Data Off-Base: Insight in the Age of Trump

The New York Times: “So when Mr. Trump won the election last week, an industry that prides itself on always knowing what motivates and excites the American public was in a state of shock. Marketers now find themselves asking serious questions about how they study consumers, use data and quantify the value of facts — questions about the fundamental nature of their business.”

“Sarah Hofstetter, the chief executive of the digital agency 360i, said the disconnect between Mr. Trump’s win and the predictions from polls and forecasters threw into question ‘the rules of market research,’ traditionally rooted in surveys, interviews and discussions with focus groups in controlled settings.” She comments: “It’s a wake-up call. One data set is not going to give you the full picture, because with people, what people say is not always what they think or what they do, whether intentional or not.”

“At the same time, advertisers are prepared for a new period of second-guessing any customer data, whether it has been gathered internally or supplied by the brands they work with … Some marketers have been left wondering if facts and reason matter less than they expected — a counterintuitive discovery in the age of information.”


‘Newman’s Own’ Videos Target Millennials

The New York Times: “Newman’s Own is making more of a show of its record of magnanimity, rolling out a marketing initiative aimed at millennials who might not recognize the famous face of the brand and might have little to no knowledge of its altruistic story … Newman’s Own worked with the production company the Narrative Content Group … to produce videos that highlight a few of the 600 charities the company works with each year.”

“The foundation, which is funded entirely through sales of Newman’s Own products and does not accept donations, gave away $260.8 million before Mr. Newman’s death and $224.4 million since then, or about $28 million annually since 2008. But only a third of Newman’s Own customers said they realized the company gave away its profits … That figure was even lower among millennials … only 12 percent acknowledged they knew how much of Newman’s Own’s profits were donated.”

“The videos are not typical promotional ads, because they do not mention anything about Newman’s Own products. Instead, they highlight its partnerships, such as those with organizations that provide guide dogs to blind veterans and a school for girls in Kenya.”


The Art of Retail: A New Media Canvas

The New York Times: “Art is playing a larger role in stores, as retailers do whatever they can to make shopping in person fun, inspiring and worth the time.” Peter Marino, a retail architect, comments: “Shopping can be stressful but the art uplifts and makes you smile. And when people go back to the hotel, it’s the art they discuss and remember.”

“The focus on art is part of the change in retail and the continuing move to digital transactions. ‘The product isn’t enough now, it’s the experience,’ said Rob Ronen, an owner of Material Good, a watch and jewelry store in SoHo … ‘Because if the shop is just about the product people go online’ … The jeweler Stephen Webster opened a store in London’s Mayfair neighborhood in May that has opposite the door a taxidermied swan in full flight, with wings outstretched, greeting his visitors.” He explains: “People ask questions about the swan, and it focuses people more on what is in store.”

“Art historically has a strong track record drawing people into stores. Take the Paris department store Bon Marché, which became the fashionable place to be in 1875 when it opened an art gallery … Carla Sozzani, founder of Milan’s 10 Corso Como concept store, which has blended fashion, design and books with art for 25 years, believes that displaying art slows the way people shop.” She comments: “Even the way people purchase changes because they think more about what they are buying so they buy things they really want, which creates a faithful clientele.”


The Landweb: Saks Deconstructs & Reinvents

The New York Times: At Saks Fifth Avenue Downtown … product displays are inspired by websites that encourage shoppers to browse. Where traditional department stores keep handbags separate from clothing … an edited range of goods is organized by designer label, with handbags, ready-to-wear and jewelry commingling on a circular path intended to inspire surprise finds.

Saks President Marc Metrick comments: “We wanted to de-compartmentalize the department store. That’s not how she shops anymore … we lay things down flat on tables, just like you’d see on a website.”

Saks also “has rolled out applications from the retail technology company Salesfloor that enable online visitors to live-chat with a sales associate at a nearby physical store. After browsing product suggestions online, shoppers can make an appointment to meet their sales associates in person, to continue shopping. And even after the in-person visit, the shopper can follow up with the very same sales associate again, online.”


For Sure: I’m Not Certain About This Post …

Scientific American: “Most of us have had the experience of being persuaded by someone simply because they were so sure about what they were saying. As it turns out, uncertainty can also be a powerful tool of persuasion … In fact, persuasion research reveals that in some situations people can make their own message more persuasive by explicitly noting that they are unsure about what they’re saying! The reason: Uncertainty draws us in. It causes us to pay more attention; to think more deeply about what’s going on.”

“Conventional wisdom dictates that contradicting oneself—for example, first opposing something and later supporting it—undermines one’s persuasiveness … research indicates that, under some circumstances, contradicting oneself has the potential to boost one’s persuasiveness. Most notably, if people already trust you, you can get them to process your message more carefully if you contradict something you have said in the past.”

“As a final example, Boston University marketing professor Daniella Kupor’s work on the psychology of interruptions further reflects the power of uncertainty in persuasion … interrupting a message can make it more persuasive. Why would this happen? Just like a cliffhanger, the interruption seems to build curiosity about what’s coming next. This elevates interest in the material when it arrives, causing people to pay closer attention to it.”


Street Art: Urban Cachet for Restaurateurs

The Wall Street Journal: “Restaurants throughout New York City are showing off street artists’ work inside and out, from commissioning large-scale murals to arranging framed pieces on the walls. The work doesn’t just add a splash of color, they say, it also helps confer urban cachet to the brand … At Vandal, a Lower East Side restaurant … larger-than-life works from such artists as Hush, Shepard Fairey and Vhils take center stage … Tao Group co-founder Rich Wolf said his company, which also operates Beauty & Essex, Stanton Social and its namesake restaurants, spent more than $1 million on the artwork.”

“Restaurants that do things on a smaller financial scale with street art are also finding the artistic investments have paid off … The strong visual elements of much street art help restaurants attract attention, crucial in a social-media-saturated age when images of what’s on the menu or on the walls can be shared widely. While graffiti and street-art traditions extend back centuries, they have exploded in popular culture as artists such as Banksy and JR have won mainstream recognition.”

“Restaurants must understand the value and meaning of the work and not just see it as a shiny marketing tool, said Roger Gastman, a Los Angeles-based artist representative who works with several prominent street artists.” He comments: “When the art is used solely for promotion, it’s not true to the culture.”


Chopped Cheese: A New York Hero

The New York Times: “The chopped cheese is a New York success story — with a somewhat charged twist. The sandwich, also called a chop cheese — ground beef with onions, topped by melted cheese and served with lettuce, tomatoes and condiments on a hero roll — has long been a staple of bodegas in Harlem and the Bronx. Now, it has started migrating from grill tops to restaurant menus, from the lyrics of rappers onto the pages of food blogs.”

“Usually costing $4 or $5, the sandwich has the qualities of what scientists call an emergent property — it is greater than the sum of its parts. Fans of the food say part of its appeal is that it is infinitely customizable … But in recent years, the sandwich has been finding a wider audience: a cameo in a Bronx-themed episode of Anthony Bourdain’s CNN show, ‘Parts Unknown’; a shout-out in a restaurant review in The New York Times; an in-depth look on a food blog run by Complex Media; and a growing volume of web features, music videos and social media chatter.”

“Jocelyn Guest, a 32-year-old butcher, said that when she and her business partner, Erika Nakamura, decided to open up a butcher shop and restaurant on the Upper West Side of Manhattan featuring classic New York fare, they had to include the chopped cheese … But news that the restaurant … would include an approximately $15 chopped cheese drew … anger. When the restaurant opened recently, the price was lowered to $11 … The sandwich continues to work its way into the city’s culture in unexpected ways, showing up in vegan renditions, in recipes and at a recent food festival.”


Trader Joe’s: A Toxic Culture of Coercion?

The New York Times: “A number of workers, known at Trader Joe’s as ‘crew members,’ complain of harsh and arbitrary treatment at the hands of managers, of chronic safety lapses and of an atmosphere of surveillance. Above all, some employees say they are pressured to appear happy with customers and co-workers, even when that appearance is starkly at odds with what is happening at the store.”

“Tensions have been heightened, according to several employees, by the pressure to remain upbeat and create a ‘Wow customer experience,’ which is defined in the company handbook as ‘the feelings a customer gets about our delight that they are shopping with us’… with more than 400 stores generating over $10 billion in sales, according to estimates, the company culture appears to have evolved from an aspiration that could be nurtured organically to a tool that can be used to enforce discipline and stifle criticism.”

Gammy Alvarez, an employee at a Trader Joe’s store in Manhattan, comments: “The environment in this job is toxic, but they’re trying to create this whole false idea that everything is cheery and bubbly. I think they want us to be not real people.”


The Internet: Marketplace or Echo Chamber?

The New York Times: “The root of the problem with online news is something that initially sounds great: We have a lot more media to choose from … A wider variety of news sources was supposed to be the bulwark of a rational age — ‘the marketplace of ideas,’ the boosters called it. But that’s not how any of this works. Psychologists and other social scientists have repeatedly shown that when confronted with diverse information choices, people rarely act like rational, civic-minded automatons. Instead, we are roiled by preconceptions and biases, and we usually do what feels easiest — we gorge on information that confirms our ideas, and we shun what does not.”

“This dynamic becomes especially problematic in a news landscape of near-infinite choice. Whether navigating Facebook, Google or The New York Times’s smartphone app, you are given ultimate control — if you see something you don’t like, you can easily tap away to something more pleasing. Then we all share what we found with our like-minded social networks, creating closed-off, shoulder-patting circles online.”

“Digital technology has blessed us with better ways to capture and disseminate news. There are cameras and audio recorders everywhere, and as soon as something happens, you can find primary proof of it online. You would think that greater primary documentation would lead to a better cultural agreement about the ‘truth.’ In fact, the opposite has happened.”


Myth on the Rocks: The Seelbach Story

The New York Times: The Seelbach cocktail, a specialty of the Seelbach Hotel in Louisville, has an “elaborate origin story involving a couple from New Orleans … The man ordered a manhattan, the woman a Champagne cocktail. The clumsy bartender, spilling the bubbly into the manhattan, set the mess aside and made the drinks anew. But the accidental mélange got the barman thinking. Soon, the Seelbach cocktail was born.”

In 1995, Adam Seger, then a rookie bartender at the Seelbach Hotel, announced he had re-discovered this long-forgotten, pre-Prohibition recipe, and put it on the menu. “The news media soon picked up on the tale, and within a few years, the Seelbach cocktail was regarded as a rescued classic. It’s a tantalizing back story, one that has charmed cocktail writers and aficionados for years, and there’s only one thing wrong with it: None of it is true.”

Mr. Seger, who recently admitted his fabrication, explains: “I was nobody. I had no previous accolades in the bar world. I knew I could make a great drink. I wanted it to be this promotion for the hotel, and I felt the hotel needed a signature cocktail.” A hotel spokesperson says the Seelbach cocktail “has certainly been a tradition of the hotel and will remain part of its future.”