Archive for November 2nd, 2009

How Beef-Loving Voters Can Get Tofu for President

November 2, 2009

Ken’s Take: This is from my archives – one of my favs.  The original article was inspired by Clinton’s win over elder Bush (the Perot factor), younger Bush’d win over Gore (the Nader factor), and Jesse Ventura’s gov win in Minnesota.

There’s current news in the article since the independent in NJ may allow Corzine to sneak thru, and the Conservative may prevail in NY 23 as the party cadidates split the liberal vote. It’ll be interesting to watch … and (I think), the article is a fun read.

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Excerpted from WSJ:  How Beef-Hungry Voters Can Get Tofu for President, March 14, 2003

Those odd ducks who scrutinize returns, calculate how each additional candidate affects the others’ chances and analyze strategic voting are hard at work. I refer, of course, to mathematicians.

Yes, there is a mathematics of elections.

Research has identified various voting systems world-wide in which, paradoxically, becoming more popular can make a candidate lose, abstaining gives your preferred candidate a better chance, and picking a winner means accepting someone a majority of voters don’t want.

This last paradox characterizes the U.S. system of plurality voting (vote for one; the top vote-getter wins). It works fine when there are two candidates, but with three or more, plurality voting can come up short.

For a democracy, the mathematicians’ most robust result is chilling. “It’s surprisingly difficult to identify a voting system that accurately captures the will of the people”.

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The Election

So as not to inflame passions with current political examples I’ll illustrate his point with food.

You and two colleagues are planning an office party, and the caterer offers chicken, steak or tofu. You poll 17 invitees:

5 people prefer chicken to steak to tofu.

2 people prefer chicken to tofu to steak.

4 people prefer steak to tofu to chicken.

4 people prefer tofu to steak to chicken.

2 people prefer tofu to chicken to steak.

One organizer tallies the ballots by the plurality method, counting only first-place votes. Chicken wins (7 votes), while steak is last (4 votes).

A second organizer uses “approval voting,” in which voters mark all acceptable choices (everyone’s top two choices are acceptable). Now steak wins with 13, tofu gets 12 and chicken is last with 9.

The third organizer uses a point system that gives their first choices 2 points, second choices 1 and last picks 0. Now tofu wins with 18, steak gets 17, chicken 16.

The ‘winner’ changes with the choice of election procedureAn ‘election winner’ could reflect the choice of an election procedure” rather than the will of the people.

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It gets better. Thanks to a mathematical property called nonmonotonicity, in some voting systems, ranking a choice higher can defeat it.

In a plurality-with-runoff system, the two candidates with the most first-place votes face one another in round two.

This time, we invite other departments to our office party, and get this first-round result:

27 prefer chicken to steak to tofu.

42 prefer tofu to chicken to steak.

24 prefer steak to tofu to chicken.

Chicken (27 votes) and tofu (42) reach the runoff. Assuming steak fans maintain their preference and give their second-round votes to tofu, tofu wins the runoff.

That seems fair.

But what if four people in the group of 27 chicken lovers are last-minute converts to vegetarianism and, in round one, prefer tofu to chicken to steak, like the group of 42?

Now steak (24 first-place votes) and tofu (46) make the runoff, in which steak beats tofu 47 to 46. Tofu’s late surge turned its win into a loss.

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Such paradoxes tend to occur under specific but far from unusual circumstances.

With plurality voting, the most common is when two centrists face an extremist. The majority splits its vote between the centrists, allowing the fringe candidate to squeak in. In Minnesota’s 1998 governor’s race, Hubert Humphrey got 28% of the vote, Norm Coleman 34% and Jesse Ventura won with 37%, even though most voters ranked him last.

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Thanks to such outcomes, scientists say what’s most needed is “a way for voters to register their second and third choices … especially in primaries, where there tends to be a large field.” Both a ranking system (give candidates 4, 3, 2 or 1 point) and approval voting accomplish that.

The U.N. chooses a secretary-general by approval voting. “It is particularly appealing in elections with many candidates … If your favorite candidate is a long shot, you can vote for both him and a candidate with a better chance without wasting your vote on the long shot. Approval voting would do a lot to address the problem of presidential-primary victors not being the choice of most voters.” Approval voting could well make more people (especially supporters of long shots) feel their ballot matters.

Still, no system is perfect. As Nobel-winning economist Kenneth Arrow proved mathematically in 1951, no voting system is guaranteed to be free of paradoxes in a race with three or more candidates, except one — a dictatorship.

Why is the White House mad at Edmunds … and not at me ? It’s just not fair !

November 2, 2009

Gotta admit, I’m a  bit hacked off.

This week, Team O turned its Chicago guns on Edmunds.com for reporting that “each vehicle sold with a CARS-program assist actually cost taxpayers more than $24,000”.

Source: The New Ledger, The White House Attacks Edmunds for Reaching Politically Uncomfortable Conclusion on Cash for Clunkers, Oct 30, 2009
http://newledger.com/2009/10/the-white-house-attacks-edmunds-for-reaching-politically-uncomfortable-conclusion-on-cash-for-clunkers/

Why am I hacked?  Because we  were all over this one in the Homa Files more than 2 months ago — on August 18.  (The post and the prove-it link are below.)

Shouldn’t somebody be mad at the HomaFiles, too ?

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Original post: The Homa Files, C4C … here’s the “incremental analysis”, August 18, 2009
https://kenhoma.wordpress.com/2009/08/18/c4c-heres-the-incremental-analysis/

Most reports tout the Cash for Clunkers programs as a runaway success.

In fact, about 250,000 C4C deals were transacted in a week or two – fully utilizing the budgeted $1 billion – at an average rebate of about $4,000.

But …

Marketing promotions should always be evaluated on an incremental basis.  That is, how many sales were induced over and above what would have happened any way.

Car authority J.D. Power and Associates thinks that most of the cars purchased through the C4C program were simply sales that would have happened this year but were pulled ahead a few months. The company thinks that as few as 20% of the cars bought in the program are really new sales to the market. That means that as many as 80% of the cars would have been sold this year anyway. Edmunds.com, which tracks vehicles pricing and buying data, agrees. They say: “when the public thought that the program would cease after the first billion dollars was spent, they rushed to dealerships.By Aug. 20, we could be back to pre-clunker sales levels.”

So what ?

Well, from a marketing analysis perspective, the full cost of a program should be assigned to the incremental sales.  So, the $1 trillion should be allocated across 50,000 incremental car sales (20% times 250,000).  That’s about $20,000 per incremental sale.

Recast, phase 1 of C4C took 250,000 clunkers off the road by, in effect, giving away 50,000 new, more fuel efficient cars.

Worth it?

You decide.

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"Vote for me because my opponent is too fat" … you gotta love NJ politics.

November 2, 2009

TakeAway: Hacking off fat people just isn’t a good idea !

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Excerpted from Chicago Tribune:  Corzine’s Big, Fat Political Mistake, November 1, 2009

The New Jersey governor’s race pits the slim, distance-running, Democratic incumbent Jon Corzine against Republican Chris Christie, who is built for comfort, not for speed.

Corzine ran a TV ad accusing the challenger of “throwing his weight around” to beat traffic tickets, accompanied by footage that did not attempt to conceal Christie’s bulk.

“Mr. Corzine’s campaign is calling attention to his rival’s corpulence in increasingly overt ways,” reported The New York Times a few weeks ago, noting that his “television commercials and Web videos feature unattractive images of Mr. Christie, sometimes shot from the side or backside, highlighting his heft, jowls and double chin.” Meanwhile, Corzine has also made a point of taking part in 5- and 10-kilometer races every chance he gets.

The other day, Christie decided to confront his opponent. No, not by calling him bald, furry-faced and four-eyed, all of which would be understandable retorts. No, he took the high road by daring Corzine to stop the sly digs and say what he’s thinking outright. “If you’re going to do it,” said Christie, “at least man up and say I’m fat.”

By then, though, it had dawned on Corzine that ridiculing excess heft wasn’t good politics — and risked alienating the hordes of voters who are carrying extra pounds.

Nationally, two out of every three adults are overweight or obese — more New Jerseyans look like Christie than look like Corzine, and they probably don’t like being ridiculed by proxy.

Full article:
http://www.realclearpolitics.com/articles/2009/11/01/a_big_fat_political_mistake_98964.html

McKinsey’s “enduring” strategy frameworks … Check this out !

November 2, 2009

McKinsey consultants are in the process of constructing an interactive site with tutorials on core strategic analysis frameworks.

Below is a snapshot of the current “map” of frameworks .. those in green are active; those in blue or black are under development.

To access the site, go to http://tinyurl.com/n75fea

A great resource for current students and alums …

 

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 http://tinyurl.com/n75fea

CPG market tests … experimenting "outside the box".

November 2, 2009

TakeAway: Big test markets are very old school.  Today, test marketing is done through “alternative venues”.

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Innosight, STRATEGY & INNOVATION, Thinking Outside the (Big) Box, September 16, 2009

Market experimentation in CPG often requires thinking “outside the (big) box (store)”.

The results of tests run in alternative channels can offer evidence to support (or refute) launch in the traditional and concept refinement in advance of such a launch.

Further, in many cases these channels can represent not only a venue for experimentation but also an early or alternate form of distribution.

The bottom line? Don’t focus on volume when running experiments.

Rather, focus intently on speed, affordability, connecting directly with consumers, and concept refinement.

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6 out-of-the-box alternatives: the company store, a virtual launch, TV direct response, product sampling services, small retailers and temporary pop shops.

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1. Give It a Spot in the Company Store
Offering a new product internally can enable a good-enough approach across several dimensions (i.e., packaging, messaging). The price tag is cheap, and the testing can happen very quickly. Overall, to get an early read on consumer appetite for a new idea, the company store offers a lot of advantages.

2. Leverage Cyberspace with a Virtual Launch
Want to bypass the retail channel altogether when testing a concept? The Internet enables manufacturers to conduct small-scale launches that do just that by setting up simple websites with order-taking and fulfillment capabilities.

Virtual launches offer a lot of other advantages when testing assumptions around new concepts.

First, such launches enable rapid testing of consumer response to formulation, packaging, and branding
without the crippling cost of a full-scale launch.

Second, such launches can create buzz as they can attract early adopters, bloggers, Twitter and Facebook users, and even the increasing numbers of
mainstream press who are listening to these channels.

Third, manufacturers are able to gather valuable consumer information not possible through traditional channels, including feedback (i.e., comment
boxes, chat boards), purchase behaviors (i.e., trial vs. repeat), and customer characteristics (i.e., location, demographics).

P&G has been very active in its experimentation with virtual launches with products including Crest Whitestrips, Pampers Change ‘N Go, Swash by Tide, and Align GI.

In the case of Crest Whitestrips, a virtual launch on whitestrips.com and in select dental offices generated unexpectedly high sales ($23 million from August 2000 to May 2001) and led to an acceleration of the retail launch timeline.

3. Reach for the TV Waves with Direct Response
Along the same lines as the virtual launch, television can offer a unique placement opportunity for manufacturers seeking input on product, pricing, trial/repeat, marketing, messaging, and a host of other product dimensions.

These channels are typically most applicable for more complex or new-to-market products benefiting from such a high-touch sales model.

The two most common alternatives are home shopping networks (i.e., QVC) and infomercials.

Home shopping networks offer a captive audience, live product demonstration, and rich data analytics. This combination enables rapid iteration of messaging based on near real-time sales data.

QVC, for example, boasts an 80+ million household audience to its 24/7 storefront.

Infomercials offer similar advantages to home shopping networks, with a twist.

First, longer formats make them even more applicable for complicated sales models (i.e., devices, new platforms of products, new categories).

Second, higher investment costs in the form of production make them more appropriate for later-stage tests versus a home shopping placement.

Infomercials have also served as stepping stones for many products that have gone on to reach broader audiences. Looking for examples? Think of products like OxiClean (now distributed broadly in FDM channels, and Proactiv available online and through kiosks.

4. Consider Sampling Services
Sampling services often cater to early adopters seeking the newest products on the market. While these solutions do not offer insight on pricing or at-the-shelf behavior, they do offer manufacturers the opportunity to glean valuable early perspectives on certain dimensions (i.e., formulation, packaging, marketing) before a product is ready for the mass market.

Other advantages of such services include being quick to launch, having built-in consumer bases, and incorporating a feedback protocol.

5. Remember that Good Things Come in Small Boxes
Sometimes a more traditional shelf setting is required. In these types of situations, small independent retail outlets can provide a great alternative for under
the radar testing of new products.

For personal care products, spas and salons can provide very relevant data points.

For food products, self-serve restaurants, gourmet stores, or health food stores are a good bet.

For beverages, bodegas or self-serve restaurants get the job done.

All of these settings can provide consumer insights similar to the traditional channel shelf in a smaller scale experiment, often with the added advantage of providing feedback from the proprietor or salesperson.

6.Get Focus Fast with a Pop-Up Shop
Have a defined sense of your foothold consumer but unsure if the concept will resonate?

Setting up a “pop-up shop” in close proximity of your target audience can quickly provide valuable insights at a low price tag.

Think broadly and you’ll surely find that appropriate venues can be found for almost all consumer segments.

Interested in college kids? Try a university campus or bookstore.

Aiming at athletes? Outside a gym might be a good bet.

Have your sights on parents of young kids? A community fair will surely provide a captive audience.

Urban youth? Hit the local basketball courts.

Another twist on the physical pop-shop is to leverage a vending kiosk or a mobile truck offering.

A recent, interesting example of this type of approach is the Coke Freestyle beverage dispenser. Through this novel vending machine, Coke is able to offer over 100 different varieties of beverages (i.e., soda, tea, juice and water) by combining different “micro-doses” from about 30 cartridges in the machine.

Yes, the concept offers mass customization and drives much greater choice for the consumer. Beyond that, however, the machine offers Coke the opportunity to experiment with different flavors and beverages and to get instant feedback on consumer uptake by geography through RFID technology
present on the cartridge.

This type of vending experiment offers enormous cost savings versus the traditional approach of testing a concept by bottling and pushing through the traditional distribution channel to separate winners from losers.
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Full article:
http://www.innosight.com/innovation_resources/article.html?id=843

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