Remembering the Middle
Some work that we’re doing here at EASCI has brought the bell curve back into pure, clean focus. We were confronted with a situation that reminded us that not everyone is using Vista and the newest versions of everything (the new XML formats for MS Office were causing some small amount of translation havoc). Heck, some of us aren’t entirely up to date on recent advances in software that we use every day. The same applies to the wonderful world of Web 2.0 apps and smart devices - although a small cadre of early adopters have hailed them as invaluable, the fact remains that the majority of (adult) people are working within the quiet confines of email, voice mail, and (if they’re really hip) the occasional text message.
Perhaps I’m underestimating the influence that urban centers have on adoption of technology, but even if I am, it says nothing about the middle of America, or about the older generation’s resistance to new tech. In any event, Harvard professor John Quelch’s post on the middle of the market today sort of brought it all home for me. Quelch suggests that, much like the middle of the soccer pitch is the most important part, so too must brands and companies seek the middle of the market. He contends that this is not an easy proposition. Citing Schwab’s recent “Talk to Chuck” campaign (a move designed to re-acquire the middle after losing it to companies like E*Trade), he continues:
To control midfield, companies like Charles Schwab must stay consistent in their positioning but also respond to the evolving needs of their existing customers with new products and services. Very careful cost and service tradeoffs are required of companies that continue to dominate the middle ground.
Quelch, of course, is talking about markets and consumer messaging, but the notion is applicable to internal management policy as well. We all know that small border adjustments within company culture will cause a corresponding shift in the center - that is the basis of much organizational development planning. Tiny pulls toward where you want your company to be are the things that effect change. Top-down, this means that executives need to adopt Web 2.0 tools both for external messaging and internal transparency and modeling. Bottom up, it means that the younger generations need IT and managerial approval to utilize tools that we don’t understand.
The ROI from a relationship management perspective is big. I’ve been meaning to talk about Southwest Airlines’ use of social media to deal with fallout from their recent FAA hassles for a while now, but the short version is that the tools must be in place before you need them (see also Return on Influence). The bigger point is that you must simultaneously manage internal and external messages to your middle, as well as allowing steps and pushing the boundaries for those customers/employees who are already at the next level.
The Web 2.0 channel is not everybody, yet, but it will be soon enough. Where’s your middle? Are you reaching them? What needs to be adjusted?
