Message Discipline

VIEWPOINT

Message Discipline

KEVIN COUPE

FOUNDER MORNINGNEWSBEAT.COM

“The medium is the message,” communication theorist Marshall McLuhan once wrote.

I’d like to turn that on its head and suggest that these days, there is no room for “medium” when you craft your message. Your message needs to be “hot” when the moment calls for it. “Cool” when appropriate. But never, ever “medium.” Because “medium” is wishy-washy, weak and often so much nebulous verbosity. As opposed to Sharp. Effective. Illuminating. Actionable.

McLuhan argued, in his 1964 book, “Understanding Media: The Extensions of Man,” that “hot media” is the kind that requires very little from its audience because of its inherently high definition. (This was written way before high-def; McLuhan was referring to media that was so strong that you could just sit and watch it to get the message, with little participation beyond that.). “Cool media,” on the other hand, requires more participation from users. It has become almost a cliché to say that these are extraordinary, unprecedented times, but it is worth repeating if only to underline the point that traditional solutions may not apply. We had a pandemic that threw so much of the food industry into warp speed in order to meet the needs of consumers. Then, the food business slammed into the headwinds of inflation, the almost certain prospect of recession, and yet at the same time, had to deal with low unemployment and an economy that in a lot of ways was in overdrive. The business is challenging in the best of times. But in these times? Well, to quote a now-deceased relative of mine … Oy! But here’s the deal. Your customers may be as confused as you are. Maybe more so.

Let me share a story with you… I have a friend who was a career officer in the U.S. Navy. A long time ago, he was serving on a ship that was making its way down the east coast, and was going to enter Long Island Sound and then go down the East River to the tip of Manhattan. Part of this trip meant going through Hell Gate, which, to put it simply, is where Long Island Sound, the Harlem River and the East River converge, creating a considerable amount of turbulence in the form of whirlpools and undertows. It is hard for any vessel to make it through, but, as I understand it, especially hard for large, hard-to-maneuver ships. Which is what my friend was on. On the bridge. Part of the deal was that ships like my friend’s were required to bring a maritime pilot on board who knew the waters and was an expert at navigating through them. On the bridge, for those minutes, he outranked everybody. Even the Captain. So the ship enters Hell Gate, and almost instantly is taken for a ride by competing and difficult currents. Everybody on the bridge turns to the pilot, looking for guidance. He holds up his hand: Wait. The ship keeps moving, picking up speed. Wait. The ship starts heading toward a wall. Wait. And then, just as everyone on the bridge is convinced that they’re going to hit the wall (and probably be court-martialed), the word came from the pilot: Hard to port. Now. They turn to port. (Left, for you landlubbers.) Fast. Hard. And the ship turns faster than anyone expected, faster than it ever had before, and catches a current and essentially shoots out of Hell Gate.

iStock

iStock

To me, that is an almost perfect metaphor for what retailers are dealing with these days. There’s a maelstrom of factors affecting retailers, and timing is everything. You have to be aware of everything going on around you, know when to keep moving straight ahead and when to tack to the left or right. If you time it right, you actually can shoot out of the turbulence with speed and accuracy, in a way that helps the business achieve its goals and reach its destination.

There is just one part of the Hell Gate experience that I find wanting: the maritime pilot didn’t explain his strategy and tactics, which created anxiety on the bridge. They knew he was supposed to know what he was doing, but in those moments when the ship seemed be controlled by the water and heading for a wall, I’m sure their confidence had to be a little bit shaky. (It is a pretty good bet that the pilot enjoyed making those Navy guys sweat, but that’s another column.) What retailers should do, I believe, is constantly explain the current economic maelstrom and its impact on the food shopping experience to their shoppers. Educate them about why prices are going up, and what you are doing to make the food shopping experience affordable. Disabuse them of the notion—being circulated by a lot of mass media, prompted, I’m guessing by advisory press releases—that eating at a restaurant is cheaper than buying and cooking food yourself. Illuminate them about why “price” and “value” often are not the same thing, and why in the long run, value is way more important. In my neck of the woods (New England), retailers like Stew Leonard’s and Wegmans seem to be constantly engaged in this educational process. Ste Leonard Jr. produces videos that are posted in emails and on social media offering advice about how to save money, and sharing details from ongoing conversations with suppliers in which he is advocating for shoppers. Wegmans constantly is focusing on how, if you are a smart shopper at Wegmans, a flavorful and nutritious meal can cost two or three bucks a serving. It all is actionable information, part of a broader message positioning these companies as advocates for their shoppers. And that, in a phrase, is what every retailer needs to do. Always, but especially now. Sometimes cool, in a way that elicits customer participation. Sometimes hot, requiring very little from the shopper. But always seeking to be sharp, effective, illuminating, and actionable. ■