I came across this short blog post by Seth Godin last week about how decisions get made in business and how convenience often dictates choices that companies make. This attitude holds serious weight in the current managed DNS marketplace, so I thought I’d share and comment. We don’t agree with this mindset, but do deal with it everyday, either internally with our operational decision-making or with prospects and clients whose decisions we are helping influence.
Decision-making shouldn’t be easy. It should be hard. Options are important. We’re aggressively doing everything we can to shift the dynamic away from making what might be perceived as the “easy” choice — the anti “You don’t get fired for choosing IBM” approach. It’s worth posting this piece in its entirety because unfortunately, it is common practice. People can be lazy, complacent, and often times, wimps. We are seeing customers disprove this theory more and more, but it definitely still holds serious merit and can’t be ignored.
We want to help prospects feel confident in working with us and send them to their bosses with their heads held high. The feeling that some due diligence occurred and that the right and best decision possible was made is vastly important. Decisions like this can and should be game changing.
For those already on board with Dyn, thank you for taking the road less traveled. For those looking to make a change, the path of least resistance isn’t always the right way to go. Sometimes with a little more effort and some guts, you’ll end up in a better situation or relationship. Give us a shot. Let us help you look like a genius for choosing the most reliable DNS provider around, regardless of the level of service you need.
Heck, with your help, someday we’ll be the “convenient” choice. That wouldn’t be half bad.
Seth Godin: Circles of Convenience
Allan points out that Warren Buffet and Benjamin Graham invested in Circles of Competence. The idea is to buy what you know.
Too often, organizations confuse this with circles of convenience. They stick to the tactics, products, people and channels that they are comfortable with, instead of rethinking what the market demands.
When Amazon offered the New York Times millions of dollars in affiliate revenue a decade ago, the paper turned them down because they feared losing Barnes and Noble as an advertiser. This is a convenient decision, but clearly not a smart one.
When companies look to hire new talent, they often go where they’ve gone before, because it’s convenient. When newly minted MBAs go job hunting, they often go to the placement office because it’s convenient as well.
Convenience is hugely attractive in organizations because it is easy to defend and easy to approve. You don’t need to call a meeting to try something new, because the convenient option has already been approved. The problem is that convenient approaches rarely break through or generate extraordinary returns.