ABC Weekend Computers – should you buy an iPhone 5?

On ABC Sydney this weekend we look at whether the new iPhone is for you.

With the usual hooplah, Apple announced their new iPhone last week. Should consumers drop their existing phones and buy the new iPhone?

On ABC 702 Sydney Weekend computers this Sunday, September 16 from 10.15am Paul Wallbank and Simon Marnie will be looking at the choices in the smartphone market.

Some of the topics we’ll discuss include;

We love to hear from listeners so feel free call in with your questions or comments on 1300 222 702 or text on 19922702.

If you’re on Twitter you can tweet 702 Sydney on @702sydney and Paul at @paulwallbank.

Should you not be in the Sydney area, you can stream the broadcast through the 702 Sydney website and call in anyway. Everyone’s views are welcome.

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Nightlife Computers: Sockpuppets, trolls and fakes

Can you trust what is written on Facebook or online review sites and what are the responsibilities for business on social media sites?

Paul Wallbank joined Tony Delroy for the 6 September 2012 ABC Nightlife technology spot to discuss sock puppets, what they mean on review sites and what this means for businesses using social media as a marketing tool.

If you missed the program, you can listen to the podcast from the Tony Delroy’s Nightlife page.

This week’s sock puppet scandal puts the light on authors’ book reviews on sites like Amazon while other review services like TripAdvisor, Yelp and Urbanspoon continue to struggle with figuring out which reviews are real.

Businesses also have to worry about what people are posting in light of the recent Advertising Standards and ACCC rulings making businesses more accountable with what’s posted on Facebook.

Some of the questions we’ll look at include;

Join us from 10pm, Australian Eastern Time on Thursday September 5 on your local ABC radio station or listen online through their streaming service at www.abc.net.au/nightlife.

We’d love to hear your views so join the conversation with your on-air questions, ideas or comments; phone in on the night on 1300 800 222 within Australia or +61 2 8333 1000 from outside Australia.

You can SMS Nightlife’s talkback on 19922702, or through twitter to @paulwallbank using the #abcnightlife hashtag or visit the Nightlife Facebook page.

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Empathy and the genius salesman

Apple’s Genius training manual shows the importance of empathy and investing in staff.

One of Apple’s great successes has been in delivering services through its stores. Tech site Gizmodo managed to get a peak at Apple’s training manual for their in-store ‘Genius’ technicians.

A word that keeps popping up in the manual is ’empathy’ – as Gizmodo says;

The term “empathy” is repeated ad nauseum in the Genius manual. It is the salesman sine qua non at the Apple Store, encouraging Geniuses to “walk a mile in someone else’s shoes,”

While the Gizmodo writers and many of the site’s readers seem surprised or cynical about this, it’s not surprising for anyone who’s worked in sales or tech support, and the Apple Store Geniuses are doing both.

Empathizing with the customer or caller gives them confidence and builds trust. For someone in sales, listening and emphasizing is how one finds out what the customer really want. On the support desk, putting yourself in the customer’s position makes it easier to diagnose the problem.

That empathy a real return on investment – US Apple Stores earn 17 times more per square foot than the average retail store. The next most profitable retailer is Tiffany & Co who only boast have the revenue.

What Apple again show is that training matters. Every surly computer store assistant, every grumpy flight attendant or bored call centre worker can, with the right training and incentives, be just as effective as an Apple Store genius.

Sadly too many businesses, particularly retailers, see training as a cost and their employees as naughty children. Those businesses have a serious problem.

Without empathy – the ability to put yourself in your customers’ shoes – your business is working with a distinct disadvantage.

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A world of criminal sheep

Are we are all criminally inclined sheep that need to fleeced and controlled?

Notorious unpaid blogger Michael Arrington recently described his battle with a bank over direct debit charges.

To overcome a fraudulent recurring charge on his credit card, Arrington cancelled his account only to find the bank moved the recurring charges to the new card, a ‘service’ designed to avoid fraud and save customers the hassle of re-establishing legitimate direct debits after a new card is issued.

Both of those are noble reasons but the core of this philosophy lies in a contempt for customers which can be summarised in two principles.

A customer is;

  1. A sheep to shorn of any available cash through sneaky fees and shady business practices
  2. A criminal

In the 1980s business school view of the world, customers are criminally inclined sheep who have to be regularly shorn to enhance profits and controlled so they don’t go anywhere else.

Only businesses operating in protected environments can get away with this today and the two obvious sectors are banking and telecommunications.

The telco industry long soiled its nest with consumers with dodgy charges and a contempt for customers which reached a peak (nadir?) with the ring tone scams where kids had their phone credits pillaged by fees they never knew they had signed up for.

While those dodgy charges paid the handsome bonuses of telco executives, it proved to another generation of consumers that these companies see their customers as sheep to fleeced on a regular basis.

Ironically it’s that lack of trust that dooms the telcos in the battle to control the online payment markets – their practices of the 1980s, 90s and early 2000s mean few merchants or consumers will trust them as payment gateways.

One of the strengths banks bring to that market is trust. Like cheques, credit cards succeeded as a payment mechanism because people could trust them.

In screwing customers over direct debit authorisations, the banks are damaging that trust as Arrington says “I really don’t think I’m going to be giving out my credit card so freely in the future.”

That’s a problem for businesses as direct debiting customers have been a good way to ensure cash flow and reduce bad debts but when clients perceive there is a high risk of being ripped off they will stop using them.

Businesses that insist on direct debits will be perceived as potentially dodgy operators who rely on locking customers into unfair contracts rather than providing a decent service for a fair price.

So the banks’ position of legal power works in their short term interest and against them – and the merchants using their services – in the longer term.

While bank and telco executives with safe, government guaranteed market positions will continue to treat customers like criminal sheep it’s something the rest of us can’t get away with.

The winners in the new economy are those who deserve to be trusted by their customers and users, if you’re abusing your market and legal powers then you better hope politicians and judges can protect your management bonuses.

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Finding the perfect customer

Combining old techniques with big data technologies and social media monitoring open new opportunities for businesses to learn more about their customers.

With the rise of social media we’ve spoken a lot about customers’ ability to rate businesses and overlooked that companies have been rating their clients for a lot longer. The same technologies that are helping consumers are also assisting companies to find their best prospects.

A business truism is that Pareto’s Rule applies in all organisations – 20% of customers will generate 80% of a company’s profits. Equally a different 20% of clients will create 80% of the hassles. The Holy Grail in customer service is to identify both groups as early as possible in the sales cycle.

Earlier this week The New York Times profiled the new breed of ratings tools known as consumer valuation or buying-power scores. These promise to help businesses find the good customers early.

While rating customers according to their credit worthiness has been common for decades, measuring a client’s likely value to a business hasn’t been so widespread and most companies have relied on the gut feeling of their salespeople or managers. The customer valuation tools change this.

One of the companies the NYT looked at was eBureau, a Minnesota-based company that analyses customers’ likely behaviour. eBureau’s founder Gordy Meyer tells how 30 years ago he worked for Fingerhut, a mailorder catalogue company that used some basic ways of figuring out who would be a good customer.

Some of the indicators Fingerhut used to figure if a client was worthwhile included whether an application form was filled in by pen, if the customer had a working telephone number or if the buyer used their middle initial – apparently the latter indicates someone is a good credit risk.

Many businesses are still using measures like that to decide whether a customer will be a pain or a gain. One reliable signal is those that complain about previous companies they’ve dealt with; it’s a sure-fire indicator they’ll complain about you as well.

What we’re seeing with services like eBureau is the bringing together of Big Data and cloud computing. A generation ago even if we could have collected the data these services collate, there was no way we could process the information to make any sense to our business.

Today we have these services at our fingertips and coupled with lead generators and the insights social media gives us into the likes and dislikes of our customers these tools suddenly become very powerful.

While we’ll never get rid of bad customers – credit rating services didn’t mean the end of bad debts – customer valuation tools are another example of how canny users of technology can get an advantage over their competitors along with saving time in chasing the wrong clients.

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ABC Sydney Mornings: Explaining the Cloud

What is cloud computing and how can it help you? We explain on 702 ABC Sydney radio.

Paul Wallbank joins Linda Mottram on ABC 702 mornings to discuss how technology affects your business and life.

This week we’re talking cloud computing from 10.40am this Wednesday May 9 on ABC 702 Sydney. A lot of this topic has been covered in my posts on The Connected Business.

During the show we’ll be covering the following topics on cloud computing.

  • What is this? How does this – or how is it meant to – work?
  • What can you put there? Anything?
  • What use is it suited for?  And NOT suited for?
  • Is it meant to be archival storage?  or is it meant to be something more dynamic?
  • Can anybody access it?  Is there substantial technical limitation?
  • Is it secure, safe?  If yes, why do many people seem to be making lots of scary noises?
  • Does it work better for:
    •   individuals?
    •    small business?
    •    large business?

We’d love to hear your views so join the conversation with your on-air questions, ideas or comments; phone in on 1300 222 702 or post a question on ABC702 Sydney’s Facebook page.

If you’re a social media users, you can also follow the show through twitter to @paulwallbank and @702Sydney.

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Tracking the end of the consumer society

One statistic illustrates how economies are changing

I’m currently researching a presentation about the retail industry.

One of the things that leaps out when researching consumer behaviour is the savings rate.

For twenty-five years from the early 1980s to mid 2000s, the savings rate collapsed in Western economies; below are the US and Australian rates.

The US Personal savings rate shows the rise of consumerism
US Savings rates 1950 to 2020 – St Louis Federal Reserve
How did the Australian savings rate fall during the consumer boom
Australian Savings Rates 1980 to 2012 – Reserve Bank of Australia

 

The graphs show the same thing; households spent their savings over the 25 years which drove the consumer economy. It’s no accident that period was a good time to be a retailer.

Being on a deadline, I don’t have time to analyse these number further right now, but one thing is clear; most of the consumer boom from the Reagan Years onwards – or the equivalent from Maggie Thatcher or Paul Keating – was driven by households reducing their savings.

That couldn’t last and didn’t. Businesses and governments that are basing their decisions on what worked through the 1980s and 90s are going to struggle in the next decade.

Looking at these figures raises another suspicion – that graphs showing non-real estate investment by businesses and government would show similar declines over the 1980-2005 period.

It might be that golden period of what appeared to economic success was just us living off society’s collective savings.

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