Marketing Nostalgia

These throwback boxes from General Mills are a lot of fun. They are nostalgic and full of retro kitsch. Plus you get a shirt out of the deal. You walk away smiling and probably carrying a box of something you haven't had since you were a kid. That's what nostalgia does. As a marketer you can't go to this well too often but every now and then, after just enough time has passed, you can get out some artifact that will make your customers smile with childlike delight as you tug on their heartstrings and subtly remind them that your brand has been with them through it all.

Got some old signage or advertisements collecting dust in a closet or storage facility? Get them out and take them to your next meeting. Put them up in your business. Pretty soon your team will be smiling and together you'll come up with a great way to re-introduce these memories back into your brand's quilted tapestry.

The Back of the Box

No, this isn't an excuse to show off pictures of my kids. When you have little children you eat fast food a whole lot more than you normally would. Last weekend on a trip to the golden arches I found my gaze wandering across the table to back of my son's Happy Meal box. There on the box before me was depicted what a Happy Meal should be. A Utopian offering composed of a grilled chicken wrap, sliced apples and a cool inviting glass of milk. Mmmm.

The problem? This is the first any of us saw of it. No commercials (we watch a lot of kids TV too) and no in-store signage or menu call-outs. So — as you can see above — our gang ordered up our usual vittles. This is something about the Mickey D's brand that we would actually like to know and it's no where in the barrage brand impressions constantly pelted at families like ours. The conspiracy theorist in me thinks that it was planned this way. The folks at McDonald's want to be able to say that they offer something healthy in response to the heightened awareness of the post-Super Size Me world we live in but at the end of the day they don't want anyone ordering it. Offer it and under-promote it and all of a sudden ... We have a healthy Happy Meal on the menu but no one orders it ... I digress ...

Why should this matter to you? Is there something important that your customers should know or want to know about your brand that you have relegated to the back of the box?

Social Media Strategy for Personal Brands

A few weeks ago I changed my Twitter username from '@nickwestergaard' to '@westerad.' (If you would like step-by-step instructions on doing this check out Rick Butts' post here.) It all went very smoothly but I did have some ask me if the change meant that my Twitter voice would be changing. I was taken aback by this at first but in the end this prompts a larger discussion of what happens when a person becomes a brand and how this impacts the increasingly social and personal nature of online media.

Truthfully there was no greater thought to it other than this — I was going to a have a custom Twitter shirt made and I applied our old in-house style rule of trying not to require folks to spell out 'Westergaard' so I truncated my username to our URL de plume 'westerad.'

The question of where the person ends and the brand begins can often seem like a tricky one. How do I answer my business phone that is also my cell phone? "This is Nick." I thought that over waaaay too long. Questions like these are further exacerbated by social media where you have even more opportunities to expose your brand to the online community. However, most of these tools have either personal applications, professional applications, or some combination thereof. You need a strategy on how to tackle all of this and what voice to use. As a brand working through this as well, I will share our strategy with you on the off chance that it may help you define a strategy of your own:

Facebook — My profile is for me personally, not so much Business Nick. Same goes for our other team members that are on here. To have a calculated WA presence here, we have created a Facebook fan page.
MySpace — Nothing for WA here yet. I can't get a gauge on the on-going value of MySpace especially as it relates to business use and professional networking. For artists or bands, no contest. But business ...? Thoughts?
LinkedIn — Individual team members can create their own profiles with links from the bio pages of our website.
Twitter — Right now I straddle the line of tweeting both for our business and for me personally from the aforementioned @westerad account. I try to make it a mix of article forwards, insights, retweets, personal notes, etc.
YouTube — We have a WA channel showcasing our video, radio, and TV work.
Flickr — We have a WA photostream showcasing our branding, print, and online work.

I'm not saying this is cast in stone for us or even that this is a prescription for success for your personal brand. But rather, that defining your personal/professional brand's roles as they apply to social media is paramount to success in this new space.

P.S. Soon we're going to launch a redesigned WA website that better ties together all pieces of social media outlined above — including this blog. More later.

Photo credit Matt Hamm via Flickr

Favorite Things: Helvetica & Viddler

In the video above I offer up some of our favorite things. Favorite branding things — not so much like Oprah favorite things (though I would love to give you a car). Here are some of the sites referred to:

• Brand New: Kraft Foods, Smiling at You
  
• Classic logos set in Helvetica
  
• Helvetica: A Documentary
• Viddler: Best video player ... ever
  

Cheers.

Wrap Your Customers in Your Brand

Do you have customers rabid enough to wear your brand? If so – even if it's only a small handful — let them. I'm a fan of Google and their various products — he says as he writes a post on his Blogger-powered blog that he tracks with Google Analytics all of this with Gmail up, about to create another Google AdWords campaign and so on. So the other day I Googled 'Google Apparel' and found the Google Store. Jackpot. As you can see, I ordered a shirt and coffee mug.

Why? They aren't a cool band or movie. It's not like it's designer gear. But wait – it's actually both. They have created a brand that has fans just as excited as a band or movie. And, in my opinion, it is impeccably designed. When a customer makes a choice to wear your brand and ultimately becomes a living, breathing, practically free billboard for you it creates a bond stronger than almost anything else. It sounds hokey but they have tactically bonded with you and are comfortable standing up for you.

Would your customers wear your brand? How can you make it easy for them to do that?

P.S. Fun fact – As I write this I am working on adding 'gear' to a client's website.
P.P.S. Don't forget your opportunity to score Twitter-branded gear from WA for yourself this Thursday at the Iowa City Twestival.

Don't Forget About TIM

Recently at seminar on ROI (the one where I sat next to Dave Power), the speaker strongly advocated for holding true to the old Drucker axiom that's also one of my favs: you can't manage what you don't measure. At the same time he voiced concern over putting too much stock in "the myth of the last impression." This means that when customers are asked to identify what lead them into the store or to make their purchase, they often cite the last brand impression they experienced when, in reality, what moved them to action was actually several brand impressions working in concert.

As any good Lutheran would say, this is most certainly true. Branding is an experience that is a sum total of many parts; not a sequential and linear path where a sale only occurs after a set point. This is not to say that you should throw measurement out with the bathwater. Rather, you need to look for more holistic means of measurement. Instead of asking the ubiquitous how did you hear about us? with a list of media options where just one lucky winner is checked, perhaps the new customer should select which combination of media inspired them to act.

Years ago, Dean gave a speech that he called the "TIM Talk" at the National Office Machine Dealers Association convention. TIM is an acronym Dean developed that stands for Total Image Marketing. In his speech, he outlined a strategy for holistic branding that covers all touchpoints and can be applied to any media and any business. He's thinking of updating it and giving it again. I think that there's never been a better time for TIM.

Photo credit thegloaming

Touchpoints Revisited

One of the first posts I wrote in 2005 was about maximizing your brand's touchpoints. This continues to be favorite topic of mine. The above image from Twitter is a great example of maximizing a touchpoint at a very critical time in a brand relationship – the error message. Every now and then you see a business that puts a bit of time into writing interesting error message copy but rarely do you see an equally witty image accompanying it. They have several more of these as well (the owl that comes up saying 'Who goes there?' when there is an identity issue). As I mentioned earlier, this diffuses a potential moment of brand angst with humor. It actually makes you laugh off an error message or warning. In fact, it makes all other Error 404/File Not Found messages seem like you're getting hit in the face with a sock full of online doorknobs.

Well done Twitter. Especially when several online brands are rounding out points of interest in favor of Web 2.0 sleekness.

Chicken or Egg?

I am by no means the first to point this out. Just Google new pepsi logo obama. After all of the recent chatter on the blogosphere, things got kicked up a notch today when Advertising Age reported that Pepsi actually got cornered on this yesterday at their pre-Super Bowl press-conference. Know what they said? Obama copied us! LOL. I really have no answers or insight here ... Hard to tell which came first. I mean Pepsi obviously came first but did the Obama campaign really base their mark on a soda logo? And just because Pepsi's new TV campaign is decidedly "up with people" are they really ripping off Barry O? Sometimes things in the public sphere tend to mirror each other organically. Dunno. What do you think?

All in the Family

Okay so Dean and I may have been the last ones to notice this but when we were at a Toyota/Lexus/Scion event this weekend at the House of Blues in New Orleans we observed an impressive feat of branding. Or, rather, inter-brand branding. As we sat back and enjoyed the mixture of great music and food, we looked up on the closed-circuit TV screens and noticed that the loop they had running featured the Toyota, Lexus, and Scion logos flipping between each other. This loop offered a seamless horizontal flip from one logo to the next and that's when we both saw it — all three of these very different logos are all based on the same basic oval shape (look at the outlines above). The result? When they run together they seem like logical parts of a machine that contribute to a total brand picture and yet 99% of the time — when viewed on their own — all retain the unique characteristics of their brand (they also make up the letters of their brand name — T, L, & S). Way to keep it all in the family, Toyota.

Probably the best remark someone shared with me on this front was the casual yet insightful observation that this kind of total brand synergy is not all that common and couldn't be achieved if you set all of the GM logos up next to one another ...

Anyone Can Be Remarkable

Every business has a story to tell.

Those are the words that first pop up on our agency's website because at our very core that's what we believe. Not only does every business have a story to tell but every business has the opportunity to be remarkable. But this isn't always easy. How many of us have read a Seth Godin book or an inspiring blog post about telling your businesses' remarkable story to the world only to be told by those we answer to "that's all good and well but the [INSERT PERCEIVED BORING INDUSTRY HERE] business isn't like that. We aren't Nike or Apple or Starbucks ..."?

Case in point – many falsely think that banking or the finance industry is sterile and unremarkable. More so now given the sobering news of the day. In fact, many are using the marketplace's need for stability as a reason for sanding out any pointed edges of creativity. (How many big bank CEO's have we seen on TV reassuring recently?) And yet there are those who persevere and tell their story. And sometimes it gets picked up.

Yesterday as I was listening to NPR's Morning Edition, one of their short 0:30-second point-of-interest stories struck me. It briefly told the story of First State Bank in rural Norton, Kansas — a bank with a seemingly unremarkable name that has a wealth of remarkability. You see, First State Bank has a one-of-a-kind portrait collection of all of the losers from every presidential election from Thomas Jefferson to Kansas' own Bob Dole. And how did the bank celebrate the inauguration of Barack Obama on Tuesday? By adding his opponent John McCain to their collection.

That's it. That's all I know about First State Bank in Norton. But if I were told that I had to be a resident of Norton, I might learn over time that there was an older or more prestigious bank in town but I wouldn't have bothered to look because I know the folks at First care about being fun and remarkable with their work. And in times like these especially, it's nice to be around people who care and enjoy their work.

Every business has a story to tell. Every business has the opportunity to be remarkable. But like all opportunities, it only comes to life when someone steps up and takes action on an idea. And that is a very brave thing to do.

In Reference to the Location of the Beef

After a recent Arby's visit, my mind wandered as it's been known to do. I stared off at the packaging in front of me – the instructions to the toy that came with the Kid's Meal. On the backside were about four graphics that made up the fast food giant's core values and mission. Again, this was on the back of the instructions to the Kid's Meal toy. Because — you know as well as I do — kids care greatly about the mission and core values of the companies that provided them with their most recent toy. 

Fast forward a couple of days to a luncheon at one of my favorite new local restaurants — Vesta. At the bottom of their lunch menu, was a short paragraph telling the story of how the restaurant is named for the Roman goddess of hearth and how this was relevant to the dining experience they work to create. 

Some quick takeaways? First, compare the two "missions" — generic stuff like dream big and "make a difference" versus a quirky story involving the gods – and tell me which one you'll remember. Finally, you tell me who really cares more about living a mission by comparing where they chose to display it. On the back of some throw away instructions to a whirlygig that didn't really need instructions in the first place or the page-long, one-sided lunch menu that everyone easily reads all of ...?

Where Does Your Brand Exist?

Google made some news last week when they updated the design of their favicon for the second time in a year. The old one, which replaced the former capital 'G' less than a year ago, is on the left while the new, technicolor favicon is on the right. (For those of you who don't know what a favicon is - it's the 16 x 16-pixel icon associated with your website or webpage that appears to the left of your URL in most browsers' windows and bookmark pages.) 

This got me thinking - like my recent Pepsi post - not so much about the change itself but rather about what this means on a larger scale. (For the record ... while it may not be as readable as either of its predecessors, I'm OK with the new favicon mostly because the coloring adds a bit of the playfulness back into their at-times sparse brand as they look to scaling it across new media  platforms.) The new favicon reminded me of an article I read about the Pepsi brand update – specifically about the hard costs tied to the update. The new Pepsi logo design alone cost millions with additional millions anticipated to execute the revision across all brand touchpoints. Think of it for just a sec and imagine the costs: point-of-purchase displays, distributor signage, huge ballpark ads ... Oof.

My point is that when you consider this compared to updating the Google favicon – which in the end costs next to nothing – it reminds you that we are moving into/have already arrived in a very different era of branding. You have to ask yourself, where does your brand exist? In the case of Google, they exist almost exclusively online (as an AdWords advertiser I actually got a flyer from Google last fall - I keep it locked in a vault). Their portal accented by their favicon is their brand so of course the ramifications of any seemingly minor update are under intense scrutiny. To summarize:

Brand Touchpoints 

Old world -- store signage, yellow page ads, billboards, point-of-purchase, collateral, etc.

New world -- website w/favicon, online ads, search, iPhone app icons, Facebook fan pages, etc.

To be sure, this transition is not complete and the old world touchpoints won't go away entirely but the process has most certainly begun as we see an online-only Google take its place next to tried-and-true brands like Pepsi in consumers' hearts and minds. 

Where does your brand exist? Are your new world touchpoints as strong as your old world touchpoints?

P.S. Props to Brand New for the side-by-side favicons above. They are a great blog by Under Consideration about corporate brand and identity work.

Plotting a New Course

Recently Advertising Age reported that the Boy Scouts of America are undertaking a relaunch and update of their venerable 100-year old brand to bring them into the 21st Century and help boost sagging numbers. As an Eagle Scout and devoted parent of a Cub Scout, I am committed to this organization and that is also why, as an advertising professional, I couldn't agree more with this move more. Now they haven't let leak what they are doing as far as execution goes but we we have some ideas of our own.

It all comes down to the technology that has come to define us. Are the Boy Scouts going to embrace technology and reposition their brand around it – essentially becoming the "Tech Scouts of America"? Or do they embody the other piece that you need to add to help shape a truly well-rounded child – running, hiking, exploring, civic responsibility. My Spidey sense tells me someone might try to pitch the former to produce quick results but I think the real opportunity for long-term brand traction is in the latter. All of the things that Scouting stands for are more relevant than ever now. In reality – as we so often find — the raw material for a great brand is already there. It just needs to be packaged more effectively.

The Boy Scouts are a great example of a brand that has let some weeds grow over it but more importantly they are addressing the issue. What are other examples of brands in need of a makeover? Is yours ...? 

Brand New Year

It's a new year and now that the champagne bottles have been tossed out and the confetti has been cleaned up, we have a lot to do. The economy is in shambles, industries from Wall Street to Main Street are faltering — some with government assistance but most without. We need new strategies to right our course nationally and for our businesses because the old ones just won't work any more. 

At Westergaard Advertising, we have one prediction for the New Year — brands will be bigger than ever. This may sound like a simple overstatement of the obvious but think about it. In a troubled economy you can only lead on price for so long — someone can always go lower and you cannot compete with that, especially when we don't know where the basement is. Where you can establish an edge is in the intangible ...

At the end of the day, it comes back to who your business is. Who your brand is and what kind of equity you've built up. In times of crisis there are two paths for your brand to save the day. 

1. Your brand is impeccable, has always been impeccable, and most of your customers will stick with you through rough times. 
2. You have neglected your brand. Your name doesn't mean much or as much as it used to. 

If you are in the first group,  you don't necessarily have it made. If you are in the second group, all is not lost but you must immediately perform a branding course correction. You must take as many resources as you can muster and put them behind your brand. And I'm not merely talking about a new logo or website but rather taking every decision you make as an opportunity to build brand equity. Do customers come into your business to pick something up? How could you go that extra mile and generate buzz and a positive brand experience? Is there something you could do that would leave your customer obligated to tell all of their friends about your business? 

These are the kind of brand stories you need to cultivate. Even if you are in the first group with an impeccable brand, things are in flux now and you musn't loose site of your brand's state in the ever changing public sphere. Reach out to your customers and wrap them in your brand. Remind them why you are remarkable. 

In short, build your brand in the new year. Keep it at the center of your mission. Put as many dollars toward it as you can spare — think of it as an investment your business' most crucial asset. But there's also a lot you can do that won't cost a dime. Talk to your team. Get their ideas on how to build bulletproof brand loyalty in 2009.  And, most of all, Happy New Year.

A New Voice for '09

Today Pepsi revealed a new TV and online campaign that will kick off 2009 at the center of the action - Times Square. The campaign strikes a light and optimistic tone using bold colors, upbeat music, and positive sayings, all of which are accented by their new smiling logo.

At the risk of this becoming the Pepsi/Walmart blog (check out the last four posts), I think that optimism in messaging will be key to staying ahead in 2009. Recent research shows that 81% of Millennials are hopeful about what lies ahead in the new year. We all must remember to address the downturn without dwelling on it.

Like Walmart, this is a great example of finding a relevant way to talk to people about the challenges we face. In doing so in a positive way, they build a strong association with their brand that I wager will last longer than a campaign built on fear.

The Middle Circle

I am a bit of an anomaly. I can give or take Pepsi or Coke. I'll drink either one or be perfectly content to have a root beer or raspberry ice tea. So I don't have affinity for either brand but sometimes I feel like drinking a soda and end up purchasing one or the other. Recently I was strolling down the aisle of my local grocer when I saw the much discussed new Pepsi logos. Neat, I thought and put a couple of two-liter bottles in my basket. I don't love Pepsi or hate Coke. It just struck me as new and interesting so I made the dive. And I'll bet I'm not alone.

The new logos have generated much discussion. Some love the new "smile" while others resent this very modern overhaul of a classic American brand. I won't get into my personal opinion because I'm not sure it's fully formed yet. I say that because even if I don't find them visually appealing, they may end up doing their job: moving the needle. By adding a little bit of sizzle, the new logo system may cause enough people like me to stop and say "Look! Something shiny and new."

I'm sure someone is reading this and thinking "if this guy doesn't care about soda then why should his opinion matter?" My opinion matters because in the soda wars I am a key demographic. It's the same reason pundits say that undecideds win elections. Products or personalities battling for share of mind in the public sphere each have a dedicated faction of brand loyalists. But there is almost always a third center circle in the ven diagram - and often it represents a larger group. The undecideds. The unloyal. In politics, these are the people who aren't as well read on the issues and vote a certain way because they didn't like someone's odd glance in a fleeting moment of a debate. In product marketing, these are the people who stop and buy the new thing because it's different and exciting. 

I think it's important to point out (especially as a huge advocate on the power of branding) that I am not advocating focusing on little flashes in the pan to piece together a winning strategy. The logos (might) work for Pepsi because they have the core bucket of brand loyalists who they take care of. This is a strategy designed to grow and challenge market share but you cannot gravitate to the middle circle without first establishing a strong brand.

The Southwest Business Model

If you don't already know the story of Southwest Airlines, you should. Take a quick minute at the beginning of a post-holiday week for a quick refresher courtesy of a segment from last weekend's CBS Sunday Morning - you can read the text or watch the video here. Basically, it all comes down to a seemingly simple business model projected by the airline's former CEO, Herb Kelleher. He asserts that if you focus on your employees then all of the rest will fall in to place. Because if you take care of your people, then they project their pleasure onto your customers, who in turn have favorable experiences and continue buying, which in turn pleases your stock holders or whoever your business serves. Herb's also responsible for one of my favorite quotes: "We have a strategic plan. It's called doing things!" No bull. Just a remarkable company.

Throwing the Brand Out with the Bathwater

This week at the Chicago Auto Show, Ford announced that - just months after they retired the model - they would be resurrecting the Taurus/Sable nameplate. This summer when they release new models of the Ford Five Hundred sedan, the Freestyle crossover, and the Mercury Montego, they will be rechristened as the Taurus, Taurus X, and Mercury Sable respectively. I think this is an important step in helping the recovery of this particular Detroit giant. How big of a step it is I'll get into in a bit.

I also had occasion this past week to hear Jack Welch speak before the National Automobile Dealers Association. When first asked what he thought GM and Ford were doing wrong he sighed exhaustively and said "Jesus ..." More impactful, though, was when he took an informal poll of the audience. He started by asserting that he thought Detroit was getting better but they were still in the process of brand recovery so it's still an uphill battle. He then asked the crowd if they thought the current cars were better then peoples' perception of them. A majority of hands went up - mine included.

See these are the issues: perception, brands, story.

The product is on an upturn but they've squandered most of their equity so most of these early-recovery innovations will be spent getting their brands out of the black. So if admitting you have a problem is step #1 and making some immediate course corrections is step #2 the next questions have to be How did this happen and Is what they're doing now enough?

In the case of Ford, I think resurrecting the Taurus is a smart tactic. Who in their right mind thought it would be a great idea to kill the model for middle America - your average apple pie sedan? I think it's safe to say that most people have at least ridden in this classic at one time or another. How many models can you say that about? But I think Ford's using the wrong 'r.' I think they would have been better off reinventing the Taurus rather than slapping the nameplate on a slight redux of the model's less-than-popular successor. It seems everyone - especially Ford - has forgotten the legacy of the Taurus brand.

Before the Cadillac and Nissan design renaissance there was the Taurus. In a sea of boxy, post-seventies aircraft carriers, Ford birthed an automotive design revolution with the original jelly-bean inspired '85 Taurus. It looked like "the car of the future" (this was reinforced with great product placement as the police cars in Robocop - this helped Ford tell the "car-of-the-future" story). And everyone wanted to emulate the design of this innovative vehicle.

What followed was the most dangerous spoil of success - brand stagnation. It's so successful we shouldn't change it at all. And they didn't. Not significantly for the next decade. Even then it was, at best, a slight update with the jelly bean model making way for the late '90s "bubble" Taurus. This changed little also and only for the worst with all of the design funk being squared out and leaving a large, average-looking sedan. Ironically, the car had evolved into the very thing that the original had rebelled against.

So, again, I make the case that what they should be doing is reinventing the brand. It may sound crazy but if I was Ford I would make the new Taurus about reinventing the design of the American sedan again. That's the right way to be a good steward to a powerful brand like the Taurus.

As for Detroit recovery, I put more stock in broad strokes like GM's new electric car the Chevy Volt. This could be a crazy move and it could indeed fail. But as Tom Peters points out "crazy times call for crazy measures" and every now and then you have to blow up what you've worked forever to create and reinvent it in order to ensure your organization's staying power in the years to come.

Do you see the nuance? You have to risk blowing up what you've created but not at the cost of your most valuable asset - your brand. See, it's not enough to do something 'good.' You have to jump in the deep end and either triumph or fail fabulously. But being 'good enough' is clearly no longer good enough. And you need to be a steward to a brand and help it grow and develop. You can't just leave it alone for years thinking that times will keep supporting your product because they always have. A steward helps your brand change with and for the times.

Brand Rx for Professional Services

Some things you don't want to see at the doctor's office:

• An old, rusty exam table
• A scary plastic apron hanging on the back of the door
• A random cart left in the exam room with an old machine on it that looks like something they punished Randall McMurphy with in One Flew Over the Cuckoo's Nest
• Your doctor using his Palm Pilot to assist in your diagnosis

To be fair, I encountered the items on the above list at two different doctors' offices recently. The kicker? Both are competent, smart physicians but they left around a bunch of warning signals that scared the bejezus out of me as a consumer. (Yikes! A PDA?!? I came to you because I couldn't diagnose myself on the internet.)

The good news? All of these are simple things to correct because they are the kind of branding issues that the business world deals with every day. You wouldn't want folding chairs in your waiting room, right? Make sure you check for potholes throughout your customer experience - especially if you provide a professional service and even more so if you're in a mainstay industry that you think doesn't require marketing (like medicine).

Case in point - I went and got my haircut at a new place a couple of weeks ago. After we were done, the stylist said, "We offer free touch-ups to all of our clients every two weeks so you should definitely stop back and take advantage of it. AND it's free." How crazy-fun is that? You bet I'm gonna come back in for a free touch up (I had to ask for a definition - it's sides and back - basically, everything below the top of your head - between 4-5 week haircuts). And the chances are pretty good too that I'll fall for setting a follow-up appointment (the non-free kind) after my touch-up.

Branding isn't just for soda and sports cars anymore. And there are other ways of building great brands beyond taking out Super Bowl Ads with a huge budget. Actually, the book I'm reading defined it best by saying a brand is "shorthand for a complex set of commercial attributes, emotions, and stories." And there are lots of ways to tell stories about you and your business. Try adding a bit of extra care or zaniness into the experience of doing business with you. It can come in the form of a garbage man who always walks the cans back up to the house or a doctor who paints his exam rooms an interesting color and has free Wi-Fi.

No Reason Not to Do It

20 degrees out and I'm getting gas at 6:40 AM before a business trip. I'm freezing as I gas up my car. I go through the motions at the pump and - as always - I trip over the car wash question. You know what I'm talking about - the mid-purchase 'Car Wash Yes/No' prompt.

Now in warmer weather, I like the option. It's nice to be asked. Give the car a quick wash. It's a fun impulse buy that makes you feel good about yourself. But when it's butt cold and you're trying to gas and get back in the car ASAP this prompt becomes the source of much aggravation. I'm by no means any kind of technical genius but it seems that it wouldn't be hard to throw in a quick customer-centric feature of a thermometer in each pump. Not rocket science, right? Then the thing only asks you if you want a car wash if it's 45 degrees or warmer.

There's two schools of thought on this. If you go by the numbers, there's no reason to have this. There's no direct contribution that it's making to the bottom line. It's an added expense. Thus there's no reason to do it. Or there's the other way to look at it. This is a great little customer centric feature that adds to your customer's experience. It's a nice little comfort that comes with doing business with you and, over time, adds to customer retention and brand loyalty. There's no reason not to do it. Which person are you ...?