Monday, February 29, 2016

Politics and Market Segmentation: Why is Trump/Sanders a surprise?

The current primary season had me thinking about market segmentation this morning.  In particular, I was thinking about how the US population is traditionally understood:


If we assume that people are basically normally distributed along this one-dimensional scale, you end up with a distribution that would look sort of like this:

Where each of those little blue dots represents some voters (the data is made up, with a random, normal distribution).  There are some way to the right and there are some way to the left, but most of them are clustered in the middle, with increasing density as you move toward the middle.  The two major parties basically jockey over where the dividing line is and try to establish their candidates to capture as much territory as possible while playing chicken on the issues they think they can slide by on.

The fundamental problem is that this market segmentation is based primarily on how American politics is organized and not on how American individuals actually think.  For example, let's assign some typically assumed attributes to each party:


Do these clusters make sense?  If I believe strongly in Christian values does that mean I have to be opposed to affordable health care?  If I think that affordable education is important, does that mean that I must also be opposed to gun control?  This is a market segmentation strategy that is "Inside Out" -- it is based on how the governing parties are organized.

Smart market segmentation is "Outside In" and starts with the criteria people use to make decisions and then organizes around that.

Instead of this one-dimensional approach to segmenting voters, let's consider some two-dimensional approaches.  For example, let's consider some classics, such as personal freedom v. national security or government size v. economic stability.

Or, let's make this very simple and assume the same old Left/Right continuum and add a single new dimension of "Anti-establishment".  In this case, I might argue that the population looks more like this (this data is completely made up):


The distribution along the X-axis is the same here as in the previous drawing.  What's different is that I now have that Y-axis to represent that person's opinion regarding the political establishment.  With a wild majority of people effectively sick of the status quo candidates and more interested in finding an anti-establishment candidate than a traditional left/right candidate.  This is why Sanders and Trump are popular.  Both of them represent a break from the traditional choice that voters are given and are a chance to vote on a different (more meaningful) decision vector.

It's easy to chalk up Trump supports as racists and Sanders supporters as crackpots -- and maybe there's some truth in each, but the reason for their popularity is that the two choices that are available fail to satisfy the buying public.

Tuesday, February 23, 2016

Will your project survive in a big company?

This is based almost completely on work by this guy:
http://www.thomasthurston.com/

He found 8 questions that will effectively predict whether your new business line will succeed in a large organization.  I've paraphrased them and reworked them a little according to my experiences.  It has been a while since I've seen the originals...

  1. Are the margins big enough to be interesting?  (Interesting >= current margins)
  2. Are the markets you're serving big enough to be interesting? (Revenue contribution >= current revenue * 1%)
  3. Does the project help sell products the biz is already selling?
  4. Is the product in a market category we already participate?
  5. Does the program help combat a top competitor?
  6. Is the target market available through current primary channels?
  7. Is there no perceived threat to an existing top customer?
  8. Is there no perceived threat to an existing, power internal group?
If you can answer "YES" to everything, congrats!  You may survive the business funding cycle!
If you score one "YES" you're looking at a 50/50 chance of surviving each funding cycle.
If you score two "YES" answers... well, forget about it.

You might have a great business concept, a wonderful go-to-market strategy, and competitive products that serve a real market need.  If the corporate anti-bodies are going to reject you... you'll be rejected.

I have seen this happen several times.  There are reasons for a lot of this behavior.

For example, if this margins are too small, it will drag down the company's margins and starts to look like a growth trap.  From a strict-finance perspective, you're lowering the effective return for shareholders.

Most of what you see there are questions that are associated with diversifying the business.  Expanding into new markets, serving new customers (or pissing off old ones), attacking new competitors, etc. -- these are all outside the core and scary and difficult to do.

This is why big companies often fail to thrive.

Tuesday, February 2, 2016

The tyranny of an agenda

or, "How I learned to stop worrying and love the chaos"

or, "Don't cancel that meeting yet!"


If you work in a big company, chances are you have a lot of meetings.  I have lots of meetings.  I use Outlook religiously for meetings--even meetings with people outside my company.  Hell, I use my Outlook calendar to book time for things like dates with my wife, time with my kids, etc.  This is basically the only way I can ever remember to show up for anything.

I also have lots of work to get done on a regular basis.  I use Outlook to block out time to do that work.  If I think something will take me two hours of uninterrupted time to do it, I find a block of two hours and put a placeholder there.  Sometimes, when I'm in the middle of something I'll drop a block of work time on my calendar with "Todo" in the title, and in the body will be a bunch of other things I need to to block out time to do.  Blocking time to block time.  It's all very meta.

When that calendar starts to fill up, the first thing I usually try to do is skim it over, looking for optional meetings.  It usually goes like this?


  1. Did I organize this meeting?  Am I running it?
  2. Ok, I'm not running it, but will people be asking me for my opinion?
  3. OK, I probably won't say anything, but will I learn something at this meeting?
  4. double book right over it...
Sometimes though, I have a meeting that I did organize but doesn't have an agenda.  I might have booked the meeting a few weeks ago, expecting something to pop up.  Alternatively, the reason I booked it in the first place might have been taken care of.  These are really tempting candidates to cancel and get the time back.

Don't cancel them.

These sorts of no-agenda meetings with people who I apparently had sufficient cause to book a meeting at some point often end up the best conversations I have.  Ad-hoc meetings with no agenda are free to ramble a little.  They don't follow a script, so unanticipated topics organically bloom.  Some of my best projects have erupted from these unpredictable volcanoes.  I'm running out of metaphors to mix here.