Tuesday, February 25, 2020

Inside ‘Amazon Go Grocery’: Tech giant opens first full-sized store without cashiers or checkout lines

The produce section, and the swarm of cameras overhead, inside the new Amazon Go Grocery store on Capitol Hill in Seattle. (GeekWire Photo / Kurt Schlosser)
Amazon Go is going full grocery.
Two years after launching a chain of convenience stores without cashiers or checkout lines, Amazon is opening its first “Amazon Go Grocery” store in Seattle on Tuesday morning, enlarging the footprint for surveillance-style shopping and signaling a larger challenge to the broader world of brick-and-mortar retail.
The debut is also the answer to a longstanding mystery about the 7,700-square-foot space, at 610 E. Pike Street in Seattle’s Capitol Hill neighborhood. Amazon’s plans for the property have long been under wraps. Last fall the company confirmed that its Amazon Go team was “running internal tests” at the location, but declined to say more until now.
GeekWire got a sneak peek at the store during a recent media preview, entering by scanning a smartphone app and strolling the aisles of the completely stocked store. The banks of cameras and sensors overhead track everything put into a shopping cart, with the help of artificial intelligence — rendering unnecessary the old-fashioned ritual of scanning and paying at a checkout stand. Items are charged to a shopper’s Amazon account shortly after they walk through the exit.
Amazon Go Grocery is big enough that it’s offering shopping carts. (GeekWire Photo / Kurt Schlosser)
Apart from the larger size, the concept is very similar to the Amazon Go convenience stores that first opened to the public in Seattle in January 2018. Amazon Go has expanded to 25 locations across cities including San Francisco, Chicago and New York. That smaller concept, sized between 450 and 2,700 square feet, ushered in an era of grab-and-go shopping.
“What Amazon Go did for central business districts — like locating it very close to where people work so you can get breakfast, lunch, snacks — Amazon Go Grocery does the same thing, but closer to home,” said Dilip Kumar, vice president of Physical Retail & Technology for Amazon. “It’s a new format, it’s not just a bigger Amazon Go. It’s a much more expanded selection that caters to what people are looking for shopping for groceries.”
What Amazon is looking for is yet another answer to traditional retail, where it’s leveraging convenience and technology in a $675 billion U.S. grocery industry. The tech giant scooped up Whole Foods in 2017 in a bid to take on the sizeable brick-and-mortar footprints of Walmart, Target, Kroger and others. Those companies have consistently responded to Amazon’s digital pushes around online grocery ordering and delivery.
Amazon posted $4.4 billion in revenue last quarter in its physical stores category, which includes Whole Foods and Amazon Go stores.
Shoppers scan a QR code in the Amazon Go app on their smartphones upon entering. (GeekWire Photo / Kurt Schlosser)
Kumar declined to say how many Amazon Go Grocery stores are coming, where the next one might be, or whether they will all be the same size. Plans for an even larger grocery concept in Los Angeles and elsewhere are “something else” entirely, he said, but he likes what they built first in Seattle.
“I think it fits the neighborhood, it’s the right size,” Kumar said. “It’s an interesting challenge to be able to fit all the selection that people would care about, in a store.”
No matter the size, the continued push toward tech and automation is sure to fuel the ongoing debate around human workers being replaced by machines. Amazon Go Grocery will staff just a handful of associates.
After entering the new store through the kiosks which scan a smartphone QR code, a familiar sight greets traditional grocery store shoppers: a line of shopping carts at the ready. Free, green shopping bags are also offered.
Hundreds of cameras in the ceiling overhead make up the key technological component of the just-walk-out concept, and they’re put to the biggest test in the produce section, where a variety of fruits and vegetables are available. All of these items are priced individually, such as 19-cent bananas or $1.29 grapefruits or avocados at 49 cents each, and nothing has to be weighed.
“Most of the things at Amazon Go are packaged, or they’re single items like a can of Coke,” Kumar said. “But here, people are shopping for potatoes or they’re shopping for onions — there’s a lot more browsing and rummaging that tends to happen. That’s what makes this problem a lot more complicated.”
The 365 label from Whole Foods identifies the store’s organic produce. (GeekWire Photo / Kurt Schlosser)
Amazon’s goal is to generate accurate receipts, no matter how long you stand over the avocados or apples, shifting them around and picking them up before settling on three and then changing your mind to two.
The cameras are keeping track of those “interactions” with the product and know exactly what is being taken off shelves and put back. Allowing people to do this type of “considered shopping” plays into the Go Grocery concept of making sure that customers don’t have to do anything unnatural when it comes to how they shop.
“They’re used to seeing produce laid out in [a traditional] way,” Kumar said, joking about how it’s almost necessary, as a shopper, to get spritzed by the misters in the lettuce section.
Amazon’s Dilip Kumar shows off some of the fresh vegetables in the produce section. (GeekWire Photo / Kurt Schlosser)
Kumar called a robust produce section the hallmark of any good grocery store, and Amazon Go Grocery sources its organic produce from the same farms that supply Whole Foods. Its 365 organic label is on prominent display.
Up and down aisles throughout the store — there are 5,000 unique items — national brands are mixed with local favorites that Amazon believes its neighborhood customers would expect the store to stock.
There is no meat or seafood counter and no food preparation on the premises. Fish, chicken and beef products are brought in several times a week, individually wrapped. Signage near cases advises customers on the differences between cuts of meat or wild caught seafood vs. farmed fish. There is also an artisan cheese area where people can get the same sort of quick education via signage rather than from a human cheesemonger.
An aisle featuring an assortment of grocery essentials includes pet supplies, left. (GeekWire Photo / Kurt Schlosser)
There’s no meat or seafood counter, but fresh items are constantly stocked. (GeekWire Photo / Kurt Schlosser)
In an aisle featuring other grocery essentials and household supplies, such as cleaning products and deodorant, there is also pet food, treats, toys and cat litter.
“A store wouldn’t be complete if you didn’t really have an ode to pets,” Kumar said. “In Seattle it’s a must have.”
And it’s another indication that Amazon Go Grocery goes beyond Amazon Go.
Back near the front of the store, the quicker grab-and-go nature of what Amazon likes about its Go concept is more readily on display. It’s here where the fresh baked goods — donuts, bagels, fritters and more — and self-serve coffee and espresso stations are located. There’s a sizable alcohol section — where you’ll run into a human who has to check your ID. And around the corner is a large section called “Meals Made Easy” that caters to the what’s-for-dinner shopper with entrĂ©es including pasta, salad, pizza, sushi and more.
What to grab at the end of the day was a big driver in Amazon’s decision to extend Go into grocery, closer to where people live.
Ready-made meals at Amazon Go Grocery are intended to answer, “What’s for dinner?” (GeekWire Photo / Kurt Schlosser)
And people certainly live in this part of Seattle, where the Capitol Hill neighborhood, like many across the city, has seen a boom in apartment construction as tech workers and others seek housing close to the urban core. The store itself sits below five stories of apartments and the blocks around it feature similar new buildings.
The entire footprint for the location, including space for back stock and more, is 10,400 square feet. But the store will not serve as a hub for grocery delivery, the company said.
And it won’t replace Whole Foods or other methods that shoppers appreciate because Amazon said it has come to realize that customers want to shop in a variety of different ways for a variety of different needs.
“Some people want their food delivered, some people want to go shopping at Whole Foods, some people want to shop at a different kind of store,” Kumar said. “The single biggest thing that people say is that they don’t have enough time to do all the things that they need to do. One of the key things that we always index on is how we can provide the convenience that customers expect in places where they are.”
Shoppers scan their smartphones to enter the store and carts are at the ready.

IAB: Programmatic Now 85% Of All U.S. Digital Advertising

IAB: Programmatic Now 85% Of All U.S. Digital Advertising

Programmatic media buys now account for 85% of all digital ad spending, according to estimates released in a new report from the Interactive Advertising Bureau.
The finding is important, because the IAB to date has eschewed official estimates for programmatic in its regular ongoing tracking of digital advertising spending in its quarterly Internet Ad Revenue Report.
The estimates, which are contained in the IAB’s “Brand Disruption 2020” report released this afternoon, put U.S. programmatic ad spending at nearly $79 billion, an increase of 87% from 2017, the first year benchmarked in the report.
The IAB projects U.S. programmatic ad spending will rise to 15% to $90.1 billion in 2021.
The report doesn’t focus on programmatic advertising, per se, but says its growth has been driven by a corresponding rise in data enabling programmatic buys (see below).

Branding For The Five Senses

Another piece of expert advise for your local-direct client. Philip Jay LeNoble, Ph.D.

Commentary

Branding For The Five Senses

Brands are constantly fighting for our attention. The winners understand that aesthetics alone won’t cut it. They invest in more than just visual assets, and build equity through other human senses.
Sight. Sight is a staple for any major brand, but the best brands push past their primary touchpoint, typically their product, and brand more of the customer journey with distinctive visual cues.

Essentially a living manifestation of “millennial pink,” cosmetics brand Glossier uses the color throughout the customer journey to brand more moments. Just look at its pink bubble-wrap packaging pouch, which is repurposed by many as a clutch, a pencil holder and more.

To make your brand more iconic, identify a visual asset that is both differentiated and flexible. Think color, pattern, motion—now leverage it in other parts of the customer journey.
Sound. Once an important audible representation of a brand, jingles are a thing of the past. Sonic logos are on the rise as brands aim to echo their presence throughout our lives.
 
Credit card providers are turning to sonic branding to tie new payment methods back to their brands. Last year, Mastercard created a sonic logo to provide cardholders familiarity when they pay via card or contactless.

Consider investing in sound to connect disparate touchpoints.
Touch. The challenge of tactile marketing has always been the distance between the marketer and the customer. Some brands are closing the gap by selling their products through experiences.
Casper leverages tactile marketing to convert sleepers to its mattresses. The company invites customers to escape their day-to-day and trial a mattress for 20 minutes in one of their stores.
Explore different ways to elevate and expedite touch to bring customers closer to your brand.

Smell. Scent branding is often an afterthought, yet it’s often the element that immediately elevates a brand into an experience.

SoulCycle is able to claim “it’s more than a workout—it’s an experience” because of this. The company places grapefruit scented candles in its studios to bring riders back to the last time they rode with SoulCycle. Customers can expect a similar “soulful” experience wherever they go.
Whether you want to make a retail environment or unboxing more memorable, a branded scent can increase recognition and loyalty.

Taste.
Taste is actually a combination of all the senses, making it all the more complicated to develop as a brand asset.

Think about a McDonald’s French fry. What makes it iconic is the combination of its consistently warm yellow hue, greasy salty touch, hypnotic smell — and, last but not least, its legendary taste.
While it may be difficult to tie taste to a brand outside of the food industry, it’s a worthy sense to explore and drive memorability.

Find the right combination. While all of these senses may help build higher brand recognition, you shouldn’t saturate your brand with all of them. Rather, reflect on your customer journey to identify opportunities to connect, strengthen, or invent touchpoints with a sense or two that will surely turn heads and create stronger associations.

The Most Important Decisions Are The Ones Your Customers Make

You may help further build that great client relationship by providing some advise from the experts. Below is advice to share. Go for you to know as well. Go take it to them...Philip Jay LeNoble, Ph.D.

Commentary

The Most Important Decisions Are The Ones Your Customers Make

If you asked everyone in your organization to define who your customer is, could they do it?  
The answers seem obvious enough. Your customers are all those people visiting your stores, browsing your website, following your company on Facebook or Instagram.

But what about people who have visited your website or joined your loyalty program without ever pulling out a credit card? And those people who bought a single item one time four years ago, but you haven’t heard from since?

Many executives will tell you how their organizations have become much more “customer-centric.” They have multiple forms of segmentation that they apply to targeted marketing and personalization. Or they’ve started using machine learning and predictive models to adjust their prices. And yet — they still don’t really have a definition of their customer.

To be fair, most companies have come a long way from treating every customer the same. True customer-centricity, though, requires running your business from the customer dimension, just as you do from the product or geography dimensions.
 
This isn’t to suggest you throw out your product and geo-based P&Ls or organizational structures. But companies who manage by the additional dimension of customer will realize a step-change in revenue, profit, and customer loyalty from the insights and operational changes generated.
Businesses optimize what they’re measured on and what they build operations around. This organizes your business around the most important decisions affecting your sales and profits: those made by your customers. You can’t ask a product or store why its sales were subpar — but you can ask customers why they didn’t buy.

Operating on the customer dimension means you create a customer portfolio that collectively represents 100% of your revenue. Then, you can build business measurement and management systems around that portfolio — things like revenue targets, P&Ls, operating strategies, and organizational structures.

The first part isn’t hard. The sum of your customers’ spend with you equals 100% of your revenue. We just have to group customers in a way that’s structured and meaningful to your business, by creating behavioral segments that capture their patterns of responses to your overall value proposition in the marketplace.

Things typically get more challenging from here. Businesses have long-held, refined ways of managing product portfolios, regional operations, and channel touch points. Managing a customer portfolio requires developing a whole new set of metrics, operating structures, and functional expertise.

Historical disciplines will help. You don’t abandon product, geo, and channel management; you augment them with customer management. The traditional foundational questions are the same: We sell what goods, at what price, through what channels, in what locations, with what brand experience? Now, simply add a “to whom” at the front of those questions.

Make your customer portfolio the starting point: Who is buying what, at what price, through what channel? If you want to raise revenue and profit: Who is going to spend that incremental revenue, and how will you deliver in such a way as to realize that incremental profit?

Don’t try to do everything at once. Start with your definition of customer. Make sure your definition captures 100% your revenue and is in language your people and your customers understand.

Becoming truly customer-centric starts with clarity on what a customer actually is for your business.

Could 'Monday Night Football' Return To ABC?

COMMENTARY

Could 'Monday Night Football' Return To ABC?

Soon the NFL will start high-profile -- and to some -- tense negotiations for a new round of multi-year TV-media network deals. And there could be some major changes.

The NFL will no doubt seek another significant increase -- especially as its TV ratings per game has risen 5% each of the last two years. By way of comparison, just a handful of legacy TV network shows can tout any positive gains.
But legacy TV networks will want more, as well.
Walt Disney’s ESPN, which is in the midst of what some would call an expensive $1.9 billion per year “Monday Night Football” deal, will look to retain the big revenue producing package.
Disney may seek changes -- perhaps sharing/shifting the games -- to Disney’s broadcast network, ABC -- which initially had the famed NFL prime-time franchise between 1975 and 2001.
ABC has been at a disadvantage versus other competing broadcast networks -- NBC, Fox, or CBS -- which have either a prime-time and/or a Sunday afternoon package of games.
Reports suggest ESPN also wants flexibility around its “MNF” schedule -- to get better competitive games, especially late into the season. Additionally, it may want the flexibility to opt out of late-season games where losing-record teams have little to no chance of making the playoffs.
NBC has this arrangement for “Sunday Night Football” — the league can make team changes 12 days before kickoff.
Even without sharply increasing viewing -- or perhaps slight declines -- NFL’s 16.5 million per-game viewing average can boost a network’s promotion for its entertainment programs, especially when it come to major TV partners that share airing the biggest annual TV telecast of the year, the Super Bowl. (ESPN doesn’t get to air the Super Bowl.)
Little mystery now about the value of live sports, especially the NFL, for TV prime time. It’s of huge importance to a TV network’s overall viewership and advertising fortunes.
Though competition has been increasing in recent years, from big digital media players -- Amazon, Google and Facebook -- viewing has been small for those digital players airing regular season games.
Amazon has had the streaming rights to “Thursday Night Football” for three years; last season posting around 500,000 per game. Amazon shares “TNF” with Fox/The NFL Network, which have the traditional TV airings.
For the NFL, there continues to be an obvious supply-and-demand situation, which is why league is looking to push to a 17-game schedule up from the current 16-game schedule.
But there are risks.
Kannan Venkateshwar, media analyst of Barclays Capital, says: “While the NFL always has the option of licensing to new entrants at the expense of legacy broadcasters (like it did in the 1990s bringing in Fox), this strategy is not without risk, given that broadcast still has the largest simultaneous reach.”
He adds: “Media rights only account for roughly half of the NFL’s total revenues and therefore, maintaining the popularity and reach of these games is likely to be as important as the incremental dollars from the next round of negotiations.”
Who wants to play ball?
You just can't get out of the way of finding newer ways to reach consumers. Philip Jay LeNoble, Ph.D.

Lyft, Uber Cars Offer Traveling DOOH Billboards

Ride-share companies Lyft and Uber have entered into the digital out-of-home business to help drivers and to generate revenue for the respective companies, each in a slightly different way.
Uber partnered with programmatic out-of-home advertising platform Adomni to pilot digital screens positioned on the tops of participating driver vehicles.
The trial kicks off in Atlanta, Dallas, and Phoenix with the potential to expand nationwide. The idea is to provide advertisers with self-service programmatic media-buying options through Adomni’s demand-side platform (DSP).
The pilot, Uber OOH, becomes available for purchase on uber.com/uberooh or uberooh.com or Adomni.com/uber.
During the second quarter, Uber OOH inventory will becomes available through programmatic media buys for real-time bidding through popular omni-channel digital DSPs such as Amobee and Zeta Global, through a connection to to Adomni’s Neon Ad Exchange. 
The program enables advertisers to reach audiences through car-top screens via sponsorship commitments or programmatic campaigns. 
The Adomni platform has more than 160,000 digital screens available across U.S., Canada, Europe, and Australia.
Uber’s deal provides some of the same revenue-generating options as the one made last week by Lyft. Only this ride-share company acquired U.S.-based startup Halo Cars. The deal allows drivers to generate money through digital advertisements displayed on screens atop of their cars.
Halo Cars, founded in 2018, has operations in major U.S. cities, such as New York and Chicago.
Lyft said earlier this month that its active rider base in the fourth quarter grew to 22.9 million from 22.3 million the previous quarter, compared with Uber's total of global 111 million active platform users in the same period.
Halo’s website touts real-time tracking of ads through a dashboard that shows the number of pedestrians exposed to the ad, demographics reached, and more. Advertisers can make changes and publish live messages in seconds. A bi-weekly report provides details on the total impression reach segmented by zip code, average age, household income, and time

61% Say Pace Of Change In Technology Is Too Fast: Study

61% Say Pace Of Change In Technology Is Too Fast: Study

A majority of employees are worried about job loss due to automation, according to a new global study by Edelman.
Many consumers worry that technology is out of control, with 61% saying the pace of change in technology is too fast and 66% worry that technology will make it impossible to know if what people are seeing or hearing is real.
The study comprised a survey of 34,000 adults in 28 markets conducted.
The majority (57%) are concerned that the media they use is contaminated with untrustworthy information.
While 53% worry about job loss due to automation, knowledge of emerging technology is not high.
Most (67%) say they know nothing or a little about artificial intelligence or robotics, 68% about driverless cars and 76% of blockchain and cryptocurrency.
Nearly half (45%) of consumers agree their employer has been successful it its use of technology for creating process efficiencies and reducing costs and 44% in improving customer service.
“The trend of eroding trust in the technology sector continues,” states Sanjay Nair, global technology chair of Edelman. “The trust decline may be small, but it is reflective of consistent concerns that technology

Tuesday, February 18, 2020

3 Skills for Influencing the Customer’s Thinking

3 Skills for Influencing the Customer’s Thinking

Author: 
Andrea Grodnitzky
The sales professional has the job of encouraging the customer to become comfortable with the idea of committing to a product or a service. The problem, however, is that making this commitment has become a high-stakes challenge because today’s buying decisions represent more risk to the buyer for three reasons:

Current economic indicators portend difficult times ahead. Consider the Business Confidence Index, which is at its lowest point in more than three years. This elevated anxiety likely stems from geopolitical concerns reflected in the Global Economic Policy Uncertainty Index, which reached its highest-recorded point this year.

C-Suite decision makers are under pressure to maintain a short-term focus on achieving the next quarter’s business targets. In fact, research from The University of Western Ontario shows that “roughly 80 percent of managers admit that they would willingly sacrifice long-term performance to smooth earnings or meet a short-term earnings target.”

CEO tenures are shrinking. As a result, leaders are focused on initiatives with immediate and certain results. Research from The Journal of Corporate Finance shows that CEO tenures have halved over the past two decades.

With so many powerful influences weighing on the customer’s psyche, modern professionals need sales training that empowers them to enter the sales dialogue with an equally strong set of influential tools.

Here, we examine the three most effective skills for influencing the customer’s thinking and driving buying decisions. We show how to use these advanced skills and why they matter in the high-stakes conditions underpinning nearly all selling opportunities today.

Use Accessible Language
Products and services are becoming more complex. Ordinary kitchen appliances boast Wi-Fi connectivity. Home thermostats operate on predictive analytics. Therefore, discussions of today’s products and services are also becoming more complex. The sales professional’s vocabulary is changing as they position digitally transformative solutions. Too often, the value of these solutions becomes obscured by technical language. Sales professionals need to be mindful of this tendency. They need to rely on nontechnical language.

The value of this approach is evident in research examining how participants gauged an author’s credibility. Their results showed that “technical language use negatively affected authors’ integrity and the credibility.” Jargon and technical language often appear as an attempt to distract or overwhelm the listener. Clear, direct communication in accessible language is effective because it is honest and free of pretension. Adopting this communication style means being specific in observations. Doing so shows the customer that the sales professional is attentive to details. Moreover, specificity gives more direction to the conversation because the sales professional and the customer can address underlying challenges rather than vague, surface-level issues.

Some sales professionals may hesitate to use simple language, fearing that it will make the solution — and themselves — appear unsophisticated. However, additional research shows us why this should not be a concern. Princeton University professor Daniel M. Oppenheimer explored what happens when people use needlessly long words. His work, published in Applied Cognitive Psychology, shows that “the use of overly complex words leads to lower evaluations of a text’s author.” This finding offers an important takeaway: sales professionals should use simple, accessible language in their written and oral communication.

Address Risk Directly
Risk is present in all buying decisions. The buyer fears loss of reputation among the stakeholders if the solution fails. They fear the scrutiny that comes from implementing a solution. These risks are real. Attempting to dismiss them with assurances of success only diminishes the trust that is essential to a business relationship. The better solution is to normalize risk.

The challenge is that one’s baseline for “normal” is often characterized by ideal outcomes, according to research published in the research journal Cognition. This tendency to expect the best is what Karen Cerulo, professor of psychology at Rutgers University, calls “positive asymmetry.” In short: too many expect too much. Therefore, it is the sales professional’s job to cite and discuss the inescapable risks present in any solution. Sales professionals must illustrate that the risks involved are acceptable, given expected benefits. Moreover, the choice to not move forward and remain with the status quo carries its own risk.

The sales professional should reduce the customer’s fear and anxiety by adopting a tone that allows concerns to be discussed openly. As the discussion unfolds, the customer will become more comfortable with the change involved in adopting the solution. This characteristic of selling is the priming effect at work. The priming effect is the practice of using a stimulus now to prompt an idea later.

As discussions of risk surface, sales professionals must be prepared to propose a clear path through challenges. Discussions of risk without recommendations only ring alarm bells, inciting fear. The result is unnecessary delays that kill the deal. The purpose of identifying problems is to clarify challenges and create solutions. If the sales professional only cites problems, they appear as if they’re stoking fears and attempting to incite anxiety in the customer.

Ask Reflective Questions
A question is the most effective way to both understand someone’s perspective and shape their thinking. The customer’s answer offers detail that is critical to properly positioning the solution later. Moreover, the mere act of answering a question can incite a phenomenon in which the customer becomes more likely to act on the solution. Research published in the Journal of Applied Psychology and the American Psychological Foundation found that asking people questions increased their likelihood of voting and donating blood.

However, time with the customer is limited. Therefore, the questions must be part of a strategy. The most effective way to shape this strategy is with “reflection questions,” which encourage the customer to think more deeply about the topic and fully consider the sales professional’s viewpoint.
These questions serve both parties. The sales professional learns more about what matters to the customer. At the same time, the customer is engaging in an exercise designed to help them crystalize their understanding of the challenges and goals they’re facing. Reflection questions fall into five main categories:

  • Reactions - What are your thoughts on this approach?
  • Relevance - How does this solution affect your business?
  • Viability - How does this solution fit into your business model? 
  • Value vs. Risk - What would be the value of this to your business?
  • Reservations - What hesitations do you have with regard to this solution?

Reflection questions are a targeted way to check with the customer that the solution capabilities are resonating with their needs. Moreover, these questions go further than simply asking, “How does that sound?” because they are specific and lead to details that the sales professional can seize on.

Monday, February 17, 2020

Be Unusual!

Radio Ink - Radio\'s Premier Management & Marketing Magazine

 

Be Unusual!


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(By Bob McCurdy) What is better than being common, normal, ordinary, regular, similar, standard, unexceptional, un-noteworthy, or usual? It’s being “unusual.” Unusual is being the exception, standing apart, standing out in a sea of sameness, approaching and viewing a profession through a different lens. Being one of the “crazy ones.

The good thing is that it is not terribly difficult to be unusual in a society where most conform and are merely interested in their profession. The unusual ones strive to elevate what they do to an art form largely due to self-pride. Birds flock and fish swarm, those who succeed in business do neither.
Some ways to become unusual:
— Offer to work or shadow an employee at a client/prospect’s place of business for a morning or afternoon to get a better feel for their business and the challenges they face. Even if the offer is declined, point made, you are unusual.
— Dealing with an out-of-town account/agency whom you’ve never met? Invest a few bucks to get there. The trip will more than pay for itself.
— Develop mentors. Nurture these relationships and multiply them. You can learn from everyone but you learn more from people smarter and more experienced than you are.
— Use Strategic Selling principles. Miller and Heiman? You never heard of them? Get their book, use their principles, and write more business — guaranteed. You have heard of them? Dust off their book and reread.
— Hold yourself to the same level of expertise with digital as radio, otherwise get ready to be competing for what’s left behind by those who did.
— Take advantage of the numerous free training webinars available from vendors and consultants.
— Podcasts are great for entertainment but are ideal for professional development as well.
— Be sponge-like. Ingesting new insights and new ideas from all industries. Keep your radar up at all times.
— Become a Nielsen Tapscan ninja. Take control of weaving your own stories. I have never not found something new to discuss with a client within minutes.
— Become your word. Do what you say you’ll do, when you say you are going to do it.
— Allocate X amount of time throughout the week dedicated to professional self-improvement. This differentiates the successful from the less successful.
— Collect client testimonials the way a philatelist collects postage stamps.
— Conduct educational seminars for your clients. This has a threefold benefit. First, you are putting yourself in a position where you are “teaching” which requires you to learn your topic more deeply. Second, you are educating your clients, which is always a good thing. Third, you are demonstrating that you know what you are talking about and someone whose POV should be valued.
— The outcome of an avail is largely decided before the dollars hit the table. Presell.
— Maintain consistent contact with prospects and clients. Develop a system and the discipline to do so.
— Utilize all of the resources of the RAB. They are ready, willing, and able to assist.
— Retain key industry information for quick access. Hording is OK.
— Ask yourself “why not” and then give it a shot. Because it’s never been done doesn’t mean it shouldn’t. Operate away from the crowd.
— Use more phone than email and face-to-face more than phone.
— Communicate your passion for your job for all to see. Have fun.
— Compartmentalize. Don’t let what happened in the morning impact afternoon’s performance.
— Mark Twain once said, “It takes two weeks to prepare for an impromptu speech.” Overdo it here.
— Look the part. Too many salespeople today seem to have forgotten this.
— Practice-Drill-Rehearse. It will enable you to be at your best when you need to be at your best.
— Make those around you better. Set the pace. You don’t need a title to be a role model.
If you are not willing to risk being unusual, you’ll settle for the ordinary. It’s more fun and more rewarding to be unusual, so care more than others think wise, risk more than others think safe, and expect more than others think possible. By doing so, you will be well on your way to becoming unusually successful.
Bob McCurdy is the Vice President of Sales for The Beasley Media Group and can be reached at bob.mccurdy@bbgi.com

CBS Dramas Dominate Prime Time Halfway Through TV Season

CBS Dramas Dominate Prime Time Halfway Through TV Season


Through 19 weeks of the TV season, CBS’ crime-procedural dramas dominate the top TV broadcast spots in terms of prime-time entertainment viewing.
CBS’ “NCIS” averages 15.1 million viewers in Nielsen-measured live program-plus-seven days of time-shifted viewing through Feb. 2. CBS’ “FBI” is next at 12.4 million, with CBS’ “Blue Bloods” at 11.8 million.
In fourth and fifth place, NBC’s “This Is Us” has 11.7 million and its “Chicago Fire” has 11.3 million.
In spots six through 10 are Fox’s “The Masked Singer” at 11.2 million, CBS’ “Young Sheldon” at 11.2 million, NBC’s two other Chicago-themed dramas -- “Chicago Med” at 10.98 million and “Chicago PD” at 10.92 million -- and ABC’s “The Good Doctor” with 10.8 million.
These prime-time dramas have seen viewership gains from their initial prime-time airing through seven days ranging from 33% (“NCIS” and “Young Sheldon”) to a high of 90% (“The Good Doctor”).
The best-rated, non-scripted competition shows are: Fox’s “The Masked Singer” at 11.2 million; NBC’s “The Voice” (Monday) at 9.83 million; “The Voice” (Tuesday edition) at 9.76 million; NBC’s “AGT Champions” at 9.0 million; CBS’ “Survivor” at 8.7 million; ABC’s “Dancing with the Stars” at 7.8 million; and ABC’s “The Bachelor” with 7.7 million.
The top comedies are CBS’ “Young Sheldon,” in first place with 11.2 million; followed by CBS’ “Mom” at 8.4 million; ABC’s “The Conners” at 7.6 million; CBS’ “The Neighborhood” at 7.4 million; and CBS’ “Bob Hearts Abishola” with 7.3 million.
Virtually all prime-time shows have seen double-digit percentage declines from a year ago.
Overall, for this 2019-2020 TV season, entertainment prime-time broadcast network series have dropped 14% to 5.6 million from 6.5 million a year ago in Nielsen’s live program-plus-seven days (L7) of time-shifted data through Dec. 8, 2019.