Via HarvardBusiness.org
Apple is famous for not engaging in the focus-grouping that defines most business product and marketing strategy. Which is partly why Apples products and advertising are so insanely great. They have the courage of their own convictions, instead of the opinions of everyone else's whims. On the subject, Steve Jobs loves to quote Henry Ford who once said that if he had asked people what they wanted they would have said "a faster horse."
Focus groups are all about reference points. Make it more like this, less like that. Whether it's business, social business, or charity, breakthroughs are defined by the absence of reference points, and leadership is defined by the courage to leave all of the reference points behind.
That's why it's so rare.
In 1993 my company created the first multiday charitable event that required a four-figure minimum pledge. It created what has become a $250 million a year industry — and that's counting only the fundraising. That first event was called California AIDSRide. The offer was simple: Ride your bike for seven days and 600 miles from San Francisco to Los Angeles, sleep in a tent each night, and raise a minimum of $2,000 for the privilege. If we had ever focus-grouped, the event would never have gone forward. The number of people, even in our target, who were prepared to say "yes" to the proposition on the basis of the proposition alone was less than one in a hundred. Maybe less than one in a thousand. If we had done five focus groups of 20 people each, we would have found one person — maybe — who would have said yes. And that would have been the end of it. Or the idea's demise could have been slow suffocation: We would have found plenty of people who'd have said, "I'd do it if you reduce it to a one-day ride," or "I'd do it if I could raise whatever amount I want," or "I'd do it if I could go on one a leg of the trip." Basically, I'll do it if you transform the bold idea you came in here with into something I'm more comfortable and familiar with.
So we never focus-grouped it. Instead, we went out and told people we were doing it and invited them to come. There's a profound difference between asking people what they think of an idea in the abstract versus telling them, "Here it is." The former is following, the latter is leading. People respond to leadership.
They say that the medium is the message. A focus group is a medium. And it lacks the magic of commitment. A full-page ad in the Los Angeles times that says, This Is It, is a message in and of itself. And it's loaded with commitment. You'll never find out the existential truth about anything — a product, service, or anything else — by sending the wrong message. It's the difference between "Will you marry me?" and "I'm trying to decide whether or not to marry you on the basis of whether or not you will say yes to me. I'm not really asking you, but what would you say if I did, hypothetically?
Imagine if they focus-grouped the iPhone:
"Can't you have a physical keyboard that slides out of the back, like all of the other phones?"
Imagine if they focus-grouped Disneyland:
"Can't you make it so I can see everything in a day?"
Imagine if the focus-grouped the Apollo program:
"I think the goal should be 20 years instead of 10."
Imagine if they focus-grouped any of the things that really inspire us. Imagine if they put all of the comfortable reference points back in for us.
Take people to the places where there are no reference points, and leave the focus groups — and the competition — behind.
Focus groups are all about reference points. Make it more like this, less like that. Whether it's business, social business, or charity, breakthroughs are defined by the absence of reference points, and leadership is defined by the courage to leave all of the reference points behind.
That's why it's so rare.
In 1993 my company created the first multiday charitable event that required a four-figure minimum pledge. It created what has become a $250 million a year industry — and that's counting only the fundraising. That first event was called California AIDSRide. The offer was simple: Ride your bike for seven days and 600 miles from San Francisco to Los Angeles, sleep in a tent each night, and raise a minimum of $2,000 for the privilege. If we had ever focus-grouped, the event would never have gone forward. The number of people, even in our target, who were prepared to say "yes" to the proposition on the basis of the proposition alone was less than one in a hundred. Maybe less than one in a thousand. If we had done five focus groups of 20 people each, we would have found one person — maybe — who would have said yes. And that would have been the end of it. Or the idea's demise could have been slow suffocation: We would have found plenty of people who'd have said, "I'd do it if you reduce it to a one-day ride," or "I'd do it if I could raise whatever amount I want," or "I'd do it if I could go on one a leg of the trip." Basically, I'll do it if you transform the bold idea you came in here with into something I'm more comfortable and familiar with.
So we never focus-grouped it. Instead, we went out and told people we were doing it and invited them to come. There's a profound difference between asking people what they think of an idea in the abstract versus telling them, "Here it is." The former is following, the latter is leading. People respond to leadership.
They say that the medium is the message. A focus group is a medium. And it lacks the magic of commitment. A full-page ad in the Los Angeles times that says, This Is It, is a message in and of itself. And it's loaded with commitment. You'll never find out the existential truth about anything — a product, service, or anything else — by sending the wrong message. It's the difference between "Will you marry me?" and "I'm trying to decide whether or not to marry you on the basis of whether or not you will say yes to me. I'm not really asking you, but what would you say if I did, hypothetically?
Imagine if they focus-grouped the iPhone:
"Can't you have a physical keyboard that slides out of the back, like all of the other phones?"
Imagine if they focus-grouped Disneyland:
"Can't you make it so I can see everything in a day?"
Imagine if the focus-grouped the Apollo program:
"I think the goal should be 20 years instead of 10."
Imagine if they focus-grouped any of the things that really inspire us. Imagine if they put all of the comfortable reference points back in for us.
Take people to the places where there are no reference points, and leave the focus groups — and the competition — behind.
The rounded piece – or roundel – was developed in 1996 as an icon to increase Reuters visibility on computer and TV monitors, and as a way to brand the company’s on-screen services using far less space.
