Telling Two Stories: John Mackey

"The District Court's ruling affirms our belief that a merger between Whole Foods and Wild Oats is a winning scenario for all stakeholders," said John Mackey, chairman, CEO, and co-founder of Whole Foods Market. "We believe the synergies gained from this combination will create long term value for customers, vendors, and shareholders as well as exciting opportunities for team members."

Yes, as predicted, U.S. District Judge Paul L. Friedman has declined to block Whole Foods Market Inc.'s $565 million purchase of Wild Oats Markets Inc. The judge ruled that it does not violate antitrust laws, leaving all speculation to whether or not the Securities and Exchange Commission will rule that Mackey's anonymous postings as the great masked “rahodeb” constitue a violation of securities laws or regulations.

While the reviews have been mixed, several media outlets gave Mackey a free pass despite some documents revealing that the deal could mean the closure of 30 or more Wild Oats stores as well as other details that seem contrary to the public image Mackey has portrayed over the years.

And therein lies the question. How far can Mackey go before he has completely eroded his concept of conscious capitalism? You see, before the controversy, Mackey was working on his book, The Whole Story, which he said would relate his business and life philosophies. And here is an excerpt from one essay that he requested comment on ...

In the early years of the 21st century, major ethical lapses on the part of big business came to light including scandals at Enron, Arthur Anderson, Tyco, the New York Stock Exchange, WorldCom, Mutual Funds, and AIG. These scandals have all contributed to a growing distrust of business and further eroded public trust in large corporations in the United States.

Mr. Mackey, as you so eloquently conclude in your essay ... When we are small children we are egocentric, concerned only about our own needs and desires. As we mature, we grow beyond this egocentrism and begin to care about others—our families, friends, communities, and countries ... I tend to agree. Yet, as much as these thoughts may have been welcomed, it will be exceedingly difficult to take them seriously as you add your own name to the list of scandals that have contributed to a growing distrust of businesses. And perhaps, therein lies the answer.

For while you have earned a pass from the media, forgiveness from the shareholders, beat the Federal Trade Commission, and may very likely survive the SEC investigation, it seems to me that you may have given up your opportunity to ascend to the rank of conscious business visionary. But hey, sometimes the price of winning costs as much, if not more than, losing. In this case, the price could very well be an entire legacy under the pressure of increasing scrutiny as the merger goes through. Indeed, brands are fragile things.

Turning Sweet 16: Copywrite, Ink.

“I don’t see the connection … it can’t be done … we don’t have time … we’ve tried that before … I can’t be bothered by those things … there is no value.”

And so goes the growing list of comments that some social media practitioners say they hear when they talk about social media. Are you surprised? I’m not. These communication killers have been around a long time. I don't expect they will be going away anytime soon either.

We’ve heard them often enough over the last 16 years, starting the day I founded our company with nothing more than a monochrome Mac Classic (yep, the one in the picture) and a fold-out card table set up in the kitchen of a one-bedroom apartment. It won’t work. It can’t be done. Nobody will take you seriously.

Sure, it wasn’t always easy. I’ve had some hits and misses along the way. But nonetheless, despite any naysayers, our company turned sweet 16 yesterday and I took time out to answer Eight Random Facts About Me after being tagged.

One random fact I didn’t share is that I have faith in underdog ideas: anything from social media as a viable tool to meet strategic objectives to the convergence of broadcast and the Internet. Everything from engaging consumers (like Jericho fans and Veronica Mars movie advocates) to encouraged consumer marketing.

Why? Because I believe well-grounded ideas that are backed by ample passion and persistence will work, provided they have the right message. In fact, in working with countless startups, the only good ideas that seem to fail are those where the "idea people" never perfect the message beyond the choir and/or give up before they do.

Social media is a great example. For the most part, practitioners have not proven its potential beyond themselves, possibly because they are too close to the source. This error was made apparent to me once again on Linkedin.

I asked “What is the one social media question that you feel has not been adequately answered by communication experts in this area?” Josh Weinberger, an independent writing and editing professional in New York City, was first out of the box.

”I'd like to see more coverage of how social media is enabling ‘regular’ businesses to conduct their traditional activities.”

His response strikes at the very core of where today’s social media advocates are going wrong. Web traffic? Page rank? Power lists? Social connections? SEO? Comment counts? Global exposure?

None of these hot topics resonate with 'average' businesses. So what we are seeing is that all too often, social media practitioners are providing second-tier and third-tier answers to a first-tier questions.

What can social media do for my business? It depends on the business. And here are a few examples:

• A professional practice (attorneys, accountants, medical practitioners, image consultants, etc.) can employ social media to expand and reinforce their expertise in the field. Blogs, in particular, move the conversations away from talking about ourselves and toward taking about what matters to our potential clients.

• A retail outlet can employ social media to communicate product reviews, shopping tips, and promotional events. If I were calling the shots for Wal-Mart, I would have already budgeted for an online home decorating show, which could help sell products as well as improve the company’s public image.

• An organization consisting of members can employ social media to reinforce online networking, promote upcoming events, and cover topics that are relevant to their membership without spamming their e-mail.

• A large corporation, such as a utility, can employ social media on an Intranet, encouraging departments to learn from each other and develop a consistent internal message prior to presenting rate cases.

• A recruiter could position themselves as an employment expert by not just talking about the industry, but by also developing a online publication that aims at providing tangible career advice to any industry in which they wish to specialize.

Social media may have changed the communication landscape, but it did not change the strategy behind it.

What is the situation? What is the objective? How will we achieve it? Who is the audience? What is the measurement for success? Unless we answer these questions, making sure social media programs are grounded in strategic communication, then all we are producing is entertainment.

Why is Copywrite, Ink. celebrating its sweet 16? Talk less. Ask more. Because if I have learned anything it is that when you ask the right questions, you can gain deeper insight and provide much more meaningful information.

Savoring Originality: Social Media Patrons

Kerry Simon is not as well known as Wolfgang Puck or Emeril Lagasse. His restaurant at the Hard Rock in Las Vegas, Simon Kitchen and Bar, will never boast a billion served like some fast food chains. And yet, you might find Mick Jagger, Paul McCartney, George Clooney, or any number of other stars enjoying what he calls casual American.

Even more astounding, you don’t have to be a star to get great service and enjoy an atmosphere that is similar to the menu — causally gourmet with a twist of modern imagination.

On one visit, Simon even took my surprised son into the kitchen to make cotton candy (gratis). On another, after not visiting for months, one of the servers remembered our drinks.

The food is remarkable; the meatloaf (his mom’s recipe) is the best anywhere; and despite earning the title “celebrity chef,” Simon is as approachable as ever. Is it any wonder, after the restaurant My Way (yes, Paul Anka was a partner) closed years ago, that Simon Kitchen and Bar became my personal favorite in Las Vegas?

Social media, blogs specifically, are much the same way. They are like restaurants, an analogy that came about last week when Geoff Livingston (The Buzz Bin) and I were having an open weekly discussion at BlogStraightTalk about content vs. connections. He referenced Robert Scoble’s post that theorizes blogs are dying.

Scoble’s observation concludes that “my friends who blog are NOT A-Listers are seeing their traffic go down (although Scoble’s is down too) … I theorized that was due to social networks like Facebook, Twitter, Jaiku, and Pownce’s rise.”

Last week, I ran an unscientific poll based on the analogy between restaurants and social media. Fifty-one self-selected respondents (mostly bloggers) revealed enough to hypothesize a new theory.

Considering only 16 percent included Facebook, Twitter, Jaiku, and Pownce as places they go most often, it seems possible that Scoble infused his personal preferences into his theory.

Much more likely, it seems that competition from new and increasingly savvy bloggers as well as content shifts among some established B-List blogs are the reason that some of Scoble’s “B-List” friends are seeing diminished traffic. I’m not surprised.

Increased Competition. People can only keep track of so many blogs so as A-List and established B-List bloggers become more entitled or formulaic, readers find new favorites. There are more new blogs than ever before and some of them, despite being new, are better than the established.

Content Shifts. Once some established B-List bloggers are accepted by A-Listers, there seems to be a propensity to shift their content toward A- and B-List coverage as opposed to new ideas. This is where the term social media “echo chamber” came from and it is not likely to go away anytime soon.

Limited Conversational Service. As bloggers become more established, many have a tendency to hang out in the back room more often (or spend more time as quick service restaurants trying to promote pass through traffic). They become too busy to answer comments, other posts, or make new associates because the weather seems fair.

Given these three points, is it any wonder that the vast majority of bloggers and people who read blogs (but do not blog) seem to be looking for up-and-coming Niche Restaurants (B-Listers/67%) and Undiscovered Back Alley Bistros (C-Listers/57%). Is it any wonder that almost half visit places like BlogCatalog.com, StumbleUpon, and YouTube (41%), all of which continue to see increased traffic, to find these non A-List establishments?

What does all this mean? It doesn’t mean blogs are dying. It means that it might take a little more magic than simply serving A-List leftovers or quick fixes in the form of 140 characters. Sure, Facebook, Twitter, Jaiku, and Pownce can be used to serve a purpose, but that doesn’t mean you should abandon your purpose.

If you want a great blog, make your own blog. Whereas companies and professionals are best served by using social media as the 5-in-1 tool to help meet specific strategic objectives (we can help too); independent bloggers might liken it to opening a new niche eatery as original as any chef opening a new restaurant. If people like what’s on the menu, they’ll be back. And if they don’t come back, maybe it’s not because quick service is in fashion. Maybe it's your menu.

Surviving US Airways: Social Connections

“…the surprising ease in which our brains interlock, spreading our emotions like a virus.” — Daniel Goleman, author of Emotional Intelligence and Social Intelligence: The New Science of Human Relationships.

As a writer and creative director, especially in the fast-paced profession of advertising with always urgent deadlines, I've understood the general concept of what Goleman calls social intelligence for some time.

I sometimes use it to remind account executives and others that negative reinforcement might teach mice to press bars for cheese, but it never did anything for creativity or teamwork. The designers will beat the deadline, I tell them, provided you stop asking them if they’ll meet it.

Emotions are like viruses. And communication is the way it spreads.

Being keenly aware of this, long before reading the first page of Goleman’s book (I picked up at the airport, where I was stranded, the morning after), perhaps it was easier for me not to succumb to the plague of negativity — worry, fear, anger, rage — that swept through the terminal the day before.

Instead, I focused on making alliances with like-minded people who seemed unaffected by the social disease caused mostly by US Airways employees. While I could have tuned it out as an observer, I opted for an inoculation of sorts, creating positive social connections that can make all the difference when you are destined to perform a mini-repeat performance of Tom Hanks in the movie The Terminal.

“That’s based on a true story,” insisted Stephan (from Sweden), who was stranded on his way to Dallas. (I didn’t know it, but he was right).

“I don’t know what you’re talking about,” said Christina (from Germany), who was on her way home after studying at Duke University. “I never saw the movie.”

While our group originally numbered five in line, it was the three of us who spent the most time together, passing the evening hours in an airport bar that was packed with marooned passengers. For a few hours, communication was effortless as we traded observations about our respective cultures, ranging from Christina’s choice to study law in America or Latin in Europe and how the Seventies-spun infamy of the Dallas Cowboys cheerleaders is ever-present abroad to the growing Swedish presence in American hockey and why some Europeans think Baywatch exemplifies the American experience.

I’m thankful for these spontaneous friendships. It proved helpful when we waited in line together and even more so before heading off to find our respective sleeping arrangements — some empty terminal benches (some passengers flipped them on end to make temporary beds). Sure, there are plenty of tips I could pass out to help people deal with such a crisis, but the best advice is to seek out positive people (not those who want to focus on the horror of it all).

Had the US Airways passenger service agents known this, they too may have been better equipped to face the long line of rightfully concerned passengers who heard that the airline would offer no redemption whatsoever. Hmmm ... imagine how different it could have been had US Airways personnel at least understood that their communication had a greater impact on the passengers than the cancellations. Or that even the simplest service plan could have helped.

Demonstrate Empathy. When you have a 40 percent delay rate and 4 percent cancellation rate like US Airways, it might seem easy to shrug it off as another “here we go again” situation. However, passenger service agents need to appreciate that cancellations are not ordinary to passengers.

Draft Consistent Messages. Even my partner, who attempted to connect with the 1-800 number from home, noted that after speaking with four people, each of them had conflicting messages and none of them were told what I was told on scene (which was different from what other airlines told passengers for that matter). A consistent message — we will get you to your destination and, more importantly, we care — would have went a long way.

Create A Crisis Team. Two or three people serving stranded customers in a bank line model does not work. US Airways could have used personnel who were obviously not checking people in on these flights to assist. Even a 4-person team could have provided a better structure: two on the counter; one to assist off counter (calling for updates, gathering hotel availability, etc.); and the one to handle special needs, eg. parents who needed their baggage, which contained their baby’s formula (baggage could have tracked the bags before the family went down to claim them).

Offer Pre-Counter Service. Rather than allow a passenger service agent to walk the line and discourage passengers; the employee could have told passengers what to expect, letting them know that they were being booked on the next available flight; that it might be late tonight or tomorrow morning; that if they want to change flight plans, need baggage, or have other needs, fill out a form so they can assist expediently; and for those spending the night, they would receive an updated list of hotels ready to accommodate them.

Provide Real Guidance. Given the frequency of cancellations due to, um, "weather" in Philadelphia, US Airways could have easily produced a working list of area hotels based on rates, proximity, and availability, making it easier for passengers (even if the airline refused to pay for them).

Expedite the Line. Four-and-a-half hours (some waiting even longer) is too long when the "return on wait" is negligible or negative. Studies prove long waits are more bearable only if customers can see superior service ahead of them. Since our plan already provides passengers information before they reach the counter, passenger service agents could have fine-tuned their communication, saying “we have booked you on this flight, which means you may want to stay at this hotel tonight at this rate. If you want to change your plans, need your bags for medical or other reasons, or if you have additional special needs, this agent will assist you over here.” Move them forward. Put them at ease.

Simple. Easy. Effective. Empathetic. At minimum, it would have been better than. Instead, the only communication besides a few discouraging employees was a fifth generation photocopy that began “The entire US Airways team sincerely apologizes for this disruption to your travel plans.” It was disingenuous at best and communicated the exact opposite at worst. Frankly, the letter US Airways passed out last week created more negativity than no letter at all.

If anything, it reinforced the only semblance of a consistent message that US Airways seemed to have for the passengers stranded in Philadelphia: “Ha ha! We’re blaming the weather for the cause of every cancellation tonight. You are on your own and I wish you would just deal with it on your own because I’m going home in an hour, and you're not. We just don't care.”

Stranding Passengers: US Airways

You can always tell the true quality of a company by how it handles a crisis, big or small. I learned a lot about US Airways, which became the fifth largest carrier in the United States after merging with America West this year, while I was stranded in Philadelphia on my way to New Haven, Conn. last Thursday.

At least 20 flights were cancelled for “weather” and US Airways in Philadelphia quickly buckled under the strain of wayward passengers. It didn’t help that the customer service line was staffed by only two or three people to assist a line that spanned several city blocks.

Adding to the confusion was one US Airways passenger service agent who, instead of assisting passengers, attempted to convince them to get out of line and rebook their own flights by calling a 1-800 number.

“I’m not telling you what to do,” he crowed, attempting to relieve himself of any and all accountability. “I’m telling you what I would do.”

But then he would return every few minutes, berating those passengers who took down the 1-800 number in desperation or politeness but were still unwilling to relinquish their position. (Some didn’t leave the line, simply because the agent lacked credibility.)

For me, there was only one reason to stay. While leaving Las Vegas, the Transportation Security Administration agents had mishandled the tray that contained all of my personal electronics. While my laptop and camera survived, my cell phone was less fortunate — split at the seam, with all audio functions rendered inoperable. Text messaging my way out of being stranded proved futile beyond notifying those expecting me that I might not make it.

As it turned out, staying in line for more than 4 and a half hours proved to be the wiser decision anyway. I was given a new boarding pass, allowing me to enter or leave the airport (other passengers were less fortunate the next morning). And, while waiting in line, the airlines had booked me on what they said was the next available flight to New Haven (about 9:30 a.m. the next morning), arranging for my baggage to be checked through on the same flight.

I also to learned that all the airport hotels were booked full, making it futile to do as the agent suggested. So rather than spending the night at the very accommodating Omni New Haven Hotel at Yale as planned, I would be semi-sleeping in Terminal F at the Philadelphia International Airport.

“If I were you, I would give up on alternative flights and make plans to stay in Philadelphia,” the customer service agent had said. “Get out of line, get your bags at baggage claim, and find a hotel. You’re not going anywhere tonight and there are no guarantees that you’ll be getting out tomorrow either.”

There was another benefit to not listening to him or several other customer service agents who may have had the façade of knowing what to do, but proved just as confused as the passengers.

The 1-800 number they handed out was overloaded with calls and frequently disconnected. If you did get through, there was a possibility you would override your status on the next available flight. And, there was another 4-hour mass of people attempting to retrieve their bags in baggage claim, ranging from parents who ran out of formula to seniors who packed enough medication for a delay but not enough for what could be a day or two.

Even more perplexing was the sheer lack of empathy for passengers. Some service agents taunted them with looks of amusement, noting to each other that they would be headed home in an hour or thank goodness they had to check in departing flights that were apparently unhindered by “weather.”

Given that 34.14 percent of all America West dba US Airways flights were delayed and 2.29 percent were cancelled in 1997 (39.07 percent delayed and 3.08 percent in Philadelphia), weather is often the explanation for the airline, but seldom the cause. More likely, US Airways has adopted the America West approach to air travel, which means it lands and takes off at the airport as “space is available.”

In fact, the US Airways crew was so used to delays and cancelled flights, they handed a pre-written letter to passengers after the first three hours. While it might have read “Once again, we wish to extend you our sincere apology, and trust that you will consider the unforeseen nature of the cause of this travel interruption and understand our team will work as quickly as possible to assist you with your new travel plans,” the real message was the medium: it was a fifth generation photocopy with a 1-800 number written in by hand. It also said, though not in writing, don’t expect credit, hotel accommodations, or meal per diem tonight.

I did not, but what I did expect was some semblance of customer service. And since US Airways seems incapable of mapping out an appropriate plan of action when such instances occur almost 40 percent of the time, I’ll post what they could have done tomorrow as well as how I, as a passenger stranded overnight in an airport, managed to avoid succumbing to the chaos and growing negativity caused by not the passengers as much as US Airways personnel.

Yes, I managed to maintain a smile even when my luggage wasn't waiting at the New Haven baggage claim as promised. My cousin's wedding, the only reason to be in New Haven after everything other reason had to be cancelled, was now only six hours away.

Mixing Messages: CBS To Jericho Fans

On one hand, CBS is doing everything right with Jericho (although seeing a corporation encourage what started as a hip fan-based “Jericho Digg-a-thon” is a bit out of the ordinary). On the other hand, CBS went with an exhibition game featuring the Bills vs. Saints last night.

While there is nothing wrong with that (football is big bucks, even in preseason), it rightfully raised the dander of some fans. The reason? Miscommunication or a lack of communication all together.

When you have several thousand fans promoting a show at a set time every Friday night, they feel kind of silly when their friends call them, e-mail them, or twit them back to ask “What show?” It’s not the first time this week someone noted CBS seems to have two messages…

“We want them to watch at 8 o'clock," Nina Tassler, president of CBS Entertainment, told The New York Times. “And we need them to recruit viewers who are going to watch the broadcast."

“So at the end of the day, as long as I'm getting paid for it, I don't care whether you are watching CSI on CBS at 9 p.m. on Thursday night, on your DVR, if you are getting it on Amazon.com, or CBS.com,” said Les Moonves, CEO of CBS, Inc. to The New Yorker's Ken Auletta three days later. “So once again, the distinction, you are still watching CSI.”

Wow. If that’s true, then Jericho fans have a lot more leverage than I imagined. If that’s true, then Jericho fans are almost certain to have a third season. If that’s true, then “if” seems to be the operative word when it comes to Jericho.

Sometimes people seem unsure about my suggestion to develop consistent messages from a core message system that resonates throughout a company and then outward through various audiences, regardless of the company’s size. But the quotes above provide the reason. CBS cannot be dependent on the Nielsen ratings and free from it at the same time. Can they? And here I thought quantum physics was more likely to be found in Eureka.

There are six days left to enter Copywrite, Ink.'s contribution to consumer-generated Jericho buzz:. The free “Expanded Universe Short Story Competition” entry deadline is Aug. 17.