What marketing can learn from martial arts mistakes

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One of the “secrets” that one of my teachers, Ken Savage of the Winchendon Martial Arts Center, says is that if a technique is not working, something in the previous step went wrong. If a throw isn’t working, perhaps your footwork or positioning in the entry was wrong. If a kata (pre-arranged routine) isn’t working at a certain point, rewind just one step to see if there’s something that can be adjusted there, some effect that can be repaired so that the chain reaction of mistakes subsequent to the initial error can be prevented.

Very often as martial artists, we’ll try to force our way through a technique that is failing without going back through the chain of events to figure out where the first obvious mistake is, then taking one step back more to see the precursor events that generated the mistake. If we can do that, if we can find the pre-error conditions that create the error, all the subsequent mistakes, all the frustration, all the brute force can be done away with.

Marketing, believe it or not, is no different. One of the dangers of being focused solely on a metric like qualified leads (which is a vital, vital metric) is that we see the end result but no information about the process that generated the result. Things like web site traffic, visits to a landing page, Twitter followers, etc. are not revenue generation metrics, but are still important to the extent that they’re diagnostic metrics that illuminate where we have made mistakes.

If, for example, we look at web site traffic as a diagnostic rather than a goal, we can see the impact of social media. If we make a serious mistake with our social media efforts, we may never see it in the social context itself, but we will see it as our first obvious mistake in our web traffic statistics as a drop in traffic from social sites.

If we look at event tracking statistics like Google’s trackEvent calls on web site objects like buttons, we may see obvious changes in the number of clicks on a button that indicates a mistake has happened in the design of that page, and if we change the design, we should see the effects in the subsequent step, clicks on the button.

Like martial artists, marketers who don’t know how to diagnose their techniques resort to brute force with mixed results at best. If your solution to every marketing problem is “throw more traffic at it!” or “spend more money on ads!” or “do more SEO!” without an understanding of what’s broken in your processes and where, you’ll just waste time, energy, and resources without fixing the fundamental issues.

Whether you’re a marketer or martial artist, map out your processes and try to figure out where your first mistakes occur. Then take one step back. Start as early on in your technique as possible, and you may find that instead of having to fix all your mistakes all over the place, addressing an early-on, root cause problem may fix a bunch of things downstream and save you immense time and frustration.

Oh, and if you’re in the Winchendon, MA area, go visit the Winchendon Martial Arts Center. You’ll be hard pressed to find a better martial arts school anywhere in north central Massachusetts.


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Comments

9 responses to “What marketing can learn from martial arts mistakes”

  1. neilbearse Avatar
    neilbearse

    Awesome lesson and insight here. When something isn't working, the true insights often happen a few steps back in the chain.

    An extreme example… We once had very odd statistics concerning event-tracking in our web analytics software. We were sure that the software was set up wrong; something had to be broken… because the data was showing a large percentage of individuals downloading the same file multiple times per visit.

    After engaging several technical support people and wasting a lot of time troubleshooting the software, it was determined that everything was set up properly. People *were* repeatedly downloading the same file. The problem was in the design of the page… the interface was awkward. A quick change there and the data sorted itself out.

    This stuff also applies to offline events as well. Imagine a campaign where your analytics is showing amazing conversion data at great cost-per-conversion. No sales materialize. Its tempting to blame the sales team for not converting the leads. A bit more digging though could easily determine that the campaign itself is flawed, as its drawing in the wrong people.

    Great post Chris!

  2. We really need to think about this in the planning stages. Where are the choke points likely to be? Then we can plan A/B style testing to find the best channel to success. Of course the more complex the path, the less easy it becomes to diagnose. It also helps to understand your target market in advance so that you can reach better conclusions about the data.

  3. Awesome lesson and insight here. When something isn't working, the true insights often happen a few steps back in the chain.

    An extreme example… We once had very odd statistics concerning event-tracking in our web analytics software. We were sure that the software was set up wrong; something had to be broken… because the data was showing a large percentage of individuals downloading the same file multiple times per visit.

    After engaging several technical support people and wasting a lot of time troubleshooting the software, it was determined that everything was set up properly. People *were* repeatedly downloading the same file. The problem was in the design of the page… the interface was awkward. A quick change there and the data sorted itself out.

    This stuff also applies to offline events as well. Imagine a campaign where your analytics is showing amazing conversion data at great cost-per-conversion. No sales materialize. Its tempting to blame the sales team for not converting the leads. A bit more digging though could easily determine that the campaign itself is flawed, as its drawing in the wrong people.

    Great post Chris!

  4. jmctigue Avatar
    jmctigue

    We really need to think about this in the planning stages. Where are the choke points likely to be? Then we can plan A/B style testing to find the best channel to success. Of course the more complex the path, the less easy it becomes to diagnose. It also helps to understand your target market in advance so that you can reach better conclusions about the data.

  5. Chris:

    Good thing we don't make any mistakes in Marketing at Blue Sky Factory. Ha ha. In all seriousness, you have an excellent point. I think one thing that goes hand in hand with taking a step (or steps) back to see what may be broken is not being afraid to try new things. As you've done already at BSF – drop a button on a few pages, update some forms, toss in an eBook offer, etc. The worst thing that can happen is nothing (well, that's not *entirely* true, but you get my point).

    Happy to have a ninja like you on our squad.

    DJ Waldow
    Director of Community, Blue Sky Factory
    @djwaldow

  6. Chris:

    Good thing we don't make any mistakes in Marketing at Blue Sky Factory. Ha ha. In all seriousness, you have an excellent point. I think one thing that goes hand in hand with taking a step (or steps) back to see what may be broken is not being afraid to try new things. As you've done already at BSF – drop a button on a few pages, update some forms, toss in an eBook offer, etc. The worst thing that can happen is nothing (well, that's not *entirely* true, but you get my point).

    Happy to have a ninja like you on our squad.

    DJ Waldow
    Director of Community, Blue Sky Factory
    @djwaldow

  7. Roger Martin, at Rotman School of Management, reckons that “if you want a deep relationship with your customers don't spend your time talking to them through the vehicle of quantitative research tools.”
    It's on the Harvard Biz site here http://blogs.hbr.org/cs/2010/03/how_not_to_talk

  8. Roger Martin, at Rotman School of Management, reckons that “if you want a deep relationship with your customers don't spend your time talking to them through the vehicle of quantitative research tools.”
    It's on the Harvard Biz site here http://blogs.hbr.org/cs/2010/03/how_not_to_talk

  9. Roger Martin, at Rotman School of Management, reckons that “if you want a deep relationship with your customers don't spend your time talking to them through the vehicle of quantitative research tools.”
    It's on the Harvard Biz site here http://blogs.hbr.org/cs/2010/03/how_not_to_talk

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