5 Reasons Why Multitasking May Not Be Good for Business

March 9, 2012 in Critical Success Factors, Processes, Product/Market Fit, Risk

1. Multitasking leads to lessened efficiency. The human brain can really only focus on one thing at a time. Although you may feel that you are getting more done in less time, your brain actually needs more time to switch its focus between tasks.

2. Confusion can cause ineffective results. If your employees are constantly switching their focus between tasks, details will get muddled and confusion will ensue.

3. You are not getting the most out of limited resources. Product development can suffer when resources are incorrectly allocated. Multitasking takes focus away from devoting the proper amount of time to each project.

4. Employees can become burned out. Filling every spare moment with a different task seems like the best project management strategy, but weary employees will become less productive than if they had time for mental breaks earlier in the process.

5. The team is no longer a team. Multitasking often turns into an individual’s game as each employee finds different pockets of time to devote to a product assignment. The “two heads are better than one” strategy for product development will cease to apply.

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Marketing Lessons Learned from Wal-Mart

February 24, 2012 in Demand Generation, Differentiation, Measurement, Processes, Product/Market Fit

• Don’t change your company’s image.

Your customers develop associations with your company and its products and services. Drastically trying to change those associations can alienate your target customers—the ones who helped to get your business where it is today.

• Use consumer data research to your advantage.

The Wal-Mart company has mastered the art of utilizing consumer data research to determine the shopping habits of its target consumers. Little information is more valuable than merely knowing where your target customers are shopping and what they are looking to purchase.

• Make your marketing techniques and product development sophisticated—but not too sophisticated.

Much like with your company image, you do not want to over-improve your marketing techniques and product development. Always strive to maintain a connection with your target consumers. By all means, improve upon your message and your product innovations. But always be mindful of who is listening to your message and purchasing your products.

Source: Suzanne Kapner, “Wal-Mart Enters the Ad Age”, Fortune, August 18, 2008, Page 30

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Benefits of Indirect Observation

February 21, 2012 in Customer Behavior, Demand Generation, Processes, Product/Market Fit

According to Laura Johnson, even indirect observation is a very useful tool for determining consumer product viability. By having your customers document immediate reactions with your products, you are able to gain a wealth of consumer insights data.

The Top 5 ways indirect observation can benefit your company:

1. Tap into areas of your customers’ thoughts that are generally unobserved.
2. Make your customers feel that they are playing an integral part in your product development and innovation. A sense of involvement gives customers a feeling of belonging and loyalty.
3. Researchers gain insights with consumer data they might not have expected. More fodder is created for future observation projects.
4. Your company is better able to make its services and products run parallel with your target customers’ wants and needs.
5. Your customers are able to show you their emotional thoughts with product association. This is especially beneficial because typically target customers only reveal their analytical, rational thoughts. The “why” of their purchases is revealed, and thus the foundation of a competitive business advantage is gained.

Source:, “Technology, indirect observation yield insights”, Marketing News, May 15, 2007, Pages 25 and 27

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