Photograph of Kay Plantes

Kay Plantes is an MIT-trained economist, business strategy consultant, columnist and author. Business model innovation, strategic leadership and smart economic policies are her professional passions. A former Madison, WI resident, Kay now resides in San Diego, CA. The views on her blog are not those of her employer, IBM.

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November 18, 2014, 10:14 pm

Is your scope too narrow or broad?

Deciding what is inside and outside the scope of your business is a vital strategic decision.

Deciding what is inside and outside the scope of your business is a vital strategic decision.

All too often, companies take the scope of their offerings as a given, delaying changes that make the organization ripe for disruption. Kodak stuck with “film” as its core business while competitor FugiFilm Holdings, Inc. accepted the inevitability of digital replacing film. Fugi transformed its business by leveraging its chemical and processing capabilities into liquid crystal displays and beauty products. The change was traumatic -– thousands lost their jobs -– but, unlike Kodak,  Fugi company exists and is growing.

The WSJ is full of change-in-scope decisions. HP is splitting into two parts, enterprise solutions on one side, printers and PCs on the other. Unless HP can make a go of 3-D printing, I expect Lenovo or Dell will acquire the printing/PC unit as computing shifts to mobile devices.  IBM is harvesting its more commodity-like businesses to double down on mobile, software and the cloud. HP and IBM exits from commodity markets make financial sense, but I for one feel a sense of lost opportunity. Apple integrates a broadening set of offerings in ways that reinforce its value promise. Why can’t IBM or HP?

P&G is doubling down on its leading consumer brands where differentiating innovation holds promise, selling off about half of its brand treasure chest including smaller, less successful or slower growing brands. For example, it is selling its Duracell brand (batteries) to Warren Buffet. Kraft is taking similar steps. In 2012, it put its fast-moving snack brands like Oreo into a new business called Mondelez International, and the remaining slower-moving grocery brands like Oscar Mayer into Kraft Foods Group, Inc. Apparently SG&A synergies are not as great for share price as showing Wall Street a rapidly growing business.

The right offering breadth is one that benefits your customers, creates hard-to-copy advantages, truly lowers your costs, or creates a stronger defense against rivals. In the past wider was usually better. But with today’s external sourcing of business services, breadth no longer necessarily lowers costs. Furthermore, the complexity of a broad offering can make your company react too slowly to change.  In Medtronic’s acquisition of Covidien and Thermo Fisher’s of Life Technologies, scope is dramatically expanded. Leaders of the acquiring companies should focus on innovation and revenue synergies and not just eliminating duplication. Post acquisition cost cutting too often squeezes innovative juices from the acquired company and emboldens niche competitors.

I recently met with Damian McKinney, founder and CEO of McKinney Advisory Group (MAG), a real estate company that provides a strong example of how to expand scope. MAG has expanded beyond tenant representation to include brokerage, asset management, portfolio management, investment analysis, development services, legal services, project-management, and workplace optimization consulting. With this broad scope, MAG can serve as an expert (outsourced) real estate department for its clients.

MAG also takes a holistic approach to client needs. Following the 2008 downturn, a client seeking leased space mentioned they were having trouble attracting the interest of Wall Street in a $10-20M loan for expansion. “Our client saw money needs, and we saw an opportunity to bring clean tech jobs and a global customer base to a community,” McKinney stated. “We helped them raise $99M in development benefits from a competitive process involving 30 states for their new location. The publicity led Wall Street to their door, with attractive loan offers from patient capital providers.”

MAG has expanded its scope in yet a third way, empowering its brokers to give back to the San Diego community. Associates have 8 hours a month to volunteer alone or as a group. MAG also hosts an annual charity event that introduces area non-profits to its clients. RSVPs fill up quickly for the sold-out event where each guest is given $100 to give to one of the invited non-profits, non-profits with whom MAG associates have volunteered. “Our annual events help leaders think about causes they feel passionately about. They leave thinking about how they might use their time, talent and treasure to make a difference, just as we try to do as a firm,” said McKinney. And non-profits often leave the event with introductions to future board members and donors. Efforts like these make it easy for MAG to attract and retain employees who bring their full engagement, not just their bodies, to work each day.

McKinney’s daughter Rachael, who heads the marketing and corporate social responsibility efforts of MAG, says it best. “If you give yourself a bigger box to work in, you can do different things. You can also reach more people – partners, universities, non-profits that can then add value to your offering to your clients.”

How does your scope benefit your customers and earn your employees’ loyalty? What else (or less) should you be doing?


October 28, 2014, 8:43 pm

You are shouting so loudly I cannot hear you

A general focuses on the battlefield and where the enemy is coming from, while the soldier in the foxhole keeps his sight within a 10-yard perimeter. In a similar vein, business leaders must understand the lay of a more expansive external environment while others define and execute day-to-day tactics. Leaders supply fresh strategic insights by connecting the dots between things they observe, read or hear about to identify patterns and themes. It’s called conceptual thinking. Let’s see how it works.

Strategists regularly connect the dots to surface important patterns.  Photo is Reconstruction #050814 by San Diego artist Scott Polach www.scottpolach.com

Strategists regularly connect the dots to surface important patterns.
Photo is Reconstruction #050814 by San Diego artist Scott Polach www.scottpolach.com

Three articles caught my eye in one day’s news. In the first article, The Council of Public Relations Firms was reported to be reinventing itself and the PR profession as traditional PR strategies of media relations and placement backfire in an era of consumer-generated social media. The profession made sense when NBC could reach 1/3 of US TV viewers. Now there are thousands of stations and networks and multiple platforms for viewing.

Frank Bruni of the NYT wrote about the bombardment of our visual and audio space by corporate messages, from sports arenas to music venues to TV show product placements. He ends by predicting our iconic bridges will be renamed after corporate sponsors. (In my mind, I envisioned a US President taking the oath of office surrounded by corporate logos and Super PAC names who influenced the election, but I digress.)

And in the final article – actually it was a 2-page ad – Whole Foods claimed that value is about values. Your purchases should advance values you hold dear, the ad copy stated. Amazing what the addition of the letter “s” is to an overused word – value – does. Value references profits (value maximization) and how far your dollar stretches. (“Save more. Live better,” promises Walmart.) “Values,” on the other hand, references the principles we hold dear – that matter, no matter what.

What is the theme connecting these dots in my mind? Values-based business models will break through the communications clutter and earn our attention and dollars, thereby disrupting industries.

Let’s look at disruption and why values-based disruption can work.

We work in an era of disruption. Only 57 of the original Fortune 500 are around and according to serial entrepreneur Jay Samit, the Fortune 500 in 5 years will be full of companies whose products and services do not yet exist. For example, Uber, he noted at the recent OnMedia conference in NYC, will leverage its platform by summoning driverless cars to our door.

In the tech world, disruption succeeds when new technology advances:

  • Cost savings (digital versus printed newspapers);
  • Speed (business intelligence software versus IT department coding);
  • Ease (messaging versus e-mails, phone photos versus standalone cameras); or,
  • First time capabilities (mobile computing).

Values-based disruption happens the same way.

Cost: Values-based business models can lower societal costs by reducing or eliminating adverse externalities, which are the costs companies impose on non-customers through corporate actions. Walmart’s low pay and poor health insurance policies cost local governments billions. Not so Costco, which offers all its employees a living wage. Buying from Costco versus Walmart will save your community money.

Speed & Ease: Values-based companies allow consumers to change the world more rapidly and easily than through volunteer efforts alone. Why buy Kate Spade flats when buying a Toms pair will also clothe a shoeless child? With the growth in apps and social media, we increasingly know about the practices of companies we buy from. Purchasing goods and services from organizations whose values you support is a daily way to slowly change the world, and feel good in the process.

Capabilities: Values-based innovation also encourages fresh approaches to societal problems by leveraging business capabilities. Boeing buys sheet metal from the manufacturing arm of Seattle-based Pioneer Human Services, which “serves individuals on the margins of society, helping them to become more successful through housing, employment, training, treatment, counseling, and re-entry programs.” Greyston Bakery sells award-winning baked goods produced by hard-to-employ workers, with profits funding low-income housing and childcare solutions. College grads are flocking to social enterprises and socially minded businesses to find meaningful work.

By connecting the dots I can better understand why the single bottom line of today – profits – will increasingly become a triple bottom line of profits, planet and people. If you want to be heard by customers and young talent, think about values, not just value.

In any case, regularly look for patterns across seemingly unrelated topics. And when you see an outcome that you cannot understand, work backwards to try to explain it. You’ll be preparing your mind for our increasingly complex economy in which strategic thinking is a competitive advantage.

© Plantes Company, LLC 2014


October 15, 2014, 7:35 pm

The right way for a company to be audacious

Are you on the bold or impudent side of being audacious as a brand?

Are you on the bold or impudent side of brand audacity?

The word audacity comes to mind when I think of the fine line brand leaders must walk. Audacious actions can mean bold and courageous, which will build brand awareness and positive feelings. Audacious can also refer to impudent or cheeky, detracting from the brand’s image.

Financial considerations create the fine line for brands. Strong brands generate price premiums, leading managers to ask, “How do we grow this brand?” But you do not want your growth strategies to muddle your brand’s image, hence the challenge for moving forward.

Showing us the right way to be audacious in its brand strategy is Dove Soap’s advertising, using “real” women in its commercials. They are a sharp contrast to the picture-perfect models most often used in the health & beauty industry marketing. Dove broke ranks by showing women of all sizes and complexions. It also offered a compelling TV advertisement in which an illustrator captured a woman’s image in two ways: as she described herself and as he saw her. The ad demonstrates the contrast between women’s true beauty and their self-identities, which often (and sadly) focus on their flaws. Dove’s advertising was an audacious statement that resonated with consumers and earned deserving accolades.

Outdoor apparel and equipment manufacturer Patagonia Inc. is another example of the right kind of audacity.  Patagonia is known for its reliable, cool and sustainable clothing. On Black Friday last year—a peak times for holiday shopping—the company asked its customers to refrain from buying new products but instead to embrace repair. Patagonia partnered with iFixIt, a website of free repair manuals, to help its customers learn how to stretch the life of clothing, luggage and gear. Patagonia also runs a repair store of its own, another proof point for its brand.

For each good example of audacious, however, there are a dozen or more examples of leaders whose impudent-type audacity has led them down the wrong path, and their brand is paying the price.

Take Amazon, for example. Perhaps through over-confidence fueled by its growing e-book monopoly, the company curtailed the pre-publication sales, delayed shipments and removed the “buy button” for some authors. The reason? A pricing dispute with publisher Hatchette. The fight is hurting Amazon’s brand image with readers and especially writers. TV comedy show host Steven Colbert, himself a Hatchette author, showed that he could match Amazon’s publicity engine. By talking about the dispute on his TV show and asking viewers to pre-order Edan Lepucki’s upcoming novel ‘California’ from independent booksellers, he catalyzed the book’s sales. (E.g., it placed #1 on the largest independent seller Powell’s Books list.) Every action has a reaction, a principle that Amazon forgot.

Or how about AIG, the 2008 recipient of a US government bailout investment over twenty times AIG’s then market value? The company that “protects us” had the audacity to recently sue the US over terms on its loan. AIG, in my opinion, joins the ranks of Goldman Sachs who sold assets to clients that it itself had bet against.

Whole Foods’ initial dominance in the organic food market gave it the audacity to charge prices that earned it the reputation of “Whole Paycheck.” It is now trying to earn back market share with lower prices as organic food goes mainstream.

The New York Times and the Wall Street Journal apparently are so confident that they can do anything they want that they are letting their editorial perspectives determine what goes on news pages, through their choice of headlines and what to include or exclude from stories. Trust in their journalistic integrity is falling. (And please don’t get me started about Fox “News.”)

And Uber’s form of audacity—deciding to “take on government” versus work with regulatory bodies from the start—created its public relations and regulatory mess. Uber could have offered its services to cab companies as well as independent drivers, securing more of the market in the process. Sure, the social media buzz might have been less notable; but its fight with government has given rise to many stories that, at least for this consumer, reduced trust in Uber drivers and their insurance coverage.  At a minimum, its actions have given rise to a competitor offering women drivers for women passengers.

My take is that brands are a sacred, hard-earned trust with customers, which is why we refer to their value as “brand equity,” not “brand margin.” As in any relationship requiring trust, consistency in behavior is vital. Mistakes require apologies. And managers’ should be careful about thinking through actions that will build equity not risk it.

How is your brand being “audacious”?


September 24, 2014, 4:57 pm

Lessons from a food truck for dogs

These dogs are heartbroken because their owners did not take them to Milo Kitchen's doggie food truck.

These dogs are heartbroken because their owners did not take them to Milo Kitchen’s doggie food truck.

There are so many lessons in the innovative Milo’s Kitchen®  “food truck for dogs” campaign, let me count the ways. (Yes, you read my words correctly: a food truck, like the outdoor food trucks that populate downtown streets at lunch and public events, serving dogs rather than people.) Milo’s Kitchen is a popular brand of dog treats from Big Heart Pet Brands, parent of the even better-known brand Milk-Bone®.

The purpose of the dog food truck is to “connect with pet parents and bring the nation’s ‘gour-mutts’ their first authentic food truck experience, including free home-style dog treats, a ‘doggie selfie’ photo booth, and a backyard-style lapdog lounge,” according to the PR release.

I hope you laughed. I did and I am not even a pet person. Milo’s Kitchen on the other hand is probably uncorking the bottles to celebrate. The 200,000+ treat truck visitors in 15 cities generated a dramatic increase in brand awareness and affinity and more than 450 local, national and global national media spots, including an NBC Nightly News news clip, according to Ann Murray of PR Hacker who is a publicist for Milo’s Kitchen.

What are the strategy lessons to learn?

Know your customer. Most pet owners go gaga over their pets. The US pet industry is $58.5 billion, up from $44.3 billion in 2008. There are high-end pet burial services, spas, and now resorts to house dogs in style when owners travel. My home-town (San Diego) Humane Society and Society for Prevention of Cruelty to Animals is a $17 M and growing non-profit. It received close to $10 M in gifts, bequests and planned gifts in 2013, making it one of the county’s largest non-profits. “Sadly, it’s easier to raise money for animals than for hospitals,” a wealthy philanthropist once told me. Knowing this about pets, why not allow customers’ beloved dogs to experience food trucks, which (human) foodies have grown to love as a recent NYT article discusses.

Engage in activities that reinforce your brand promise. Milo’s Kitchen and its sister brand are based on the premise that dogs deserve the same quality food experience that humans enjoy.  Happier and healthier dogs are the result. A local doggie food truck is a great line extension that reinforces the Milo Kitchen brand’s value promise.

Meet your customers in action. The food truck lets Milo’s Kitchen employees meet pets and their owners in a fun setting. Retailers with “concept stores,” like Duluth Trading do the same. No matter how powerful digital marketing becomes, face-to-face encounters with customers engaged with your product will remain a powerful market research tool.

Experiential marketing is where marketing is headed.  “As we live more of our life on-line, we yearn for and invest more time in off-line experiences,” according to Lauren Christianson, an account and project manager with Cunning®, an experiential marketing agency in NYC. (Disclosure: I am related to Lauren.)  Experiential marketing is not promotional marketing, where inexpensive logo-bearing items are handed out as a brand reminder. Experiential marketing creates live events that let you truly experience the brand and learn its story, building brand fans.

Promotional marketing is when Cricket Wireless hands out key chains with its name at a music event. Experiential marketing is what Cunning creates at the same event for its client Ketel One® Vodka. Cunning builds a modern interpretation of a windmill as the facade to the venue, representing the De Nolet windmill (the tallest of its kind) and copper-pot stills (a brand distinction) at Ketel One’s distillery in Holland. Inside the building, visitors learn the story of a brand inspired by over 300 years of craftsmanship and born from 10 generations of family distilling expertise. Talented mixologists at a cocktail station create custom vodka drinks with fresh ingredients. A tasting table for educational sessions allows visitors to compare Ketel One’s taste to other popular vodkas. A generations gallery of the family behind Ketel One tells the brand’s story while live music performances that appeal to the brand’s target audience draw crowds.

Get the difference? Experiential marketing creates true fans and drives social media and news, so vital in today’s cluttered marketplace. Promotional marketing creates “stuff” that is often thrown away. Dog food trucks and Ketel One Vodka’s festival experience are both stellar examples of marketing strategy at its best.

How can you embrace these lessons with your brand?

© Plantes Company, 2014


September 9, 2014, 6:51 pm

Apple Watch newest “watching industry” entry

The "watching Industry" will only grow.

The “watching” industry will only grow.

First, let me admit my bias. I wear a gorgeous 14k gold Swiss watch everywhere but in the water. The thought of replacing it with an Apple Watch would, for me, feel like replacing a great dinner with brightly colored and beautifully shaped nutritional tablets. Was that why Apple’s share price failed to rise following Apple Watch’s debut today?

Still, the Apple Watch may find a great market if we shake off the history of “the watch,” a noun denoting a time-telling device, and avoid viewing it as a wrist smart phone. Instead, let’s think about the new entrant as a “situational mobile solution for watching” (the verb). What are some of the situations in which an Apple Watch could provide significant customer value?

Exercise. I carry my iPhone when I run to track my miles, speed, elevations, etc. I would welcome a wrist solution for running, hiking, swimming and biking. With mapping solutions that give me more freedom to wander and concurrent analytics that would encourage me to try harder,  this consumer is ready to buy Apple Watch Sports.

Diagnosis. My mother is in an assisted care environment following a series of small strokes whose cause we have yet to identify despite many imaging and cardiovascular tests. A wrist-worn device that provided effortless, continuous monitoring could help her physicians.

Hospital monitoring. Hospital monitoring is clumsy and by its design keeps patients less mobile than their health and mood require.  Who wouldn’t want to replace cumbersome wires with a smaller, portable device?

Home-health monitoring. Many start-ups are focused on home health: tracking post-procedure data to reduce re-admissions through early alerts; collecting and providing pre-procedure information to enhance procedure success rates; managing chronic diseases like diabetes or heart failure to avoid hospital admissions. Moving these tools from a phone platform to a wearable watch would greatly enhance convenience.

Workplace safety. An Apple Watch could provide data on exposure to pollutants and poisons, location-specific safety warnings and other worker health-related warnings.

There are other situations, known (e.g., calendar reminders) and to-be-discovered. But the multitude of situations also underscores the key challenges to a “device for watching.” Can the small screen size challenge be overcome? Can a single design address all situations? In the case of smart phones, apps enable us to customize. It appears this is the case with the Apple Watch.

I am optimistic for Apple, a corporation whose value promise is to reduce frustration and add desired convenience and functionality to our lives. Just as with Apple’s iPod and iPhone, Watch enters a market where many others have made attempts and fallen short of what technology and design might enable (Google, Microsoft and Samsung as examples).

With the phone market maturing, it makes sense that Apple is moving into the next computing platform. Whereas Apple’s ambitions were huge in music and phones, being patient with narrow applications at the outset may be the right way to enter the “watching” industry.

Another emerging platform for “watching” is Unmanned Arial Vehicles (UAV), mobile sensing and computing solutions that let users easily and economically see from above eye level (think drones carrying cameras, with flight paths and filming controlled through software). So claimed Chris Anderson, former Editor-in-Chief of Wired Magazine from ’01 to ’12 and author of The Long Tail, Free and Makers at a recent San Diego CommNexus event. As co-founder and CEO of 3D Robotics, he aims to bring the power of UAV technology to the mainstream market.

Choice of initial markets was critical to 3D Robotics’ success, as I suspect will be true for the Apple Watch. Owing to FAA regulations for commercial use of drones, private property offered the best markets for 3D Robotics products, with agriculture (the largest industry in the globe) and construction (the second largest) key targets. For example, a UAV can identify which specific locations of a farm field have a pesticide problem, allowing for spot use of pesticides, thereby reducing pesticide costs and crop loss (the latter totaling $28 billion annually in the US according to Anderson). 3D Robotic’s open-source software platform for planning, controlling and monitoring all aspects of a flight enables rapid software improvements by its community of users; 3D Robotics then monetizes the platform by selling the UAV devices to service providers.  Its 28,000-and-growing worldwide customer base is served by only 180 employees, demonstrating that 3D Robotics has made smart market choices.

Apple’s soon-to-be released Watch and 3D Robotics UAVs are two examples of the “watching” industry. Heavy equipment that senses, like GE’s airline engines, which collect and use data used to improve fuel efficiency, are other members.

What will be next?

©Plantes Company, 2014

 


July 29, 2014, 11:32 am

What a Beat Street Coffee Co. & Bistro waiter could teach GM’s CEO

Unlike GM's Mary Barra and San Antonio Airport Starbucks workers. Beat Street waiters have an ownership mentality that builds long-term value.

Unlike GM’s Mary Barra and San Antonio Airport Starbucks workers. Beat Street waiters have an ownership mentality that builds long-term value.

The waiter at San Antonio’s Beat Street Coffee Co. Bistro held the large vintage door for a long time while my mother entered with her walker. The restaurant’s hipster ambiance was just what she needed as a meal break from living with 24 other people aged 80-103 at Chandler Estate Assisted Living. Needless to say, neither Mom nor I looked like the other diners. But this waiter treated us throughout the evening as if we were his target market.

The food at Beat Street is terrific, each menu item offering unusual ingredient combinations. It was the kind of food that attracts the first-timers the restaurant needs for a chance to succeed. Its service, however, is what will build the repeat visitors any restaurant must win to secure its future.

After our second visit Mom asked the waiter if he was the owner. “No,” he responded, “I just act like I am.” Wow, I thought, that attitude is the essence of great customer service.

In most of our purchases, except some over the Internet, people serve us. And whether those people act like owners working to build customer value or hired help working only for their paycheck makes the difference between loyalty-building exchanges, like we had at Beat Street, and transactions that reduce brand equity.

Contrast the Beat Street waiter with my experience a few days later at the Concourse B Starbucks at the San Antonio airport. Starbucks’ promise is a great-tasting drink, when you need it, prepared by people who care about your experience. To deliver on that promise, workers need to be alert, processes-driven, and energetic i.e., they need to care.

Nevertheless, the four workers at this concourse Starbucks definitely had a paycheck, not an ownership, mentality.  The supervisor only watched as the baristas worked as slowly as I do when I get out of bed on Saturday mornings. When I arrived, I was fifth and last in line. By the time I got my latte some 8 minutes later, the line was about 25 and growing. Long lines due to slow workers send travelers to Starbucks’ competitors and break Starbucks’ brand promise.

The Beat Street waiter’s sense of ownership embodies the restaurant as an institution and not as a financial asset. The waiter obviously felt a huge commitment to “his” restaurant’s long-term success. He served Mom as if she were his mother.

In corporate America, ownership refers to shareholders, including C-suite leaders who also own stock options. Options’ worth, when they vest, is determined by current stock prices, one reason why Roger L Martin argues the C-suite places near-term stockprices before long-term shareholder value in Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL (Harvard Business Review Press 2011). Announce innovation-killing job cuts, for example, to lift stock prices and options become more valuable, sending a lot of cash to leaders’ personal accounts. The C-Suite’s priority, I would argue, is no different from the airport Starbucks workers. Both sets of workers place their own comfort before long-term institutional success.

The most recent corporate case-in-point is GM’s inexcusable behavior of covering up an ignition component failure for years as the number of people dying or seriously injured rose. The cover-up was a conscious decision made either directly (for those since fired) or indirectly (through the “financial success at all costs” culture the C-Suite had fostered).

The impudent attitude of GM’s CEO Mary Barra in her last Congressional appearance demonstrated her belief that stock price takes priority over customers and long-term brand equity. Pointing to a post GM-bailout agreement that exempts GM from prior liability claims, GM refuses to do what a customer-driven company should do (and BP did do) in response to bad behavior. GM even refuses to press for pardoning of a woman falsely accused and found guilty of vehicular homicide caused by the ignition component failure.

Individuals have been executed for fewer murders than GM’s cover-up created. Yet GM’s corporate lawyer remains in place, getting rich from his stock options. A few lower-level leaders were merely fired. For now, corporations can get away with behavior like this. The financial industry calls it “Pay to play.”

But time will change the environment.

  • Today’s millennium consumers are not yesterday’s mass consumers
  • The market will become more conscious as the Internet creates transparency about corporate behavior previously unimaginable
  • The next social change initiative (post gay marriage’s route to victory) will likely be ending corporations “personhood” right
  • Commoditization is only accelerating

In this environment, creating social value will drive customer loyalty and financial value.

Bring on the change: it can’t happen fast enough. As to GM and Barra’s new defiant attitude, you decide.

Copyright Plantes Company, LLC

 

 

 


July 24, 2014, 1:12 pm

Move up the food chain to move up the profit curve

Are you losing customer loyalty or competing increasingly on price? Perhaps it’s time to redesign your business model to solve a higher-level problem. I call this strategy “moving up the food chain.” Let’s look at two recent examples in the news.

Complete solutions for college rooms go beyond the product itself at Target.

Complete solutions for college rooms go beyond the product itself at Target.

Target is adding solution-focused advice and services for college students to help them answer the stressful yet fun-filled question, “How will I decorate my dorm room?” Like other chains, Target has the products college students need; it even built brands to address small-space needs with on-trend products. Its new additions will reinforce Target’s value promise – enjoy your shopping experience and feel confident about your purchases.

A newly produced YouTube series “will provide tips and tricks that college students can use while designing their own dorm or off-campus spaces. YouTube stars Todrick Hall, Mikey Bolts, Tiffany Garcia and Ann Le will each host a four-episode series that follows a real college student as they prepare for campus living. Veronica Valencia will make over each room and provide design solutions. The series will debut throughout July and August” on YouTube channels of Target and each YouTube star, according to a Target Press Release.

Target is also wrapping its product offering with:

  • A college registry service to give relatives ideas for gifts
  • A free-shipping subscription service for sending a monthly care package to a student. Unlike the candy-snack boxes that colleges promote to parents, moms can add the toothbrush they know their child will never purchase
  • An “In a Snap” mobile app that makes purchasing from Target’s “Back to College” catalogue simple
  • A price-match promise
  • A 5%-off credit card

Walgreen’s is another company moving up the food chain. Initially it added in-store clinics for routine primary care. Then it elevated its rewards program with health-improvement services and solutions. Now called Balance Rewards, the program started offering points from step counting (using an Omron pedometer) in late 2011; connected health devices and apps were added a year later (e.g., activity, sleep, blood pressure, glucose, oxygen saturation and weight). 81 million active users are involved in the loyalty program’s purchasing and/or health improvement incentives. Now, according the Mobile Health News, Walgreens is “bolstering its rewards program by training some of its pharmacists and online customer reps in Stanford psychologist and mobile health expert Dr. BJ Fogg’s behavior change methodology, called Tiny Habits.” New program initiatives will encourage tracking of more activities, nudging better behaviors to become habits.

Walgreen’s combined efforts are a significant business model redefinition and position the retail pharmacy chain to offer primary care services to insurers, corporations, and directly to consumers. In fact, Walgreen’s could scale primary care services in ways local physician practices cannot. That’s an exciting prospect given our nation’s need for lower costs, greater access, wellness and better chronic care management.

Examples of moving up the food chain are many. Contrast Apple versus HP. In my own consulting practice I’ve helped a precast structural component supplier (Finfrock) become a design-build construction firm and a machined parts manufacturer (Acme) become the outsourced machining operations for its large equipment customers, just two examples among many more.  In each case, leaders elected to view the scope of their business as a core strategy decision versus a historical fact. Revenue and profits grew attractively. As Finfrock thrived, the precast industry consolidated and remains commoditized.

The key to success in expanding your scope is to address an unmet or poorly met market need. Finfrock reduced costs, time and risk on commercial building projects. Acme allowed its customers to focus resources on more strategic activities and investments. Ideally, focus on existing customers who already trust you and add solutions that leverage existing skills and assets. Experiment. Find what works. Then move forward to redefine the business you are in.

What business should you be in?

 

 

 

 

 

 


July 11, 2014, 11:47 am

Healthcare data: The promise and peril

In the long slog to turn data into real time clinically valuable information, we are on the early floors.

In the long slog to turn data into real time clinically valuable information, we are on the early floors.

In this last of four blogs reporting from WTN’s Disruptive Healthcare Conference 2014, I focus on a realization I came to during the conference: Big Data and the Internet of Things have finally come-of-age in healthcare. Examples of how data, analytics and mobile platforms connected to cloud-based data centers are transforming healthcare were woven into many presentations. Here are some examples:

  • Aurora Health Care, which spends $780 million on its supply chain annually, is using data comparing different surgeons’ supply usage to identify savings that do not hurt quality of care. It is also identifying frequent users of ERs who could be served less expensively in a primary care location.
  • Specialists and primary care physicians are able to collaborate virtually or via e-referrals that, according to PDS CEO Jonathan Ravdin, are reducing the need for visits to specialists or wait times for appointments.

Yet all is not rosy on the data and technology front. Christine Bessler, CIO/VP of ProHealth Care, Inc., argued that data is of little use unless it is trusted and in the hands of the people who can use it. She added, “The data must be available right alongside other physician tools; it has to matter to be meaningful to them if we ever want to get needed behavioral changes.”

Unfortunately, in her view and that of many other speakers, current Electronic Health Records (EHRs) aren’t cutting it. “The EHR does not give you the data – not quite where you need it to be. You want to drive decision-making far better than what the native decision tools in the EHR enable, so we need applications to help us get there,” Bessler continued.

Indeed, the action is all around adding value to the EHR. Ken Kleinberg, Managing Director of The Advisory Board, a leading healthcare consulting firm, believes data should be more than a repository. Once information systems add advanced analytics (known as Artificial Intelligence at its most sophisticated) Kleinberg argues they could serve as an alert system, an informed suggestion system, and even a recommender of next actions . But there are many barriers to capturing the full value of data now that EHRs are on their way to being universal.

First, the quality of the information in the EHR is not what it needs to be. Physicians are frustrated with EHR systems. EPIC and others simply automated medical records that had been forced on clinicians by regulators. “What information do clinicians really need?” was not at the center of EHR design. As a result, EHR systems reduce physician productivity, even if, as in some places, scribes are hired to help fill out the records.

So there is a mad dash to add value to the EHR by EPIC (which has moved finally into analytics), software companies, and start-up firms. 100State, a healthcare IT incubator, aims to start 100 firms focused on capturing and improving the value of data to solve important provider problems, according to co-founder Nikko Skievaski.

Second, use of EHR data requires a sea change in medical training and physician behavior, changes that have so far not materialized. According to Philip Loftus, Aurora CIO, the key question is “Which technologies and information will change the culture in the way that we need it to change? If we could use EHRs to reduce unnecessary diagnostic imaging and connect it to population health, physicians will be far more motivated to adopt the new technology.”  Yet, says Loftus, “current EHRs remain largely a finance tool with no clear link to clinical care.”

Third, there is a flood of data entering from wireless health solutions with many individuals seeking to connect their data to their EHR.  But which data is helpful and which is just clutter? Who controls the quality of the measurement?

Finally, there is the liability issue. If physicians do not follow an artificial intelligence generated alert, will they be liable? If so, how will physicians deal with the plethora of alerts and avoid alert fatigue?

Can these challenges be overcome? I suspect they will be and the companies, entrepreneurs, and healthcare systems that figure it out will emerge as the leaders. Mayo Clinic and Cleveland Clinic will be on the frontier, as they have already changed their culture to collaborative care teams that offer some the highest value healthcare in our nation. Duke has figured out how to care for populations of 7,500 people with a team of 7 people; Aurora, one of the leaders in Wisconsin, is trying to grow from 1500 to 2000 for similar care teams. Information systems are essential in accomplishing this feat.

While the future of healthcare IT may seem rocky based on the issues raised at the conference, the financial community is certainly betting that the challenges will be solved. In the first half of 2014, digital health funding reached $2.3 billion, according to a report from accelerator Rock Health, surpassing all such funding in 2013, as well as investments in healthcare sectors like biotech and medical devices.

I hope the investors are right, for the sake of healthcare in this country. Real time clinical information extracted from better curated data repositories will be the key to lowering costs while improving quality of care. John Byrnes, CEO of Mason Wells, a private equity firm in Milwaukee, has it right: “It’s time to get the bean counters out of managing healthcare IT.”


July 8, 2014, 4:19 pm

Will these three disruptive healthcare changes be enough?

Will disruptive innovation forces in healthcare be enough to change the cost landscape?

Will disruptive innovation forces in healthcare be enough to change the cost landscape?

In this third of a series of four blogs about WTN’s 2014 Disruptive Healthcare Conference (DHC), I’ll focus on three disruptive innovation waves reshaping  healthcare. These innovations could lead to better care for less cost. But will they happen fast enough to allow us to channel wasteful healthcare spending into efforts that would make our economy more competitive globally?

New reimbursement models and incentives

Slowly but surely, payers are adopting new approaches for reimbursing providers. One is pay-for-performance (e.g., Medicare won’t reimburse hospitals for avoidable re-admissions). Another is making providers financially accountable for a population’s healthcare (e.g., Accountable Care Models, introduced in Obama’s far reaching reform). These new models create financial incentives to keep people healthy, surface health issues earlier, move care to less-expensive settings, and avoid unnecessary tests and procedures.  In addition, Obama reforms preclude insurers from kicking out the chronically ill, closing the door to individuals with preexisting conditions and capping payments; these limits increase insurers’ focus on health versus merely picking risks wisely.

Another incentive change comes from businesses shifting costs onto employees. Is this wise or have we gone to far? Wall Street DHC speakers noted high deductibles and out-of-pocket limits, coupled with software that helps hospitals ID patients posing payment risks, lead even insured patients to delay procedures. I think employers would be far wiser to push insurers away from fee-for-service and give employees positive incentives to to be smarter shoppers, as Serigraph in Milwaukee models. The big buyers in any market have more market power: so why make the individual consumer the only force of market change?

New business models

With all the inefficiency built into our healthcare system, Wall Street sees big bucks according the its representatives on the panels. John Byrnes, CEO of Mason Wells, a private equity firm in Milwaukee, offered the most astute insights into why Wall Street is interested.

First, he anticipates that real estate investment trusts (REITS) will take over the real estate capital requirements of providers.  This would change the financial driver of most hospitals from building cash to securing a large enough population to achieve economies of scale with IT, big data, care coordination solutions, and advanced analytics.

In Byrnes’s outlook, changes in payment incentives will force providers to give up the idea of being all things to all people. Narrow-breadth and low-cost procedures (camp physicals, vaccines) will be done by the retail clinics of the economy, such as Walgreen’s. Niche specialists (e.g., cancer, heart, and dialysis centers) will claim more market share by offering efficient, high-quality specialized care. Lower-cost broad-offering systems, like Aurora Health Care in SE Wisconsin, will gain market share from smaller systems, while broad systems that include medical schools will offer higher-end (more costly) comprehensive care.

Byrne’s own view is that the best model will combine clinical, public health and life science research within one entity and be regional in scope. “These elements cannot be separated as has been done in the past,” he said. “The action is in the overlap. Healthcare IT will drive change and the organizations that invest in it will be the winners, much as happened in banking.” In his view it’s time to “get the bean-counters out of managing providers as they do not understand that the key to success is leveraging the scarce resource – the healthcare professionals – through superior information systems.”

From my perspective it will be interesting to see if Walgreen’s and Walmart will broaden their services. Who knew Walmart would emerge as a leading grocer?  Walgreen’s has a new alliance with a hugely disruptive lab testing company. And Mayo Clinic exists far beyond Rochester, Minnesota. Might today’s local and regional markets become national?

Jeff Sahrbeck, managing director of Ponder & Company, argues that in most markets the top 5 players have 50-70% of the market but in healthcare it’s only 7%. “The issue is hospitals are viewed as community assets and not a business,” he said, “so a lot of them will have to fail for consolidation to occur.”

New information

The Internet of Things is nowhere more evident than in the healthcare system, where financial payback may be high. An enormous investment has been made in electronic health records, and now it’s time to put the data to use in real time by extracting usable clinical insight, the subject of my last blog in this series.

Net-net

The innovations look promising for sure but will they squeeze waste from the system? Jeffrey Grossman, CEO of the UW Medical Foundation thinks not. “There is a huge gap between rhetoric and reality. We just keep making more and more money. Where are the levers for significant change? Insurers are still interested in paying us as fee-for-service.” In his view, if providers are paid for health they will re-conceptualize what they are about to advance health versus procedures.

Unfortunately we’re stuck in a quicksand of our own making as long as government fails to fully wield its power as the largest payer, employers merely shift costs to employees, and insurers make their margin on the total volume of medical spending versus improving a population’s health.

Aurora Health Care reported that of its 2 million patients, it is financially at risk for the health care spending of less than 5% (95,000 lives). That’s a measure of how far we have to travel.

 


July 1, 2014, 12:58 pm

Why does the US have so much waste in its healthcare system?

In an earlier blog about WTN Media’s Disruptive Health Care recent conference I argued we spend between $900 billion and $1.3 trillion on non-value-added healthcare, aka waste. Why?

First, we pay hospitals and physicians to do procedures, not to keep people healthy. Jeff Grossman, CEO of the University of Wisconsin Medical Foundation and a dean at the UW School of Medicine and Public Health, pointed out that while there is talk of new models of care, providers still get paid largely on a fee-for-service basis; Aurora Health Care officials confirmed the same. Grossman added, “We are all focused on this efficiency thing right now, but I have to tell you that we make our money on waste … that is the name of the game. The focus on hospitals has to end before we can deliver healthcare. Delivery of healthcare (procedures) only accounts for 10% of health, with environment and genetics the key drivers. If we are to be part of advancing well being and that’s the metric by which we earn our dollars, we need to re-conceptualize what we do. Supplying air conditioners may be our best weapon against asthma, for example.”

In any view, we cannot move fast enough to having bundled payments, pay-for-performance and a greater number accountable care organizations, three key recent innovations in healthcare payment systems. Data across 38 states shows that placing a provider and insurer group in charge of a population’s overall health, though a far more expensive primary care model in terms of people required, actually reduces overall costs 6-17% according to Jonathan Ravdin, CEO and President of PDS and former dean of the Medical College of Wisconsin.

Second, US consumers have been largely sheltered from cost unless you’re uninsured or part of a recent trend to raise deductibles and total out-of-pocket limits. How historic sheltering has contributed to our higher spending is debatable. European countries with lower spending and better outcomes do not have more consumerism. Grossman argued consumerism is a marketing campaign hiding business’ drive to shift costs onto employees. But there is no question that transparency on cost and outcomes and incentives (versus penalties) to make smart decisions would make us better shoppers. There’s evidence to this effect.

Third we lack a strong payer exercising market power, unlike other nations where government pays for healthcare and the care is provided either through private sector providers or government providers. We pay more for everything as a result. Unlike many other nations, we have privately paid insurance, largely financed by employers. When wage and price controls were imposed during WWII, benefits became a key way employers attracted workers. In the past, we could afford the benefits, as our nation was so competitive. But the world and its economies have changed.

Fourth, the excess spending represents income for some people and they have strong lobbies to keep the system the way it is. They also keep government, who covers over half US spending on healthcare, from exercising more power.  For example, the American Medical Association makes it hard for foreign trained doctors to practice here. Without a strong pharmaceutical lobby, we could fund pharmaceutical research with public dollars, significantly lowering drug costs. We are the only government that does not negotiate with drug companies over the price of drugs.

Fifth, with so many different payers, providers have far more administrative complexity than other nations. Other nations with private sector providers use their government as the single payer, streamlining administrative work. Administrative complexity is about a quarter of our waste, when looking at major waste categories.

Sixth, as a nation we are not oriented towards good health. Many of the chronic diseases we face are the result of lifestyle decisions about food, exercise, and stress. Furthermore, income and education are the best predictors of health; with both of those declining and our population aging, the trend for expenditures looks dismal. And then there are the processed food, fast food and corn lobbies advancing diets that, when exported, re-create America’s obesity.

Seventh, we are poor managers of the dollars we spend.  Only 1% of our population consumes 26% of our healthcare spending, another 10% consumes 60%—which means the remaining 89% of the population accounts for only 14% of healthcare dollars, according to conference speakers. We need to keep people from developing the kinds of long-term issues that push them into the 10% group, but we devote far too few resources to doing so. The issue is not end-of-life care; in fact, the percent of Medicare dollars going to end-of-life care has been fairly stable over time. The “10% group” is composed largely of people with multiple chronic diseases that are collectively not well managed.

Looking at this list I hope you conclude there is no one silver bullet to wring out waste. In the next blog we’ll see if there are enough forces for change to reverse the mess we’re in.