Skip to main content

Show Up! And Stay Late!

I've been in Steamboat Springs for a few days, enjoying a holiday of skiing and family togetherness. But what's a vacation without a little market research?

I spent the evening of December 23rd doing some belated shopping in Steamboat Springs' downtown business district, a 10 blocks-long strip of low-down country and high fashion. Though the streets were busy and the restaurants were jumping, I'd say only about a third of the stores were open at 8:00 P.M.

I spent time (and some money) in two of those stores. In each, I inquired of the owner how the economy had affected their small businesses. Same answer, both places: we're holding our own and doing much better then we'd expected, frankly.

The next day I returned to a store that WASN"T open the previous night, made a purchase, asked the same question and got a very different answer: "We're thinking about closing our doors after 27 years. Things are terrible." I'm sorry for them. They seemed like nice people.

Then I got to thinking...OK, the successful stores stay open late on a snowy Steamboat evening, offering discounts, good cheer, hot cider and the warm glow of Christmas lights. The struggling stores were dark, their owners keeping bankers' hours...and these days we're all painfully aware just how smart bankers are. I came back the next day. I'm betting most potential customers didn't bother.

It's easy to blame our failures - business and otherwise - on the lousy economy. But maybe "...home, in my jammies at 5:00 P.M...." ought to be included in the mix too. Someone way smarter than me once said something along the lines of '..half of business success consists of simply showing up..." To which I'd add '...and being open and available when customers need you!'


Comments

Popular posts from this blog

Michael Porter On Health Care Reform

Michael Porter, writing in the New England Journal of Medicine, proposes "A Strategy For Health Care Reform - Toward A Value-Based System." His proposals are fundamental, lucid and right-on, meaning they're sure to be opposed by some parties to the debate, the so-called "Yes, but..." crowd. Most important, in my opinion, is this: "... electronic medical records will enable value improvement, but only if they support integrated care and outcome measurement. Simply automating current delivery practices will be a hugely expensive exercise in futility. Among our highest near-term priorities is to finalize and then continuously update health information technology (HIT) standards that include precise data definitions (for diagnoses and treatments, for example), an architecture for aggregating data for each patient over time and across providers, and protocols for seamless communication among systems. "Finally, consumers must become much mor

Being Disrupted Ain't Fun. Deal With It.

Articles about disrupting healthcare, particularly those analogizing, say, Tesla's example with healthcare's current state, are frequently met with a chorus of (paraphrasing here) "Irrelevant! Cars are easy, healthcare is hard." You know, patients and doctors as examples of "information asymmetry" and all that. Well, let me ask you this: assuming you drive a car with a traditional internal combustion engine, how much do you know about the metallurgy in your car's engine block? I'll bet the answer is: virtually nothing. In fact it's probably less than you know about your own body's GI tract. Yet somehow, every day, us (allegedly) ignorant people buy and drive cars without help from a cadre of experts. Most of us do so and live happily ever after (at least until the warranty expires. Warranties...another thing healthcare could learn from Tesla.) Now, us free range dummies - impatient with information asymmetry - are storming healthcare

My Take On Anthem-Cigna, Big Dumb Companies and the Executives Who Run Them

After last Friday's Appeals Court decision, Anthem's hostile takeover of, er, merger with Cigna has but a faint pulse. Good. Unplug the respirator. Cigna's figured it out but Anthem is like that late-late horror show where the corpse refuses to die. Meanwhile, 150 McKinsey consultants are on standby for post-merger "integration" support. I guess "no deal, no paycheck..." is powerfully motivating to keep the patient alive a while longer. In court, Anthem argued that assembling a $54 billion behemoth is a necessary precondition to sparking all manner of wondrous innovations and delivering $2.4 billion in efficiencies. The basic argument appears to be "We need to double in size to grow a brain. And just imagine all those savings translating directly into lower premiums for employers and consumers."  Stop. Read that paragraph again. Ignore the dubious "lower premiums" argument and focus on the deal's savings. $2.4 billion saved