Why not anything and everything?

Two weeks ago the product marketing director at my company made a comment that echoed around in my head ever since. We were in a conversation about how to increase the effectiveness of our online sales resource.

I suggested a couple of alternatives and then there was a silent moment. He finally asked, “Why not anything and everything?”

I didn’t have a good answer. He was right. Why not anything and everything?

The adoption rate for social media and the Internet of things isn’t the same across the marketplace, generations or the corporate hierarchy. If we just look to ‘modern’ means to reach people, we’ll miss those who either aren’t on board or don’t find inspiration online.

We need to constantly try new ways but don’t abandon the old until we’re sure the effectiveness doesn’t ‘measure up’. That means always testing for what makes sense and doesn’t. I can do that.



Categories: Marketing

Author:Chris Taylor

Reimagining the way work is done through big data, analytics, and event processing. There's no end to what we can change and improve. I wear myself out...

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2 Comments on “Why not anything and everything?”

  1. August 20, 2012 at 7:09 am #


    This is a issue we discuss quite a bit internally, too, and I lean towards the position where you guys ended up. You can’t always abandon the old ways completely in lieu of the new ways in any approach.

    What we wrestle with (and I’m assuming others do, as well) is the research issue. How do you apply resources to still manage the old, while at the same time testing the new?

    Efficiency is always a great fallback, but the question is deeper. It isn’t the same skillset or approach needed to guard a Castle that is also effective and discovering new lands. One is an army, one is a navy.




  1. Trimming back as the key to improvement | Successful Workplace - August 29, 2012

    […] week ago we wrote about pursuing anything and everything. That’s absolutely true and hasn’t changed. But at some point you have to narrow down […]

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