The Fly On The Wall . . . By Director Wayne Hall

February 29, 2008

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“So what you’re saying,” said the Operations Manager, “is that this system can be set up to run automatically . . . it can upload music over a network at low traffic times, switch on and off as required, report on player status, and schedule music into parts of the day . . . What was that term you used?"

“Day-parting.”

“Day-parting . . . makes sense. How is it managed?”

“Well, the service is comprised of a player at the site which is connected to an amplifier and speakers, just like a conventional CD player is connected. On that player - which is effectively a PC - is a software application that facilitates all of the features you’ve mentioned plus quite a few more. If the player is connected to a network, we call it an online application, meaning music updates, changes to scheduling (dayparts), and other information can be delivered and received using the network. And being linked to a network means that the system can be managed or monitored from anywhere in the world via a PC.

(The IT Manager frowned at this but said nothing.)

“If the system is not connected to a network - we call that an on-premise solution - it can still deliver many of the features, but not with same immediacy. The music updates and instructions are delivered on a CDRom, while some reporting features, such as immediate access to check the status of the player, will not be available.”

“Put another way, if you have a network in place, it is worth exploring how it can be used to deliver both efficiency of supply and features which have been determined as important to you operationally . . . and from a marketing perspective.”

(The IT Manager frowned again and the Marketing Manager shuffled in their seat.)

“Hmmmm . . . “ said the Operations Manager. “Do staff need to touch the system?”

“Not necessarily. Our experience is that there are instances where some clients want staff involved . . . and there are others where the requirement is for the service to happen totally in the background. For example, many venues like to build playlists for certain themes or specific events. Let’s say a venue has a function area where birthday parties are held. To add value to their client’s experience they can create a series of playlists - appropriate for different age groups - which can be offered as part of the total function package. Or it may be that a venue or a retailer wishes to create playlists for certain themed occasions or party times, such as St Patrick’s Day, a product launch or Australia Day.
Having said that, there is no reason why for many of these themed requirements we couldn’t simply schedule the appropriate music.
The main point, though, is that if a client wishes to create and save playlists . . . or set their own scheduling . . . they can.”

“Sounds really complicated,” suggested the Finance Manager.

“Not really. It’s sophisticated, but in practice it’s designed to allow businesses to automate as much of the process as they wish, or interact if appropriate. Fashion retailers and most service businesses, for instance, want the whole process fully automated, with staff focused on the customer, not the music system. In fact, the general and very clear message we are getting from businesses these days is that they want their staff focused on their core business . . . their customer’s needs.

“Amen to that,” said the Ops Manager.

“OK,” said the General Manager. “So we have an automated music system . . . maybe it’s online. But with the greatest respect . . . so what?”

“Good point. What makes this scenario really interesting is the combination of the following:

• The availability of carefully profiled music genres which reside on the player
• a clever music management application
• the availability of a network
• the capacity to manage the service centrally
• a clear development path . . . and
• some imagination

(“Here we go,” thought the accountant. “Lots of dollars needed for this little baby.”)

“Meaning?” said the GM.

“Well, we’re no longer talking about just an automated music service. Sure, you can set up and automate your music schedules based on music styles & genres, but you can also set tempo parameters for certain times of the day (tempo is a really important tool but rarely used to it’s potential) . . . then schedule key events such as audio announcements or high rotation of a particular song or artist . . .”

(The Marketing Manager lent forward a little but said nothing.)

“Plus, if a store or a region require a skewing towards a certain music style or announcement - say a country flavour in Tamworth during the Country Music Festival supported by instore announcements (perhaps by a country artist) – well . . . it’s all possible.”

“Think of it as your personal radio station, with the added bonus of being able to individually address each store in your network.”

“Surely you wouldn’t attempt to set up each store individually?” suggested the Finance Manager. He could see the dollars really spiraling out of control now.

“No, but we are suggesting that you start to think about the capacity to fully utilise what will be available to you through these types of services in the near future, so that you, in turn, start discussing ways through which you can add value to your brand, create operational efficiencies, and increase sales.”

“This is a big country . . . where different regional flavours, varying weather conditions, news & entertainment announcements, and sporting & cultural events can all be leveraged to your advantage. And not just in terms of the way you present music, but in the way you provide customer AND staff facing information.”

“How so?” said the GM.

“Well, let’s say you are a business who tends to hire staff who’s profile matches a large portion of your shopper profile. Why not consider a short, tasteful instore announcement that invites applications for employment . . . plus paints a clear picture of the dynamic nature and growth of your brand. Or why not subtly increase the frequency of local artists in your playlist to demonstrate your sense of community while tapping into the goodwill associated with supporting them . . . or you could present information to staff on new product, special promotions or operational tips.  There’s no reason why a message from the Managing Director, a short interview with the ‘staffperson of the month’, or some other form of performance acknowledgement can’t be delivered through this process. It’s all about adjusting your operational culture & procedures to deliver this type of service . . . and over time it will happen.”

“We could save some money on advertising,” thought the Finance Manager.
“No delete key involved,” thought the Ops Manager, whose emails, he was sure, were often binned before being read.
“There some interesting promotional opportunities possible,” thought the Marketing Manager.
“A message to all my team . . .” thought the General Manager.
“I think these guys are starting to get it,” thought the presenter.

“Well,” said the IT Manager, “I really don’t want our busy network being accessed in a way that might create security issues.”

“Fair point, and we take this part of it very seriously. Our approach is to ensure that the IT Manager is totally comfortable with the security aspects of the service AND the data requirements, and our objective is to demonstrate this by working with them to deliver a secure, efficient service which they in turn can monitor. We’ve found progressive IT people view themselves as a key service provider to their business, and end up - once their criteria have been met - championing this service because of the benefits it delivers for others in the business.”

(Everyone looked at the IT Manager.)

“Let’s wrap this up now,” said the GM. “Any final comments?”

“Well yes actually . . .”

“After a few false starts, the next generation of niche media applications has arrived. Picture the above online network - or channel - delivering the same features but visually . . .

• Your own TV channel . . .
• Customer facing and staff facing . . . Entertainment, promotional and operational . . .
• No more hard copy posters with long-lead times to site . . . screens entertaining and informing at strategic locations in your business, behind the counter, in the change rooms, the staffrooms and restrooms.
• Staff training videos at set times on a dynamic LCD noticeboard . . .

“Then imagine a further interactive layer, where customers can use their mobile phone to call up a song, enter a contest or be prompted to enable their Bluetooth to download a catalogue, specials, or menu . . . even a song or clip . . . and all the time you will be collecting a rich data base of customers from these interactions . . .”

“This next generation product is here. Now is a great time to start exploring the possibilities . . . and reviewing your customer and staff facing communications strategies.”

“Thanks for your time . . .”

(“Impressive,” thought the fly as it buzzed out of the room.)


Wayne Hall
Director

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