was ecstatic when he could finally buy a property there. However there was a slight problem , his property was located at the southern most end of Goa, and took more than an hour to reach . Most tourists preferred the old established properties near the airport and in the north of Goa. So even though The Leela had 7 star facilities yet it failed to attract tourists. Not to give up so easily, he thought of an innovative idea. All it required was one advertisement in the newspaper with a headline that invited tourists to rediscover the land where Vasco da Gama had first stepped on. This was enough to raise the curiosity of the tourists and there was a steep increase in the reservations. The Leela was soon packed with visitors! A successful entrepreneur is one who never gives up , who never says never !

Selling is not about selling !
Confused? That is the real secret of becoming a master salesman and hence a master entrepreneur. A true salesman is one who does not take ‘No’ for an answer. An ordinary salesman is one who allows you to say a ‘No’ and then moves on to the next prospect. So how do I get people to say ‘Yes’ all the time, or most of the time?

Let me  illustrate. When recession hit America in 2008, it was observed , among other things, that the sales of Swiss watches which for years had witnessed double-digit sales growth saw a drastic decline in sales. The only way to salvage the situation was to re-learn the art of salesmanship. More than 60% of the customers were going to a luxury watch showroom to not buy new watches rather to get their old watches serviced. So IWC, a luxury watch manufacturer brought in a trainer to train its staff. The first lesson he taught them was to never ever discuss the ‘price’ of the watch, rather to point out its ‘value’. Sales after all is about selling an emotion and the last thing that helped one make a sale was price. Before coming to the price you had to convince the consumer that what he was buying was of ‘value’ to him. For that you needed to understand what the customer was looking for and what according to him was the definition of value. Once you can find that there will be no need to discuss price or haggle about it.

After all sales is also about understanding the customer and offering him what he actually wants. The better you understood people the better your chances of selling. He taught the staff various tricks but the most interesting was one that he learnt from casinos. In the casinos the trick is to flatter the men and more importantly to distract their wives. The longer the wife stays the higher the chances of the men to splurge. He used the same technique of teaching his staff to keep the wife engaged and entertained. If she was bored she would immediately say ‘lets go’ and that would be the end of a sale! Take care of the wife the husband will take care of you! 

In fact if you genuinely care about people, then you eventually make a sale. If you only care about the ‘sale’ you most often fail to make the sale. Be it inside a posh luxury watch showroom or inside the shops on the street markets of Morocco the most successful entrepreneur is the man who understands people. As Philip Broughton says in his book ‘Life’s a Pitch’ it’s the ability to win the trust of people that makes you a great salesman. He quotes Steve Wynn the billionaire hotel and casino owner on the most profound business lesson he ever learnt. Wynn says employees should relate to people not as customer and employee but as two human beings. Once you do this you can close a sale faster and better. Chances of hearing a ‘No’ will be reduced.

When the internet marketing was in its nascent stages, a company called Zappos.com found a new way to gain customer confidence. It knew that the biggest drawback of online purchase of a shoe was – what if it was of a wrong size? It used this weakness to build on its most successful selling strategy – that of free easy returns. Now all those who were unsure of buying a shoe without trying were relaxed and as a result the company could sell millions of dollars worth of shoes. Today almost everyone is using this same strategy. 

So to be successful you need to first and foremost master the ability to sell and sell in such a manner that the other guy doesn’t get an opportunity to say a ‘No’.

BRANDING IN THE DIGITAL AGE

The way we communicate has changed today. Branding is a different game altogether. The strategy that was considered the right way to build a brand just a few years back is all wrong today. We, as marketers, were doing a great job all these years and then came Tim Berners-Lee and changed it all. He is the man who invented the ‘World Wide Web’. With more than 2 billion users the growth in the number of people using the Internet in 2013, as compared to 2000, has been 566%. Whoa! That’s humongous. It’s this Internet which has created a unique generation of consumers called the ‘Millennial’. People in the age group of 18-34 fall in this category. Why are they so important? Let’s look at a few quick facts. 75 million is the population of the Millennials in US alone. In countries like India and Bangladesh most of the population is around this age. What it translates into is a few simple facts. By 2022 at least 30% of all retail sales will be to this generation, and by 2025 about 75% of the total car sales will be to this generation, making this age group the most important consumers. They are the consumers of the future and as brand builders it’s critical for us to make them believe in our brands. However, this generation is very different from its parents. They live differently, decide differently, and hate being marketed to, making things very difficult for marketers. Gone are the days when you picked up a Lonely Planet or any other travel guide book to know about a new destination you wanted to travel to. Today, you just ‘google it’ and can know more about the place, and even see real time videos of the place. You read books on the Internet and buy them through Amazon. If you want to change your job you don’t go to a placement agency but to LinkedIn. If you want an education many prefer to go online than to a campus. In fact, even if you want to protest for a cause you do not need to go out on the streets rather you go to the Facebook page and ‘like’ it and voila you are a protester!

Reading, writing, travelling, protesting – you name it and it’s happening on the Internet. So, logically your brand building too should happen on the Internet.

 Consider this, when someone from this generation wants to buy a car he does not got to the company showroom or collect the car company’s brochure. The first thing he does is visit various websites, at least 25 of them, and then goes to a showroom when he has almost made up his mind of what he wants. Very rarely is the salesman able to assert his influence, for it’s ‘third party reviews’ which hold more weight than the salesman.

It’s said knowing your audience is the key to building a great brand for then you know exactly what he wants. However, this time it’s going to be an uphill task just knowing the audience as these guys are different. All these years brands were built by connecting and engaging the customer at various ‘touch points’, and the traditional touch points used to be TV, print, radio, outdoor hoardings, and direct mailers. A close look at these touch points reveals that this new generation watches his favourite TV programme on YouTube, or records it on his set-top box and watches it by fast forwarding the ads. He does not wait for the morning newspaper to arrive to know what’s the latest for he can log on to Twitter and read the summaries of the top headlines, or log on to the website and get the information. With live streaming of music he does not listen to the radio but tunes in to his iPod, MP3 player etc. Be it direct mail or e-mail most of them go in the junk box if they are promotions of brands. To top it all, with new laws coming in the number of hoardings is also fast decreasing. So, if this is the scenario then how do you ‘touch’ this guy?

 FORGET, TO LEARN MORE

 If you want to reach the new guys then there are certain things you need to forget.
(a)Forget physical media. Instead think digital.

(b)Forget traditional TV. Think of the second screen. Mobiles will be big in future and most brand building activities will happen here.

(c) Forget mass, think personalization. Mass mediums like TV and print have lost a lot of their sheen. It’s mediums which can send customized messages to consumers that will work.
You need to think like Amazon. Once you buy from it, the second time that you go there it knows you, and suggests things to buy that you may like depending on your past purchases. This is the personalization, the customization that the consumer of today wants. One size fits all no longer works. One campaign for TV, print, outdoor, radio, et al will not work any more. They say it’s the end of ‘lazy marketing’ and marketers & brand builders have to wake up and shake up and think of new ways to engage the consumer. Thanks to Facebook and other such sites today you can break up your customer base into micro segments. Pizza Hut, for instance, discovered that it had 17,000 different types of customers and planned different online campaigns which worked for the various groups.

(d)Forget creatives, think content. When Cadbury wanted to launch its new chocolate bar named ‘Bubbly’ it decided to launch it not on TV or on radio but on Google+. No expensive ads were shot using pretty models, rather just the photograph of the product and details of the product were posted. The advantage – the buzz was created and sales started even before the company spent a single paisa on advertising! Unlike traditional mediums here the feedback from the consumer was very fast which helped the company streamline its strategy without wasting time and money.

Creatives are also losing their importance as companies like Facebook and Foursquare are today teaching you how to make advertisements which will work on their platforms. Everybody can become a creative guy, he does not need to hire an ad agency for that. You can even log on to buildmybrand.com and they will customize a logo for you in 5 minutes. Anyway just vanilla advertising will not work anymore. It’s ads with good content, which clearly show the consumer why he should buy a product, are the ones that work these days.

(e)Forget monologues, think dialogues. You need to talk to him, connect with him and then market to him.

(f)Forget media planning. In the digital space media is practically unlimited so the role of media planning is limited here. Rather this time the marketer wants to know how effective their plan is. Softwares like ‘Lotame’, which help

(g)you in audience data management and track every dollar that you spent, will be more effective than traditional media planners. Google, IBM, Microsoft today offer numerous tools (like Google analytics) to help you plan your media spend.

If you want your ROI(return on investment) to be high you have to ensure that your ROR(return on relationships) is very high. The more you will invest in building relations and knowing your customer intimately the more stronger will your brand be. Barack Obama had profiled each potential voter of America and knew him inside out. As a result he could micro target his potential voters and convince them to vote in his favour.

ADVERTISING IS ON THE VERGE OF A CREATIVE REVOLUTION

As we realize that traditional forms of brand building are dead we need to realize that traditional advertising will not work. For over 100 years the world of advertising had remained stagnant, now its all changing. Thanks to digitization, thanks to the recession, budgets are shrinking, clients are becoming more demanding. As a result Harley Davidson ditched its agency of 30 years, which was instrumental in making it big and giving it an iconic status, and instead signed up with a very small agency Victor & Spoils, for they understood the digital space like no one else. So did General Mills, Virgin America and many more. Kraft Foods, one of the companies with the largest marketing budget of about $1.6 billion, decided to work with a small crowdsourcing company Genius Rocket to market its brand of hummus. The simple reason being the Millennials are all in the digital space and only those who can understand how to market to them will survive. All big brands are bending backwards to please these Millennials. Be it Walmart which for all these years has built a reputation of a big box store where you can buy a pin and a gun all under one roof has now come up with small size stores to appeal to the new kids. It’s calling them ‘Walmart on campus’ for if these kids do not step into these stores its finished. Budweiser has also introduced a new bow-tie shaped can to attract the Millennials.

A final thought. Let’s look at the most powerful brands for the year 2013. At number 1 is Apple followed by brands like Coca Cola, Lady Gaga, Amazon etc. It’s just a coincidence that these very brands are also the ones who have the largest fans of Facebook? Is it a coincidence that while Mitt Romney spent $26 million on social media, Obama spent $52 million – and we all know who won the race.

So, if you want to survive in today’s market place adopt the new rules of branding.

Should MBAs Learn to Code?

by Tom Eisenmann

“Should I learn to code?”

MBAs who lack programming skills often ask this question when they pursue careers in technology companies.

Bloggers like Yipit co-founder Vin Vacanti have shared views on the payoff from learning to code, as have several students at Harvard Business School, including Dana Hork, Matt Boys, and Matt Thurmond.

I thought it’d be helpful to supplement bloggers’ perspectives with some survey data. I received responses from 24 of the 41 HBS students who enrolled over the past two years in CS50, the introductory computer science course at Harvard College.



My survey didn’t ask for comments on the quality of CS50 itself. The course is widely acclaimed; my colleague David Malan has grown its enrollment five-fold to 715 students over the six years he has served as lead instructor. Rather, my goal with the survey was to learn whether MBAs saw this well designed and rigorous course as a good investment of their time, given their career objectives and other course options. The tradeoffs are tricky: survey respondents reported spending an average of 16.3 hours per week on CS50—perhaps 2-3x more time than they would spend on an MBA elective that yielded equivalent academic credit.

So, was it worth it? Of the 18 survey respondents who founded a startup, joined an existing startup, or went to work for a big tech company upon graduation, 83% answered “yes” to the question, “On reflection, was taking CS50 worth it for you?” and 17% said “not sure.” Of these 18 respondents, none said that taking CS50 was not worth it. By contrast, of the six respondents who pursued jobs outside of the tech sector—say, in consulting or private equity—only two said CS50 was a worthwhile investment; three said it was not; and one was not sure.


Benefits


Respondents cited several benefits from taking CS50.

Writing Software.Respondents differed in their assessments of their current ability to contribute working code on the job, based on their CS50 learning. Several said they regularly do so, for example: 
  • Kyle Watkins, who joined an existing startup, said he has “used CS50 skills to create a half dozen VBA programs that will likely save the startup I'm working for tens of thousands of dollars."
  • Michael Belkin, who founded his own startup, said, “After taking CS50, I was able to build an MVP that would have cost at least $40K to outsource. And it was better, because I understood all the small details that drive a user's experience. After HBS, I became one of the lead developers at my startup, which has saved the company several hundred thousand dollars.” 
Communicating with Developers. Other respondents, especially those employed in large tech companies, said they couldn’t really write production software, but felt more confident in their ability to discuss technical issues with developers as a result of taking CS50. For example:
  • Jon Einkauf, a product manager for Amazon AWS, said, “I work with developers on my team every day to define and build new features. In addition, the users of my product are developers and data scientists. Taking CS50 gave me a glimpse of what it's like to be a developer — to get excited about complex computer science problems, to get frustrated when you hit a bug. It taught me enough about software development that I don't feel lost in my current job. I can ask intelligent questions, I can push back on the developers when necessary, and I am confident that I could teach myself anything else I need to learn."
  • Luke Langford, who joined Zynga as a product manager upon graduation, said that CS 50 “gave me a working knowledge and confidence to be able to review code. PMs at Zynga don't often work in code, but there were several times when I was able to diagnose issues and help the engineers identify why certain algorithms that calculated scores were wrong.   Pre-CS50, I wouldn't have been able to do that.”
Recruiting.Several respondents mentioned that their CS50 experience had helped persuade recruiters that they were committed to a career in technology. As one anonymous respondent reported, “I wanted to get a job at a tech startup and ended up as a product manager at one of NYC's hottest tech startups. The founder, who is a CS PhD, was really impressed that I'd learned to code.  I think it made a difference in getting the offer.”


Costs


The benefits from CS50 came at a considerable cost, however, in terms of workload. In addition to lectures and section meetings, the course has weekly problem sets, two mid-terms exams, and a final project that requires students to design and build an application.

Beyond the heavy workload, respondents who were less sanguine about the payoff from CS50 often cited its use of C to teach fundamentals such as functions, loops and arrays, rather than a more modern programming language. While acknowledging that C is well suited for this purpose, these students would have preferred more focus on languages used in web development (e.g., JavaScript, HTML, and PHP), which are covered in the last one-third of CS50’s syllabus. Likewise, some students said they understood why certain “academic” concepts (e.g., algorithm run times, security) were covered in an introductory CS course, but they did not view such concepts as salient to their “just learn to code” personal priorities.


Advice


I asked respondents for advice on how MBAs who enroll in CS50 can get the most out of the course.
  • An anonymous respondent said, “Go to office hours Monday night; it’s the least busy night, so you have the best chance of getting lots of TA help. Get to know the undergrads: they are fabulous! Build something for your final project that you're passionate about, and use a language that’s relevant to your career plans.”
  • Einkauf added, “You need to really commit to it.  If you just watch the lecture videos, complete most of the problem sets, and build a basic final project, you can get a decent grade—but you'll only get a fraction of the possible value.  You should plan to attend your section meetings, set aside plenty of time for the problem sets, really invest in the final project, get to know the other students, go to the hackathon, etc.”
  • Vincent Ho-Tin-Noe advised, “The class is very easy for 2-3 weeks, and then it just gets crazy. Don't be caught off-guard. Start working on your problem sets as soon as you get them to gauge the amount of time you'll need. Don't start 2 days before the deadline; you won't be able to manage your workload otherwise, even with all-nighters. Also, make sure to watch the lectures live or within 24 hours online. Don't try to catch up on lectures and short videos all at once, right before starting your problem set, or you'll get swamped. Watch all the videos, including problem set walkthroughs and shorts, if you want to get the most out of the class. Finally, make sure to attend sections. They're extremely useful, and bonding with your teaching fellow will definitely be helpful.”
Many respondents acknowledged that there are online options for learning to code that would not require as big a time commitment as CS50. However, they saw a graded course for academic credit as good way to ensure they would actually get the work done. An anonymous respondent said, “I knew that I would never learn programming if I didn't have something—a problem set or test—to keep me accountable every week. I don't want to generalize, but I highly doubt that most HBS people after doing their cases/travel/socializing are going to set aside time to consistently do Codecademy or Treehouse every week.”

Justin Ekins added, “You can learn everything in this course online, but, let's face it, you're not going to force yourself to do that. And you won't get the depth of knowledge that CS50 will provide. It's an outstanding course, and it's incredibly well taught. I'd recommend taking it and then spending J term [three weeks in January when regular HBS classes do not meet] with Stanford's online CS193P, which will get you to the point of building iPhone apps.”

Sixteen of the survey respondents are happy to be contacted by current HBS students who have questions about taking CS50. You can email me to get their contact info.