Tag Archives: marketing

Patsy Sumner and Andrea Brendis

June 19, 2017 by

This sponsored content appears in the Winter 2017 edition of B2B. To view, click here: https://issuu.com/omahapublications/docs/b2b_0217_125/56

Today’s consumers are bombarded with marketing messages every waking moment. These messages come from traditional mediums such as print, TV, radio, and billboard advertising as well as internet-driven digital and social media options that are increasing exponentially. Businesses that will survive and thrive in this rapidly changing environment are the businesses that take steps to make certain that their message isn’t just white noise.

Creating the perfect message is only part of the marketing challenge. In order to drive results, brands need to deliver that message to the right people. This raises questions. Who are those people? Where do you find them? How do you choose the best possibilities on a fixed budget? For any media question, MediaSpark is the answer.

MediaSpark can discover your best audience. Then, they can tell you where to place your message so that the audience can discover you. Most importantly, MediaSpark can measure your results on an ongoing basis to ensure that your message remains current and effective for your unique audience.

Patsy Sumner founded MediaSpark after almost 20 years of corporate marketing and branding experience. She has designed and launched many multifaceted national media campaigns. Not only does she have an excellent grasp of traditional approaches, she is well versed and connected in the new and developing arenas of digital and social media. Patsy specializes in media strategy to maximize your media budget. And, she makes sure that you understand your results helping you to keep your messaging on track.

Andrea Brendis previously represented a national media agency where she gained experience with local, regional, and national media markets. She understands the best possible way to get the most targeted messaging out of any size media budget. She coordinates the performance of integrated media campaigns with her sharp negotiation skills and her relentless attention to client service.

Not only do these ladies have impressive individual backgrounds—they are a real live sister act. MediaSpark clients can be assured of a unique blend of competitive spirit and camaraderie that comes from working with two powerful women who have been “working” together for over 35 years. Their clients find this partnership refreshing in today’s environment of virtual relationships. 

And, if all of that is not enough, these two were born and raised in Omaha and are genuinely committed to the community. Patsy serves on the Children’s Hospital & Medical Center Friends Board and Andrea is a Scrubs Ambassador. They are also involved in a number of other charitable endeavors, including The Aksarben Coronation Ball and Scholarship Fund, Angels Among Us, and The Girl Scouts of America.

There is no doubt—you want these sisters on your team. They are a win/win proposition in every sense of the word. They would love to buy you a cup of coffee, listen to your needs, and explore the possibilities.

P.O. Box 540965
Omaha, NE 68154
402.980.1688
themediaspark.com

Design Needs Language Needs Design

May 20, 2017 by

In 2009, filmmaker Doug Pray released Art & Copy, a feature-length documentary that, according to IMDb, aimed to reveal “the work and wisdom of some of the most influential advertising creatives of our time.” Having watched the film on multiple occasions over the years (it pops up periodically on Netflix), I can endorse that description. Even if the names Lee Clow, George Lois, Mary Wells, Dan Wieden, or Hal Riney (to cite a few) mean nothing to you, their stories of turning insights into ideas and ideas into brand- and pop-culture-defining work should be required viewing for anyone involved in marketing. But of all the interesting nuggets one can glean from this movie, one of the most important is hiding in plain sight in the title. I’m speaking, naturally, of the ampersand.

The phrase “art & copy” is not unique to this film’s title. It’s been applied to the two main components of the creative side of advertising for decades: the art (what you see) and the copy (what you read or hear). It also refers to the duos charged with creating all of those hopefully persuasive messages—the teams of copywriters and art directors that first became standard operating procedure at Doyle, Dane, Bernbach in the 1960s. The importance of the ampersand lies in its brief, blunt affirmation that it takes both design and language to create an effective ad. It is not “art or copy,” “art over copy,” or “art instead of copy.”

In a piece of work’s final form, the split between art & copy is, of course, rarely 50-50. That’s natural. Some campaigns rely more on clever wordplay or provocative statements, while others let the design and art direction carry more weight. In the industry at large, the fondness for one over the other tends to be cyclical. Some decades see a renaissance of the written word, only to be followed by a resurgence of the visual.

We find ourselves in an image-driven era. Partly due to the cycle described above, and partly due to the rise of mobile platforms and their associated apps such as Instagram, Snapchat, and whatever has taken the lead in livestreaming. Which is all well and good up to a point. As long as we don’t forget that ampersand. Enticing visuals without narrative—whether in literal copy/dialogue or in a piece’s underlying narrative structure—tend to lack weight. Their impact is alluring for the moment, but their message is forgotten the moment someone swipes “next,” turns the page, or clicks “skip ad.”

We live in a world where good design is all around us, and great design isn’t difficult to find. Not just in marketing, but also in products, publishing, architecture, and even food. (There’s still plenty of hideous design, by the way, so let us not grow complacent in fighting the proliferation of mediocrity.) But how much of that design is just proverbial lipstick on a pig instead of an indication of substance? Once your eye moves beyond the well-composed, shallow-depth-of-field shot to the accompanying text, is the message enhanced, the brand uplifted, and your curiosity piqued? Or do you wonder why it incongruently sounds like a Buzzfeed listicle only less clever? If so, it’s because the design is either dancing alone, or with an oaf of a partner.

It is not enough to merely look good. Because as soon as you, as a brand, open your pretty mouth, you will sound dumb, boring, or indistinguishable from the herd—akin to saying, “just do something” instead of “just do it.” Nor is it enough to merely sound smart (well, aside from radio), as few want to pay initial attention to the visually cluttered or cliché. No. It takes both design & language—rooted in truth, expressed in interesting, relevant ways—to create advertising worthy of its purpose.

No ifs. No buts. Yet always with an &.

Jason Fox is a freelance creative director and writer. He can be found at jasonfox.net and adsavior.com.

This column was printed in the Summer 2017 edition of B2B.

Professional Pets

May 3, 2017 by
Photography by Bill Sitzmann

Some of the names spoken about at the marketing firm Envoy might seem unorthodox: Adam, Steve, Stella … and Butter? These names don’t belong to people, but to a pair of Devon rex cats, a French bulldog/pug, and a mini goldendoodle. Dentists have kept tropical aquariums in their waiting rooms for generations, but expanding a workplace’s pet-tential is far more common than that.

Penny Hatchell and Kathy Broniecki have owned Envoy for 13 years, producing materials for clients as varied as Hiland Dairy, Boys Town, and Max I. Walker Cleaners. The decision to allow pets in the office came from the desire to create a flexible and welcoming work environment: “We love to come to work, and we want our employees to come to work,” Broniecki explains. The decision seems to be working for them: “There’s a much greater overall wellness to the office—our quality and productivity has improved, and it keeps things light.”

Kathy Broniecki’s French bulldog/pug, Stella, comes to the office daily.

The animals are great for keeping employees happy, or helping employees who have a bad day cheer up.

“This has been studied and we can see that animals have value in emotional therapy, or to be assistant animals in places like nursing homes,” says Teresa T. Freeman, a therapist in Omaha. “They have noticed a positive effect in studies pets have on people in isolated situations to help boost their mood, wellness, and even improve physiology—things like heart rate, blood pressure, and other stress responses.”

The cats were rescued and considered part of Envoy, while the dogs and a hedgehog are others’ personal pets.

Broniecki says the company is reasonable about how having pets around can affect productivity, too: “It’s natural to get distracted at work, and focusing too hard can just make things worse. Getting by distracted by the pets is a much more positive outlet than other options,” Broniecki says.

Perhaps the greatest boon to Envoy has been the camaraderie the animals’ presence has built. “One stormy day,” Broniecki says, “Adam the cat went missing. It became an all-hands-on- deck situation in that moment trying to find him.” Everyone keeps treats on their desks for them, and when the dogs arrive in the morning, they make sure to greet every employee first thing, desk by desk. Hatchell, who takes the cats home with her when the day is over, adds: “even over the holidays, I’ll get texts asking how they’re doing, and even requesting pics.”

That camaraderie is a common bond between employees and furry friends, and can be a way to connect with shyer clients or new staff members.

“It breaks down barriers,” Freeman says. “People may not be comfortable with where they’re at emotionally, or isolated.”

Envoy’s office cat Adam, is a rescue cat.

Envoy is not alone in enjoying the pet perks. At J.A. McCoy CPA (located off 90th and Maple streets) Julie McCoy, in partnership with her rescue dog JoJo, tackles that lightning rod of stressful situations—taxes. McCoy has kept a dog at work since day one of starting her firm. “We work a lot of long hours, and dealing with taxes and estates is often not a fun experience. But with JoJo here, people look forward to coming in,” she says. Like at Envoy, McCoy has seen the same positive influence in her office: “Clients love it–we get a lot of business by word of mouth because of JoJo.” And of course, employees are encouraged to have play time. “We’re doing stuff that requires a lot of concentration, so it’s good to have a break.”

Pam Wiese, V.P. of public relations for the Nebraska Humane Society, also believes that having pets in the office can do wonders to reduce stress. “Focusing on something that isn’t another person, like the nurturing qualities of animals, can help calm people down.” Pets, she says, provide an element of levity that certainly has value in defusing tense work scenarios. She brings her own dog to work every day, but cats, fish, and even critters can all contribute. “We once had a bearded dragon here in the office. He’d sit out on his rock and sunbathe while people came to visit him over their lunches,” Wiese says. Though the NHS has not made any concerted push to get animals into offices, they have had their share of interested parties looking to adopt. “We’re happy to work with people to find an animal for them,” she says, “as long as it’s an appropriate situation.”

There are certainly many factors to weigh before introducing a pet into your own office. “Animals need to be comfortable,” Weise says. If the conditions aren’t safe or comforting for the pet, that opens up the opportunity for additional problems, like becoming loud or aggressive. If you’re going to have a pet, they will need to have their own private space and occasionally training to cope with many active people surrounding them. There’s also the human factor to consider: not everyone is an animal lover. “You’ll need to be considerate of the phobias, allergies, and even prejudices of the people passing through your workplace.”

McCoy, Broniecki, and Hatchell were all able to speak to experiences with clients that turned sour because of their furry compatriots, but also noted that they were few and far between. “Only one client of ours didn’t want to come to the office because we had cats,” Hatchell explains. Similarly, McCoy shared that she did have clients with phobias: “We always try to be upfront and communicate ahead we’re a pet-friendly office. When a client comes in that has trouble with that, we make sure JoJo stays in her ‘office’ [and she does have an office, nameplate and all].”

Regardless, they were each in confident agreement: their pawed pals have been a big plus for their businesses.

Nora belongs to Amy Goldyn.

This article was printed in the Spring 2017 edition of B2B.

The Brand Brief

February 23, 2017 by

I have good news and bad news. The good news is that greatness is a state of mind. The bad news is that others’ minds decide your state. As with many things in life, this is true for people as well as brands. A brand is, in its most basic description, what people believe, feel, and think about a company. Companies like to think that their brand (or “brand image” if you’re old school) is whatever they’re currently telling the public it is. Which is rare. However, that is the goal. Because when what people think of you matches up with what you claim to be, you’ve hit the branding bull’s-eye.

Great branding is built on a solid foundation. This foundation is commonly referred to as a “brand platform.” Used correctly, a brand platform can act as a launching pad for your branding efforts. Conversely, it may resemble the 10-meter Olympic diving platform, except, instead of water, the pool is filled with buy-one-get-five coupons that cause financial ruin and death by a thousand paper cuts.

A brand platform defines who you are as a company in a way that everyone in the organization can understand—even Chuck in H.R.—by codifying beliefs into a framework that doesn’t change with the shifting winds of accounts receivable. The platform becomes the guiding document in how you speak about the brand and how the brand acts. It is no use marketing something and then failing to live up to those promises operationally when people finally find time to “act now.”

There is no standard template for a brand platform. Most advertising agencies that deal in branding have developed their own process and format. I prefer a classic format that defines a brand purpose (why you exist beyond making money or even your current product), brand position (who you are relative to your competition and audience), brand personality (five or six adjectives, none of which are “sleepy”), and brand affiliation (the type of people your brand wants to attract). Feel free to Google these terms. Other platforms include brand archetypes or variations on all of the above. The important thing is that the platform brings clarity, unity, and direction. So beware the agency attempting to sell you a process that they themselves don’t seem to fully understand—just because it comes with a cool infographic doesn’t make it actionable.

I do not recommend trying to create a brand platform on your own. Anyone inside the company is too close to the situation to be completely objective. Nonetheless, you should be actively involved in the process. An agency that insists on doing everything themselves before delivering a final document fait accompli is probably doing a lot of finding and replacing on a platform they first wrote in 1998.

Once your platform is in place, use it. This is not as obvious as you would think. Weigh marketing decisions against it. Use it to filter operational objectives. Spread it throughout the company so that when an employee gets asked about where they work, they give an accurate answer. Eventually, because branding is a long game, your brand will be cohesive and consistent. And all your marketing will automatically be strategic in tone and message (and media, too, if you’re paying attention).

You will still need to decide on creative directions and tactics, of course, but you won’t have to do the heavy lifting of figuring out foundational principles every time you write a new tweet. Because you will know who you are. And, more importantly, customers current and potential will, too.

Jason Fox is a freelance creative director and writer. He can be found at jasonfox.net and adsavior.com.

This article was printed in the Spring 2017 edition of B2B.

Joan Neuhaus

December 27, 2016 by
Photography by Keith Binder

“A good education is critical, but a lot of it is learning as you go and moving into opportunities as they present themselves,” she says. “If someone had said, ‘do you know how to conduct strategic planning?’ I would have said, ‘No. But I am eager to learn and willing to do my best. So let’s give it a shot.’”

-Joan Neuhaus

 Joan Neuhaus didn’t set out to become a health care executive after graduating with bachelor’s and master’s degrees from Creighton University in the early 1980s. But when she landed a marketing position at Bergan Mercy Hospital, she quickly discovered she had an affinity and passion for the health care industry and its chief mission—helping people.

“I have been with CHI Health or one of its legacy organizations (such as Bergan Mercy) for 31 years,” the Omaha native says. “It has been a tremendous opportunity to work with an operation whose values mirror my own.”

These values run deeper than the typical business values of honesty, integrity, and hard work, says Neuhaus, now a senior vice president and the chief operating officer for CHI Health. CHI values, she says, create a healing environment that’s faithful to the ministry of Jesus Christ.

“It’s respect for the dignity of every person, treating every patient as an individual and respecting their choices, positions, and background. Having that value set and coming to an organization that respects and preserves that in every interaction has been very powerful for me.”

Enabling Connections
As CHI Health’s COO, Neuhaus manages the operations of 15 hospitals, lines of health care services outside of hospitals, and 7,000 to 8,000 of the health care organization’s 12,000 employees. That awesome responsibility requires a strong leadership philosophy that ensures the best-possible health care for patients while achieving the organization’s financial goals.

In complex organizations such as CHI, leadership is about mobilizing employees to take on tough problems, she says, tapping employees’ intelligence and other talents.

“My role is as an enabler. I make the connections between the parts of the organization that need to come together to figure out a problem,” she says. “It’s messy; it’s a little chaotic. It’s trusting that you have the right people in place and that you connect the right people to the right people.”

The key, Neuhaus says, is to just set the direction and not micromanage. Leaders need to give people clear direction and then let them go to work.

Take Risks, Always Learn
As a woman, hurdles must be overcome to reach the executive suite. After all, that’s why the phrase “glass ceiling” was coined.

Neuhaus offers simple recommendations for leadership success: eagerly take on new opportunities, deal with conflict productively, read and learn as much as you can, and most importantly, focus on building relationships every step of the way.

“A good education is critical, but a lot of it is learning as you go and moving into opportunities as they present themselves,” she says. “If someone had said, ‘do you know how to conduct planning?’ I would have said, ‘No. But I am eager to learn and willing to do my best. So let’s give it a shot.’”

It’s the advice Neuhaus and her husband give their 30-year-old daughter.

“Take some risks, take some initiative in areas you might not be comfortable with, and develop the relationships you need to be successful,” Neuhaus says. “Life is not a solo sport.”

Visit chihealth.com for more information.

Joan Neuhaus

Joan Neuhaus

The Golden Rule of Marketing

December 20, 2016 by

There is no shortage of bad marketing to lampoon, nor is just a small amount of it targeted at women. When writing this column, I worried that some readers (not you, of course) might take my attempted satire seriously—seeing it at best as a middle-aged white guy mansplaining the finer points of selling to the gender that is not his own; or, at worst, a guide worth following. Besides, if I can’t end with the literary equivalent of Slim Pickens riding off into the nuclear sunset atop an H-bomb, what’s the point?

Nonetheless, as the Brand Brief is geared—however dubiously—towards offering helpful advice for my fellow marketers, I will attempt to shed some light on advertising to women. All I ask is that you please read the entire piece before tweeting me a stink eye GIF or Willy Wonka meme. Thank you.

The foundation of any successful advertising campaign, to women or otherwise, is what I call the Golden Rule of Marketing. I call it that because it’s a wholesale appropriation of the Golden Rule found in Matthew 7:12 and formerly taught in kindergarten before the New Math confused society’s collective moral compass or something. In this case, the Golden Rule of Marketing is defined as “market unto others as you would have them market unto you.”

The beauty of this purloined proverb is that, when followed, one avoids committing any number of marketing sins. Do you want to be shouted at? Then don’t shout at the consumer. Do you want to watch a boring ad? Then don’t create boring ads. Do you want more spam? Then go forth and spam not.

Applied to the specific task of marketing to women, the Golden Rule of Marketing actually keeps it more generalized, forcing you, the marketer, to consider your audience not as a collective group sporting double-X chromosomes, but as individual human beings. Like, I assume, you are. Treat women like the people they are and not the bottomless pool of profits you hope them to be.

Of course, we see painful violations of this spread throughout the advertising landscape. Often, this involves a headline that sounds like it came from Oprah’s third cousin thrice removed. And unless you really are The Oprah, calling someone “girlfriend” while marketing wrinkle-free business attire just doesn’t ring true. In fact, it signals that your brand isn’t strong enough to have a real personality of its own and, instead, is content to glom onto an individual’s or subgroup’s cultural cachet in hopes that it rubs off on your company in a lucrative way. Which it won’t.

Having written for companies whose target customers were either mainly women (Walmart) or almost exclusively women (Beauty Brands), I can guarantee you that no one ever gets upset at or tunes out from messages that are smart, interesting, and focused on solving a problem or fulfilling a desire. It’s the awkward, tone-deaf sucking up that does you in.

Today, we live in an increasingly fractious and fractured society. One in which, from a marketing perspective, it is easy to assume every sub-niche of an already divvied-up demographic demands a certain level of magic “ingratiation” dust to be successful. But while we should always strive to know our customers and relate to them on their own terms, we would be wise to always think of them as people first and purchasers 143rd.

Do that, and your marketing to women or men or millennials or boomers or Oprah groupies has a much, much better chance of being golden.

Jason Fox is the founder of AdSavior.net and the chin behind @leeclowsbeard.

Jason Fox is the founder of AdSavior.net and the chin behind @leeclowsbeard.

Talking Passion, Public Relations, Purpose

May 25, 2014 by
Photography by Bill Sitzmann

From working on her parents’ farm to raising a young family while building a business, Linda Lovgren, President and CEO of Lovgren Marketing Group, is no stranger to hard work. Lovgren started her career as a copywriter and producer at Omaha radio station KRCB before moving to a small advertising agency. Several years later, with a new baby, the support of several clients, and a Creighton University intern, Lovgren decided to go into business for herself.

“My mom and dad always said go after whatever it is that you want to do,” says Lovgren. “And I think to some extent that attitude permeated a lot of my thinking in terms of if you don’t try it, you’ll never know if you could’ve done it, number one. And, number two, it would be better to be making tracks on the trail than to be following tracks on the trail. I think it was that seed they planted that made me feel like I could try everything. If it didn’t work or I failed, that was okay too. What did I learn from it? How would I change things? That philosophy has definitely influenced me as a business owner.”

“We kind of laugh about it, but Linda always looks at the glass half full,” says Lovgren Advertising Business Accounting Manager Donna Maxey. “Even if there’s a bump in the road—let’s say something is happening with a client—she doesn’t look at the negative side. She’s always looking for the bright spot and somehow pulls it off. She’s very energetic,” Maxey smiles. “She just goes for it.”

Lovgren likes that her work keeps her life exciting. “I really enjoy having a challenge, and finding a solution to that challenge,” she says. “I enjoy getting up every day because no two days are ever the same. And generally by 10 o’clock, the day I had planned isn’t the same. I enjoy
that flexibility.”

That knack for flexibility and desire to explore new opportunities has served Lovgren well. She’s found great success and satisfaction carving out a niche working on government affairs and election campaigns.

Lovgren says she’s especially proud of the work she did on the bond issue for the Omaha convention center and arena, now the CenturyLink Center Omaha. “I think it made a very big difference in Omaha on a lot of levels. It provided more entertainment and economic development,” she explains. “I’m passionate about the idea that what we can do to help our clients will help the bigger community be a great place to work and raise a family. And to grow a business.”

Lovgren also played a role in helping to bring the National Space Symposium to Omaha in 2003. It was among the first major international meetings held here, she says. Lovgren’s career was flying high. That same year she was elected as the first chairwoman of the Omaha Chamber Board of Directors. “That was a very exciting year to learn the inner workings of the city and the many, many things that go on to make this city great.”

Another highlight came in 2012 when Lovgren was named to the Omaha Business Hall of Fame.
She attributes a central part of her success to surrounding herself with the right people. “I think the best advice I’ve gotten over the years  is to do what I do best and surround myself with people who complement those skills. No one can know how to do everything,” Lovgren says. “I learned that lesson extremely early on, and I’m glad I did.”

Networking has been an important factor, too. “It’s a really vital part of growing,” Lovgren explains. “You have to find the business. It doesn’t come to you just because you have a name on the door. All of the networking and the decisions you make about how you want to spend your time are really important in determining how that business will grow.”

Her attention to relationships doesn’t go unnoticed, says Ann Pederson, Director of Public Relations at Lovgren Marketing Group. “Linda works very hard to build and then maintain excellent relationships in developing strong, long-lasting friendships,” Pederson says. “That speaks very highly of her as an individual.”

Outside of her office, Lovgren has a long history of involvement in professional and civic organizations. She was appointed to the Nebraska State Fair board when the event moved from Lincoln to Grand Island. She’s been heavily involved in education-related causes and currently serves on the Partnership for Kids board.

Lovgren also started a non-profit that combines her passion for making a difference with one of her favorite hobbies—fly fishing. She founded the Nebraska chapter of Casting for Recovery in 2011. The organization takes breast cancer survivors on an all-expenses-paid fly-fishing trip on the Snake River outside of Valentine, Neb.

“It really makes everything worthwhile to know that you’ve made a difference.”

That drive to make a difference is the key to Lovgren’s success, she says. “If you’re passionate and you love doing it, it will make you happy,” she says. “And if it makes you happy, you will be even better at it. I think that’s so true. When your whole heart is in it, you can overcome a lot of adversity and a lot of challenges.”

Marketing Ethics

April 17, 2014 by

When Jim moved his business in the fall of 2010 from Lincoln to Omaha, he encountered a pricing problem. The cost of his services in Lincoln didn’t suit the Omaha market.

At least that was one explanation for why Jim wasn’t getting the accounts he had planned. How could Jim determine the market price for his services before he lost too many sales and crippled his business?

A colleague of Jim’s recommended a strategy: Have two or three friends who work in Omaha businesses call Jim’s competitors. Ask them to submit proposals for their services. Once the friends acquire the proposals, they tell the competitors “thank you” and inform them that they didn’t get the bid.  In this way, the friends, who didn’t want the services anyway, are in the clear, and can give the proposals to Jim to study for pricing information.

“Everyone does this,” the colleague said. “It’s an easy way to determine market price for products or services.”

Would a marketing professional recommend such a strategy? While “easy” and “efficient” are appropriate decision rules in business, they are not synonymous with ethics.

Many marketing professionals subscribe to the American Marketing Association’s Code of Ethics. The Code was created to help them remember that reputation and trust can be destroyed when they only focus on the easy way and forget to consider honesty and harm.

Codes of ethics can help business people overcome obstacles to ethical decision making. One of the obstacles is not identifying all relevant stakeholders and the impact of our actions on them (Werhane, et. al., 2013).

In the previous case, we often forget the competitors. However, think of the Golden Rule. Putting ourselves in their shoes, we realize that none of us likes wasting our time. They are harmed because they go through the work of preparing bids that have absolutely no chance of being accepted….time and expertise that they can use to really get business.

In addition, we might not recognize the impact on our friends. We are asking them to use their businesses in dishonest ways.  None of us would like to have our businesses or reputations treated in this way.

Bounded awareness is one reason we don’t identify all relevant stakeholders and the impact on them. Bounded awareness is a pattern of thinking that prevents us from noticing relevant data (Gino, Moore, and Bazerman, 2009). It can be a good psychological mechanism because it can help us survive. But bounded awareness also has ethical implications when relevant or useful data is missed and poor choices are made based on incomplete information.

Is there a remedy for the kind of bounded thinking that leads to bad marketing strategies?

Yes, and the remedy is practice.

We need to practice exercising our moral imaginations. When making a marketing decision, take the time to systematically identify all stakeholders and imagine the consequences for them when one alternative is played out, then another, and another. Start the practice by listing options and stakeholders on paper until the mental process becomes second nature. In this way, we strengthen our moral muscle and do a better job balancing the easy and efficient actions with the honest and less harmful ones.

 

Beverly Kracher, Ph.D.

Daugherty Chair in Business Ethics & Society

Executive Director, Business Ethics Alliance

College of Business

Creighton University

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The Tavern

March 13, 2014 by
Photography by Bill Sitzmann

Before September, potential patrons looking to get a drink might have stopped just short of The Tavern—not realizing that a bar was down the street. However, after a few renovations and a name change, patrons can now clearly see the updated bar.

Formerly The Old Market Tavern, the bar has changed more than just its name since David Kerr and Dave Haverkamp purchased it in July. One of the most unique changes is the addition of a 105-year-old Brunswick bar.

“It was in the Muehlebach Hotel, and Elvis Presley, the Beatles, and every president from when it was installed until Ronald Reagan stayed at that hotel when they were in Kansas City, so you have to assume that many of them probably sat down at that bar,” Haverkamp says.

Still, the addition of the historic bar was only part of the changes the duo made. In a whirlwind six days, Kerr and Haverkamp closed down the bar to begin renovations that included getting rid of a platform that split the bar in half lengthways, creating a congested area for guests trying to get a drink.

“We had the floor redone as well,” Kerr says, “and we brought in church pews as a part of the furnishings, and we took a wall down as well in the back. It was like a small dart room, so we knocked that wall down, and we renovated the bathrooms as well. It was a diet of pizza and Red Bull just to get through the six days, but it was good.”

Kerr, who has a background in both hospitality and marketing, also decided to light the awning outside and revamp The Tavern’s logo to give the bar a more modern feel. Kerr added a colored, flashing LED light above the logo as well so that patrons can see the bar from 10th Street.

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Both Kerr and Haverkamp took a bartending class in South Beach to revamp their bartending skills. They usually bartend once or twice a week now at The Tavern, but bartending or not, they’re at the bar every day talking to customers. They claim it’s their favorite part of the day. Both owners are proud of their famous Moscow Mule and hope to add more specialty cocktails and perhaps even a food menu. But they’re most excited about the Scottish soda-infused cocktails.

“There’s a soda from Scotland which outsells Coca-Cola, and I’ve had that shipped over from Scotland,” Kerr says, “so we can actually start using it in cocktails. You can’t miss it. It’s bright orange.”

When Kerr and Haverkamp bought The Tavern last July, they ran the bar the way it was for two months to learn about the customers and to get a feel for what changes needed to be made. One result of this observation period was to change the name only slightly from The Old Market Tavern to simply The Tavern. “The reason why we didn’t completely change the name is because we really want this to be kind of a local place to go. That’s how we envisioned it,” Haverkamp says. “Yeah, it’s a neighborhood bar, but we wanted it to be homey. But the products are good, and the cocktails are good, and you know…we offer something a little bit different,” Kerr says.