Two weeks ago, our family went to Disneyland – the first visit for my 5 year-old girl, Fiona, and 3 year-old boy, Rowan. The kids were appropriately dumbfounded. They are still talking about how cool it was to see REAL Tinkerbell fly from the Matterhorm to the castle to start the fireworks show. They are still talking bragging to the checkers at the grocery store that they went on Thunder Mountain Railroad and Splash Mountain. Fiona is still dreamily recalling how wonderful it was to hug and banter with Belle, Ariel, Snow White, Cinderella and others at our “Disney Princess Breakfast” (Of course, poor Rowan thought that we were going to eat Disney Princesses, which explained his terror as we headed out that morning).

But I’m still talking about the trip too. What an amazing “product”.

1. Brilliant vision. Walt Disney had a vision for a family entertainment park that was so extensive and so complete, that even 50 years later, nothing has even come close to it in the world. Like Steve Jobs – or Ghandi or Martin Luther King Jr., for that matter – Walt Disney was “all in”. He wasn’t doing a job. He found his “calling” and his work was an unconditional commitment. He worked tirelessly – obsessively – to bring his vision to life.

2. A complete experience. Disney has thought of everything. For example, when you order you tickets in advance, you receive a “welcome packet” for the family to open together around the dinner table. Pins, pictures, magical coins, an array of gleaming, beautifully-designed credit-card-like tickets, each one with a different character on them, plus a hand-written note from the person who prepared the packet for us: “I sprinkled extra fairy dust on this packet so that your trip will be the happiest of all. Jesse”. OK, if you don’t have kids that will sound incredibly corny, but to the rest of you – you know. They make it easy and fun to buy the product (Disney Vacation packages), they build excitement before you even get access to the product, and deliver an experience which is really beyond your family’s wildest dreams.

3. Execution with excruciating attention to detail. When we entered the park on the first day, we used our gleaming, credit-card-like tickets to enter the Main Gate. You scan your ticket under a barcode reader, but instead of hearing “BEEP” or “EH!!!”, we heard “Tinkle tinkle ting!!!” – the sound of Tinkerbell’s magic wand. How cool is that? The next day, we eager ly pushed though the Main Gate for day 2, and when we scanned our tickets this time we heard Jimeney Cricket’s laugh. OK, so Disney called the barcode scanner vendor and said, “I don’t want a beep sound. I want a catalog of sounds that we can upload and cycle through at different times on different days”. How much did that add to the cost of their entry system? Which brings me to…

4. An obsessive focus on product, not profitability. After exploring caves on Tom Sawyer’s island one afternoon, we headed back via raft to the dock at New Orleans Square. As we came off the raft, I noticed a man, dressed in swarthy coats leaning against a fence, playing a penny whistle. He wasn’t talking to anyone or doing much. But his presence – the lonely sound of his instrument and his old tarnished, (Disney) pocketwatch – transformed the place. In fact, Walt even invested in details that very few people ever even noticed. “Hidden Mickeys” are everywhere in Disneyland and their spotters form an elite community of fanatics. . A cost-cutting consultant would show up at Disneyland and have a field day. But they don’t show up at Disneyland, which is the point.

5. Operational excellence. Disneyland hosts 14.7 million guests per year. It is open every day of the year, some nights closing at midnight and opening at 8am. And at 8am, every morning, the place is immaculate. Everything is where it should be. Every piece of trash is picked up (I checked one day – that little ice cream wrapper in the corner of the castle moat was indeed gone at 8am the next morning). No paint is ever faded. And every cast member is “on”. Who cleans the moat at 2am? And when does Tinkerbell practice her zip-line “flight” from Matterhorn to castle? There must be a fake Disneyland / training ground somewhere where she can train? The scale, scope and level of quality is inspiring.

6. A team of people who live the vision every day. “Ahoy sailors! Looks like good weather for our voyage!” We are genuinely, honestly greeted this way by cast member Paul as we weave our way closer to the Finding Nemo Submarine Adventure. He is not tired, but downright jolly – not the way most people look at 3pm on a work day. This is the result of rigorous hiring and training practices as well as creative scheduling and staffing – cast members do only short shifts on any given ride to prevent monotony from setting in.

Obviously, modern Disneyland is the way it is because of the efforts of thousands of people, but Walt Disney started it all and grew a team with a similar quest for perfection. The following quotes from Walt Disney sum up his leadership style and approach to “product development”.

“Disneyland is a work of love. We didn’t go into Disneyland just with the idea of making money.”

“When we consider a project, we really study it–not just the surface idea, but everything about it. And when we go into that new project, we believe in it all the way. We have confidence in our ability to do it right. And we work hard to do the best possible job.”

“Whenever I go on a ride, I’m always thinking of what’s wrong with the thing and how it can be improved.”

“I have been up against tough competition all my life. I wouldn’t know how to get along without it.”

“Disneyland will never be completed. It will continue to grow as long as there is imagination left in the world.”

Kids or no kids, I think it’s time to plan a trip to Disneyland…

On my flight to LA last week, in Spirit (the Southwest Airlines’) Magazine, I read about Arthur Rosenfeld and his random act of kindness in a drive-through line at a Starbucks in Florida. For those of you who missed it, the guy in the car behind Rosenfeld got angry because Rosenfeld hadn’t moved his car forward enough to free up space at the microphone. The guy in back lost it – honking and yelling. Rather than reciprocating the insults, Rosenfeld, a Tai Chi master, calmly told the barista that he wanted to pay for the coffee of the guy behind him. He paid the tab for the honker, which actually set off a spontaneous chain reaction of people paying for the next car’s coffee that lasted throughout the day.

While it’s true that Starbucks promotes angel behavior by encouraging “cheer chains” during the holiday season, Arthur Rosenfeld said that he had never heard of such a promotion. He said he did it to steady himself – to quell his own anger. But it was the unexpectedness and the stark contrast of his action that moved the honker, and the car after and the car after and the car after…

The story made me think on the random acts of kindness that I have encountered, personally. Thank you to the “trail angels” who have left snacks and water out along hiking trails for me to find. Thank you to the man in the green shirt at the airport this weekend who bought us a bottle of water after overhearing my daughter complaining of thirst and me explaining we couldn’t get out of the boarding queue. And on and on…

But Arthur Rosenfeld’s story also made me think about the marketing world, in which we often face angry customers, ranting on their blogs or in emails to customer support. Instead of yelling back, or issuing a cease and desist, or even ignoring the whiners, what if the company did the unexpected? Invite a particularly angry customer to the company headquarters to meet with the product team so that they can properly express their frustrations. Even a personal note sent from a person who matters at the company is unexpected enough (in this day and age) as to potentially turn the angry tide.

That’s what Dell did. It asked the angry Jeff Jarvis to the Dell headquarters to meet with the CEO. And while it wasn’t the meeting by itself that turned Jeff around, but the series of proactive changes that Dell put in place afterward, Jeff Jarvis ended up pretty happy. So tell the lawyers to step down. Tell your own employees to step up and to connect. You never know what might come of it.

Photo by rantfoil.

Hello, it’s Mathieu here, from France. I’ve been doing an internship with Scout Labs since January, and it’s exciting to be contributing to this very cool application. I’ve taken advantage of my time here by attending all sorts of hi-tech and entrepreneurship events happening here in sunny California.

I attended Startup School 2008 at Stanford University this past weekend. Startup school is an annual free conference organized by Y Combinator and BASES for hackers interested in creating their own startups. One of the most interesting and entertaining talks of the day was from David Heinemeier Hansson, creator of Ruby On Rails and founder of 37signals.

The most interesting advice he gave us was about how to make money online: Have a great product and define the right price for it. It’s interesting because it can be very hard to define the price of your great product, especially when it is sold as a service like a lot of software now (and like Scout Labs). You can fail at pricing your product correctly, and this is what happened to 37signals.

David told us that Backpack, one their applications, has been really successful (they doubled their revenues) in the last 2 months after they re-launched the application. They basically raised the price and changed their marketing message to target the long tail of businesses, what he calls the Fortune 5,000,000. You don’t have to aim at the Fortune 500, you don’t have to aim at the general consumer. There is a large and profitable market in the often-neglected long-tail, and software-as-a-service companies like Scout Labs are poised to capitalize on that opportunity.

You can find David’s talk below. All the videos from Startup School 08 are available on Omnisio.

A few years ago, a friend of mine, Michael, who comes from an upscale family and who was studying the romance literature of Latin America, conducted a unique social experiment. He dressed in simple clothes and set out to panhandle in downtown San Francisco to see how much money he could raise in one day. It took him several hours just to find a free corner that no one kicked him off of (come to find out, most corners in big cities are already “taken” by local panhandlers). But then he began: “Can you spare some change?” People averted their eyes. They looked down. They looked at the sky. They squinted and leaned into their open books as if trying to make out a foreign word. Very few would acknowledge his existence. And because his early actions did not provoke reactions, Michael started to feel like he didn’t exist. He soon found himself lunging toward people, yelling, using profanity. And this was only after about 6 hours on the streets.

I thought of Michael last week when I read BusinessWeek’s article “Consumer Vigilantes”. In it, we hear from some ultra-disgruntled customers who are bashing companies everywhere they can—on existing sites (amazon.com), specially created new sites (comcastmustdie.com) and through more “direct” channels, like 76-year old Mona Shaw who smashed keyboards and phones with a hammer at the Comcast headquarters yelling, “HAVE i GOT your attention NOW?!”

These customers desperately need to be noticed. Their efforts to gain the attention of the companies they seek to connect with have produced no reaction. They’ve tried the phone tree. They’ve tried email. They’ve tried letters to management. They’ve waited patiently (for hours) at headquarters waiting for a manager to appear. All to no avail. And, like Michael during his panhandling experiment, their voices and actions become ever more extreme.

Run away?

In the face of such aggressive consumer vigilante-ism, it’s tempting for us marketers to be afraid—very afraid—and remain safely hidden behind our one-way mirrors. But if we acknowledge that our very own corporate “mass” practices (mass marketing, mass communications, mass-ive cost-cutting) have actually caused much of the anger, then the way forward should feel less scary. We created this problem and we can make it better.

In fact, what struck me in the BusinessWeek article, and in my own life experiences, is how easily people can turn from foe to friend. They rant and kick and scream, “but then someone reached out to me from the company, and now I’m very happy.” Or, “… but then they fixed it, and now my loyalty is very high.”

How could such a small gesture—a simple call or email from a company representative, an inexpensive new part sent out in the mail—result in such a radical about-face? The reason is because it’s SO RARE. It is rare that a customer ever talks to a real person at any of the product companies they give their money to. Think about all the products and you buy and use—your deodorant, your sofa, your cereal, your jacket—how many people have you talked to from these companies?

Go on, engage—it’s OK

It’s time for companies to start talking to customers again, to start building real relationships again, on a mass scale, with help from technology. Customers are out there, on their “corner”, talking away, hoping for some attention, hoping someone will notice. They’re endlessly discussing the products and features they care about, praising and complaining, panning some brands and applauding others (yes, they do this too). It’s OK to jump in to those conversations. Scout Labs conducted a survey (posted out across the blogosphere) and asked the following question:

Do you like it when…you are involved in a conversation with other consumers about a product or service (on a blog or in a forum) and a representative from that company joins in online?

The responses we got:

That’s 70% who say you are welcome, even encouraged, to jump in. But there’s a clear caveat: only real efforts to connect allowed. No spinning.

How to do it well

Marketers are going to have to practice a bit. Many of us are out of touch with real customers in the real world. At some point in our careers we mutated, and now speak marketing-ese, which doesn’t play where we’re going. In this new world, using your real name is essential (gasp!). Typos are just fine (double gasp!). In fact typos get you subliminal brownie points, because it signals to customers that your response was not pre-filtered or canned. Note: those of you who wrote down, “Include a typo” in your notebook page titled, “How to talk to customers”, keep practicing, ‘cause you still don’t quite get it Your customer communication goals should be to educate, explain, connect, ask, listen, and be yourself. If you strive to do these things in your direct communications with customers, you can’t go (far) wrong.

Google does a good job at having conversations. eBay, where I received a crash course in keeping it real, is a pioneer in interacting with its community. Dell’s getting really good. DirecTV does a great job of participating in its influential communities in a very real way, in both official and unofficial capacities. Here’s an older but illuminating exchange between a DirecTV employee and semi-hostile hockey fans complaining about the DirecTV options. In the thread, you see the hardest-core complainers turn into fans, responding to the employee’s openness and candor with statements like, “…thank you so very much for your post clearing up some of the many questions that us hockey fans have. It is great to know that DirecTV cares about us and is trying to improve its Center Ice package.” And of course, myriad startups and small companies are gaining on the big guys thanks to smart products and masterful participation in influential communities online.

You can’t afford not to

Customers just want to be heard. Don’t wait until they work themselves into a frenzy. The line between brand-basher and fanboy may be closer than you think. Look up, make eye contact and jump on in.

I had the good fortune to hear Malcolm Gladwell speak at The Conference on Marketing held in Naples, FL earlier this week. His talk (refreshingly delivered entirely without slides) explored the concept of two distinct types of creative innovation: Conceptual and experimental.

Conceptual innovation, he argues are those bold, breakthrough ideas that are well articulated quickly and delivered into the world. Experimental innovation is the slow, iterative process of exploration that may happen over a lifetime before it’s gotten right.

Examples of conceptual innovators include Orson Wells, Picasso and Herman Melville. Conceptual innovators tend to peak early—often the value of their output decreasing over time. The highest price Picasso ever fetched for a single painting occurred at the age of 26. Work done in his 60s is valued roughly at ¼ of his peak prices. And we all know what happened to Orson Wells after Citizen Kane. Not much.

Cezanne, on the other hand, was an experimental innovator. He painstakingly painted the same scenes over and over again, evolving his genius in slow, iterative, baby steps. Cezanne peaked in his 60s, his later work valued at roughly 15 times work done in his 40s. Another experimental innovator, Alfred Hitchcock, explored the thriller genre again and again over a lifetime delivering perhaps his best picture, Vertigo, at the age of 59.

Gladwell argues that much to its detriment, today’s culture has lost patience with the experimental innovators. Musicians are now routinely dropped from the roster if their first single isn’t a blockbuster. Yet the traditional music industry is now in complete free fall according to Gladwell, because “you cannot run a creative business unless you have a combination of Picassos and Cezannes to create lasting value.” Long term, lasting value comes from a portfolio of ideas that include both the bold and groundbreaking as well as those that need iterative experimentation in order to mature.

Moreover, consumers form a very different bond with Picasso and Cezanne ideas. Picasso ideas get a lot of attention, but don’t develop lasting loyalty or significant influence (Friendster who?). Cezanne ideas may take a while to mature, but have much greater impact and create more lasting value over time.

The Sopranos, we are reminded, didn’t have much of an audience in season one or even season two. But with a little patience, HBO allowed the writing, the characters and even the audience to mature and the series has now arguably changed the face of in-home entertainment for a long time to come.

Last week, I heard Charlene Li speak at a business marketer’s luncheon where she gave a comprehensive overview of how social technologies are transforming business. Charlene laid out a framework for how businesses should be approaching the emerging (and at times daunting) consumer-controlled marketplace that nicely dovetailed with Jennifer’s recent post about the Scout Labs Hierarchy of Needs. The basic premise: There are low-level, but critical business needs (like crisis management) that social technologies can and do address readily, and that higher level business needs (like becoming a customer-centric organization) are also very well served by getting across CGM.

When asked about the biggest hurdle companies face when seeking to become more tuned in to CGM, Charlene responded that executive buy in was still a big hurdle for some marketers and by far the single largest factor that contributes to success when adopting a social media strategy.

I caught this piece in the New York Times yesterday that gave a nice list of healthy examples of top executives that have actively embraced the new world of social media. I thought it excellent ammunition for marketers who are looking for convincing arguments to the powers that be that it’s not only time to start listening, but to invest in tools and best-practices for keeping up with consumer-controlled conversations.

If that doesn’t do the trick, keep your eye out for Charlene’s soon to be released book, Groundswell: Winning in a World of Social Technologies, in which I’m sure the case for a well-supported social media strategy at will be aptly made.

We always enjoy a good data visualization, especially when it’s elucidating what we are doing here at Scout Labs! On Wired Magazine this weekend was a infographic of what happens after you hit “Publish” on your blog page. It’s called “The Life Cycle of a Blog Post, From Servers to Spiders to Suits - to You”. If you can figure out how to click and hold your mouse down to zoom it and scan around, you’ll see a category called “Data Miners” and I guess that’s partly us — the ones who analyze the blogosphere (and social networks and image-sharing sites and video sharing sites and user reviews) to make sense of it for clients overwhelmed by the sheer volume of it all. But we are also the “Corporations” (yes, “the Suits”), because real people at real companies are using our service to Scout what people love, hate, want, think and feel about their products, brands and services. What we are NOT: an ad network or aggregator trying to sell ads. We figure there are plenty of those out there desperately trying to get ads in front of eyeballs. Inspiring people to build better products and to build stronger relationships with customers sounds much more fun to us.

The other day an analyst asked me about the different ways companies use Scout Labs-why they start using it, and all the ways they end up using it. It got me thinking about the evolution I see when companies decide to use a service to help them tune in to customers across the Internet. In fact, it reminds me Maslow’s Hierarchy of Needs. In 1943, Abraham Maslow developed his Hierarchy of Needs, a theory to explain human behavior. Maslow suggested that psychological needs are hierarchical, and you can’t move up the pyramid until the underlying psychological needs are met. Many have since challenged his strict hierarchy, pointing out several exceptions to the rule. But as a pop-culture metaphor, it helps describe the various ways companies use Scout Labs.

Here is Scout Labs’ version of the Hierarchy of Needs:

1. Find and fight fires (or CYA)

Many organizations get interested in consumer-generated media ( CGM for short) because they want to find fires – exploding laptops, rants from prominent bloggers, a rumor leak, a copyright violation – and fight them as quickly as possible. This is an absolutely essential use of a service like Scout Labs, and the reason why whatever service you select needs to

• Be real-time (so you can find those fires as they happen).
• Find the fires for you, prioritizing what’s important / worth paying attention to right now.
• Have email alerts built in.
• Help you quickly act mobilize your response.

In this day of highly vocal customers who areconnected to each other real-time and whose seething blog posts about you can show up within the first few results on Google, companies worry about the sheer volume of CGM and their lack of visibility into it. There are huge dollars at stake. Finding and fighting fires is a fundamental reason to Scout the Internet, and one that your organization has to feel comfortable with. This means you need to have confidence not only in the tool you use, but in your team’s judgment and ability to take action in time of threat.

2. Seek out product and marketing feedback

Once an organization gets good at finding and fighting fires, we see them start to listen even more closely to what customers are saying. Rather than only monitoring a few, huge problems and trying to solve them, companies start listening every day for insight they can use to improve products and marketing. What do customers like? What don’t they like? Why don’t they like it? What do people wish we would do differently? Scout Labs makes it easy to answer these questions. When a company evolves to the point where it really listens to customers in this way, we typically see corporate communications /PR, brand managers, product managers, and marketing folks all using Scout Labs together to helpbuild better products, inspired by the voice of the people.

3. Build relationships with customers

Only after a company is a good listener can it jump in and start building relationships with customers. I think of it like a game of jump rope. The customer conversation has its rhythm, pattern and players, and you don’t want to barge right in before getting the lay of the land – you’ll just get all tangled up. (Scout Labs lore: at one point we toyed with the idea of naming the company Double Dutch!) Watch for a while. Learn who the key influencers are. Get a feel for the language, the concerns, the issues. And when you’re ready, jump in. Be part of the conversation. Answer questions, ask questions, inform the best you can.

And if you have a service like Scout Labs that helps you facilitate this engagement – communicate with each other about it. Keep a record of it so that you have organizational memory around it. Track the impact of these customer connections. At that point your organization will be able to build relationships with customers on a mass scale. It’s not easy to evolve to this place. You have to really understand your customers and their communities before you can be welcomed in. AND you have to trust your employees to have these conversations and build these relationships. But if you can get there, the rewards are great.

4. Be a customer-centric organization

The apex for an individual, according to Maslow, is self-actualization –making the most of your abilities and striving to be the best you can be. For an organization that wants to listen to customers, the pinnacle is being a truly customer-centric organization. For a company at this stage of evolution, customers are partners. Listening to customers and engaging with them to build better products and sell more is a strategic priority and part of a company’s culture. Everyone – from the CEO to customer service reps – is tuned in to what customers are talking about, coming up with new, customer-inspired ideas, jumping into conversations to build relationships, and truly innovating.

Being a customer-centric organization is more than a nice-sounding aspiration. We believe it’s a strategic competitive advantage. Whoever listens better, innovates faster, and builds personal relationships with customers wins.

Fred Shapiro,Editor for the Yale Book of Quotations has published his Top 10 Most Memorable Quotes of 2007. Ah, so many good ones. But “Don’t Tase Me, Bro”, a phrase that swept the nation after a U.S. college student used it seeking to stop campus police from throwing him out of a speech by Sen. John Kerry, made the top of the list.

This quote became pop culture in record time this year. Two days later, according to Wired:

• The term hovered between 9th and 11th place as the most searched for term on Google for Wednesday, according to Google Trends.
• The video has been the number 1 Viral Video for the past 24 hours. The Meyer arrest video has received 2.6 million views and almost 40,000 new comments since Monday.
• Many of the leading opinion shapers on both the left and the right, as well as newspaper blogs, offered their thoughts and insights on the incident.
• Television pundits across the dial offered their opinions, and those opinions were archived for posterity on YouTube.
• Several enterprising individuals have even snapped up variations of the spelling of the phrase as Web addresses. One of them points to a Wikipedia entry for the University of Florida.
• Mashups are proliferating on the Web.
• A couple of t-shirt designs, and bumper stickers have emerged.
• Dozens of people have felt compelled to record their own video responses in a YouTube forum discussion on the matter.

The other most memorable quotes of 2007:

2. The tortuous answer by Lauren Upton, the South Carolina contestant in the Miss Teen America contest, responding to the question of why one-fifth of Americans are unable to locate the United States on a map: “I personally believe that U.S. Americans are unable to do so because some people out there in our nation don’t have maps and I believe that our education like such as in South Africa and Iraq and everywhere like such as and I believe that they should our education over here in the U.S. should help the U.S. or should help South Africa and should help Iraq and the Asian countries so we will be able to build up our future for us.”

3. Iranian President Mahmoud Ahmadinejad’s October comment at Columbia University in New York, “In Iran we don’t have homosexuals like in your country.”

4. Shock jock Don Imus comments about the Rutgers University women’s basketball team: “That’s some nappy-headed hos there”.

5. “I don’t recall.” — Former U.S. Attorney General Alberto Gonzales‘ repeated response to questioning at a congressional hearing about the firing of U.S. attorneys.

6. “There’s only three things he (Republican presidential candidate and former New York City Mayor Rudy Giuliani) mentions in a sentence: a noun and a verb and 9/11.” — Sen. Joseph Biden, speaking at a Democratic presidential debate.

7. “I’m not going to get into a name-calling match with somebody (Vice President Dick Cheney) who has a 9 percent approval rating.” — Senate Majority Leader Harry Reid, a Democrat.

8. “(I have) a wide stance when going to the bathroom.” — Idaho Republican Sen. Larry Craig’s explanation of why his foot touched that of an undercover policeman in a men’s room.

9. “I mean, you got the first mainstream African-American who is articulate and bright and clean and a nice-looking guy. I mean, that’s a storybook, man.” — Biden describing rival Democratic presidential candidate Barack Obama.

10. “I think as far as the adverse impact on the nation around the world, this administration has been the worst in history.” — Former President Jimmy Carter in an interview in the Arkansas Democrat-Gazette newspaper.

I’ll have to do a 2007 Top Ten most painful moments for companies caused by regular old consumers and their new media, next…

I’ve been a marketer for some time, but the first half of my career was spent mostly in direct sales. Don’t miss the quota, but definitely do miss being in the trenches.

Talking to real customers about their real business issues every day was for me the best part of selling.  I loved the authentic nature of it. It sure beat the canned role-playing that often goes on in corporate sales training. Real customers never bring up the objections you overcome expertly in training sessions, but they keep you on your toes and teach you how to continue to get better if you know how to listen. I always loved the listening part of selling, which is perhaps why I eventually morphed into a marketer.

Having recently joined Scout Labs in that capacity, I’m now delightfully back in the trenches gathering my own market intelligence around how people find and use consumer-generated media to become better marketers. Recently, I had the pleasure of talking to several real customers about their real issues in this emerging discipline and it was just as I remembered the trenches to be—totally fun and very inspiring.

Here are a couple of points that I have recently been rightly reminded of about life in the customer trenches:

You still don’t know what you don’t know. No matter how well you approach, define and vet the dozens of brilliant ideas you may have, you still don’t know a thing about the hundreds of other ideas that might be better. Until a real customer tells you about his.

There’s no arrival. Customer research is an ongoing, ever-evolving journey. More than ever as the rate of innovation takes a sharp northward turn, keeping your finger on the pulse of your customers’ wants, needs and wishes should be baked into your work week, if not your daily routine.

The market wants you to succeed.  Despite their well-vocalized frustration with intrusive, one-way marketing messages, consumers consistently surprise me with their willingness to talk to marketers who are willing to listen. More often than not, they are honest, gracious, generous with their time and sincerely interested in doing what they can to help companies to deliver better products.