Despite what some want to believe, the objective reality is that a failure to consistently keep promises will be punished.
People create the final say-so on what they want and don’t want, what they’ll buy and won’t buy: Ask Pontiac, Edsel, Oldsmobile, Studebaker; ask Leisure Suits, Nehru Jackets, Go-Go Boots, Bell Bottom jeans; ask Cabbage Patch Dolls, Mutant Ninja Turtles; ask McDonald’s Onion Nuggets, Green Slime, Swanson TV Dinners; Blackberry Smartphones; ask Corday’s Tourjours Moi, Geoffrey Beene’s Red, Estée Lauder’s Youth Dew Amber Nude Eau de Parfum and Mac Love Me Lipstick – Hot as Chili; ask Sears, Ben Franklin’s, TG&Y, Pier One Imports; ask Drive-In Theaters –
And hundreds, thousands, of other examples.
The Paris Texas Chamber realizes that an objective reality is fundamental to the value that people see: It’s not some dreamed up add-on or some optional extra for a few community firms, or Happy Talk of promises that seldom achieve a worthwhile result.
Too frequently, governmental and business “experts” limit themselves by their accepted conventional economic and/or quantification-obsessed search for one right answer; a technique easy to teach in classrooms. Such restricted models of reality are dangerous. Basically, anticipated outcomes are largely probabilistic rather than deterministic. If they were determinable, we could easily forecast the future.
Sadly, in today’s society, 80% of applied marketing efforts are pretending that it is deterministic — in the form of planning and strategy activities, for example. But this approach misses the key point: That the marketing tournament is played out not in the objective arena, but in the subjectivity of the consumer’s mind.
People, in general, evaluate through heuristics; making what frustrated marketing experts (and politicians) claim are irrational decisions, because the why and how of behavior does not follow the predictions of their economic models.
Reputation and disappointment are subjectively perceived. So is acceptance.
A market is created in customer-initiated experiences, which are never one thing: It’s multiple options for different value-uncertain taxpayers/user/customers to choose from. Sometimes the options are opposite things or multiple different things (that a wide range of consumers in a wide range of situations can choose).
Of course, people and their preferences and their individual and social behavior are constantly changing. This constant changing is a stimulus for innovation, improvement, and promises of better alternatives.
Imagination is why some communities and firms succeed and some fail.
Consumers and value become a market when facilitated by communities and local businesses and suppliers, who listen and respond well.
Paris’ Three Mustyrears do not listen – and the Paris Chamber certainly knows they do not respond well.
They refuse to accept the fact that a community that wants to be rewarded, will invest its reputation through consistency, reliability in keeping its promises, and open communications loops – not by branding a hoped-for perception that has little to do with reality.
But they are very good at wasting the taxpayers’ money.
return to The Paris Texas Chamber of Commerce