The Marketing Delusion

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The Delusion

There is no such thing as a “done for you” marketing solution.

There are two marketing solutions:

  • Done by you
  • Done with you

Done by you (very rare in dentistry) – your internal team cover all the bases in digital and direct marketing and get things done on time.

Done with you – your internal team cover 80% of the bases and sub-contract a crucial 20% to experts.

Please avoid “done for you” – the idea that you can sub-contract your marketing and get back to the dentistry and/or the admin – is a dangerous myth, guaranteed to produce frustrated agency-swapping cynics.

Part of my work is to help clients to understand this and then:

  • train and coach their teams to do the 80% that they have to do
  • monitor the activities of their agencies to make sure they meet targets and deadlines for their 20%

Marketing is a “done with you” team event.

My goal is to achieve a happy clients with a positive ROI on their marketing budget.

I also want to work with happy agencies secure in the knowledge that they aren’t going to:

  • take the blame for things they couldn’t control and
  • take the credit for things they didn’t do
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The Complete Business Manager

man and woman look at the city

In my 23 years of coaching dentists I have worked with some outstanding dental business managers, business development managers, practice managers and clinic managers.

Over that time the distinctions between these job titles have become very noticeable, as has the inexorable increase in the skill set and attitude required for peak performance and behaviour.

I asked one of my all-time most admired managers (who chose to remain anonymous for this post) to give me a commentary on her weekly roles and responsibilities as well as any further observations.

With consent, I share with you here her own words, unedited.

There will be no comments from me at the end of this piece but I will ask owners to compare this with what support you have around you today – and managers to compare the support that you offer.

(A good deal of my time is invested in helping my clients to identify, recruit, train and coach managers at this standard so if you read this and think “I need someone like that in my business” then let me know)

The Business Manager’s Story

Ok, so I guess ‘expectation’ is a difficult thing to measure as every business owner is so different. There are some dentists who want to be very ‘hands-on’ in the growth of their business, and others who literally want to pitch-up, do the dentistry and go home.

But, I will give you an insight as to what my responsibilities are and how I approach my role. I will also outline the personal qualities that I think are essential for a BM.

Get yourself a cuppa to prepare for my brain dump J………

Will bullet point everything to make it easier to digest:

  • We are a private practice. 8 surgeries which are fully occupied 80% of the time.
  • Team of 20 in total. Mixture of specialists, therapists, DN’s, hygienists, admin and TCO
  • We see between 20 and 60 pts per day
  • Turnover projected at £2 million

Full operational control, to inc:

  • Building – utilities
  • Surgery & equipment
  • Décor & internal ‘environment’
  • All repair, renewal, maintenance.
  • PAT, fire safety, electrical installation, air-con, gas, compressors, chairs, x-ray’s…blah blah – ensure all are serviced and maintained in line with current legislation and/or manufacturers guidelines.

e.g. Have just planned & implemented complete restructure/rebuild of new hygiene suites

Financial Control & Business Development :

  • Cash-flow forecasting
  • Liaising with accountants re monthly management accounts & PAYE team
  • Full access to bank accounts with business debit card
  • Management of loans/leases/HP
  • Planning & preparing for future expenditure
  • Setting financial targets – reporting to team and owners
  • Liaising with ALL suppliers (from cleaners to web design) to ensure best prices and very best service
  • Tendering for and termination of, service contracts where necessary
  • Plan, create and implement business plans – 1, 3, 5 year visions
  • Create strategic objectives as above
  • Involve and drive team as above
  • Identifying additional services

CQC registered manager

  • Use I-comply to ensure all practice policies are in line with current guidance
  • Train team to ensure they are aware of individual roles & responsibilities and are knowledgeable & confident with current legislation. (I lead monthly CQC meetings/training)
  • Thorough knowledge of CQC Fundamental Standards and operate the practice in line with said standards
  • To ensure that we are ‘inspection ready’ at any point in time.

HR

  • Manage (and actually ‘lead’) the whole team with confidence, including the owners/dentists.
  • Manage all recruitment and selection procedures in line with current guidelines – to include the clinical team.
  • Manage behaviours – disciplinary, capability and grievance with fairness but most importantly, confidence.
  • Team development – each team member has a personal development plan that is reviewed 6/m
  • Encourage all team members to undertake additional study – build training and development budget into cash-flow
  • Create and maintain accurate CPD records for ALL team members
  • Plan and schedule  CPD for all team members (inc dentists)
  • Team development – monthly PPI’s and 6/m appraisals/reviews.
  • Team development – daily huddle (don’t get me started on this – the MOST important part of the day and a very simple way to develop the team in terms on confidence – each team member takes a turn to run the huddle each day – we cover finance – targets – TCO – equipment issues – patient issues, feedback, follow-ups, fta’s – ordering – thank-you’s –rotas – every practice needs to do this)
  • Chair monthly team meetings.

Marketing

  • Train TCO – subsequent implementation of robust TCO and Patient Journey process & procedures
  • Alongside TCO – implement systems to track and follow up all NP’s to ensure they have the very best patient journey, ascertain average spend per NP, treatment plan uptake, conversion rates.
  • Patient reactivation
  • Liaise with TCO to ensure patient journey is maintained at all time
  • Plan, cost and implement 6 and 12/m marketing plans to include
  • Website – ongoing development (I update ours nearly every week and create ALL of the content) and SEO
  • Social Media – Active FB and Twitter accounts – regular updates (2-3 daily) – ensure active growth – ensure messages are responded to. Create content.
  • PPC – liaise with web company to maintain PPC accounts, monitor and review
  • Digital E-zine – was monthly, now quarterly (see our website) write all content, liaise with designers to ensure correct distribution.
  • Pt Journey- ensure referral cards are handed out daily by team – ensure comms cards are posted daily by team – ensure thank-you gifts and end of treatment ‘wow moment’ gifts are delivered as appropriate.
  • Welcome Pack and ‘in-house’ literature – liaise with designers on design and content. Review every 6/m
  • All external – we are currently running radio ads – station billboards – bus rears – glossy magazines – shopping centre billboards – gym advertising – leaflet drops
  • Events – open evenings monthly for FREE cons/implants
  • Offers – plan and promote as appropriate
  • Practice Membership plan – implement – train team – grow plan numbers
  • Charity events  – Plan charity events that all team take part in – the purpose is NOT PR, but very genuinely to “give something back” – we have done Tough Mudder, ½ marathons, coffee mornings, The Colour Run etc etc .

Patients/Customer Care

  • Ensure robust patient journey in place
  • Deal with patient complaints in a confident and timely manner (same day)
  • Ask patients for feedback – discuss with team – ACT on feedback.
  • Create an environment and train a team where customer service is at the forefront of everything

How do you measure results?:

  • Growth in NP numbers and average spend per NP
  • Growth in membership plan numbers
  • Staff retention (vital)
  • Growth in turnover and/or reaching monthly/annual targets
  • Reduction in pt complaints and increase in active, positive pt feedback.
  • Ensuring all above in place and ‘current’.

So, if I was to own a dental practice, I would be looking for a particular ‘type’ of person to be BM.

For me, essential qualities as below:

  • Ability to manage AND lead the WHOLE team
  • Supremely confident – ability to give direct feedback to business owners (even negative where appropriate)
  • Enthusiastic & happy
  • Motivated & driven
  • Ability to work without direction
  • Ability to plan ahead
  • Ability to handle stress (your own and that of the team)
  • Ability to just ‘make stuff happen’.
  • Innovative
  • Thoughtful, kind and very people orientated, but equally strong-minded and dynamic
  • Exceptional communication skills

 

An important point to make here, is that no matter how awesome, talented or dedicated your BM, if you are REALLY serious about growing and developing your practice you need to understand that the days of coming in at 8am, doing the dentistry and going home at 5pm are long gone. Private dentistry is so competitive right now,  BM’s should not be using their time trying to motivate the business owner into action. The successful practices that I have come across are led by dentists that are equally as focused on business development as they are the dentistry.

 

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The Eruv

Eruv

Warning: if your religious sensibilities are easily upset, please don’t read this post.

Trafford Council Planning Application Number 88955/FUL/16

Erection of supporting poles and linking wires associated with the creation of an Eruv (a continuous boundary designated in accordance with Jewish Law) works to also include provision of c.700 metres of replacement/new fencing, erection of new pedestrian gate and associated development thereto. Development across 50 separate sites around Hale and Altrincham.

I first moved to this area in 1986, lived here until 2001, trotted the globe and then moved back in 2011.

The first orthodox synagogue was founded in South Manchester in 1872 and moved to new premises in Bowdon in 2002, opened by HRH The Prince of Wales (the only synagogue in the UK opened by a member of the royal family).

When I moved here in ’86 it was to live alongside a large and successful Jewish community along with a few other minority ethnic groups.

Since then, the popularity of Trafford for schools and environment and the growth of Salford and Manchester as a major European centre for a range of professions and industries has ensured ever-upwards spiralling house prices and an influx of further ethnic groups from around the Northern Hemisphere.

Some describe it as a rich tapestry of cultures, much the same as many other UK locations.

Much (justifiable) fun is poked at the plastic ladies of The Real Cheshire Housewives and I’ve written here about my frustration with the effects of affluenza on our urban villages of Bowdon, Hale, Wilmslow and Alderley Edge.

The nouveaux rich remain a minority.

However, there is a silent majority who lead “ordinary” lives and just go about their business in a civilised way. We simply step out of the way of the supercars that roar down our suburban streets, inwardly smile as the assortment of V8 and V12 4×4’s compete on the school run and avoid the over-priced and over-rated restaurants in which they clamour to “be seen” and be parted quickly from their money.

The first planning application for The Eruv was submitted a couple of years ago and resulted in residents meetings booked in local hotels at which, with hindsight, the case FOR The Eruv was handled about as well as the Remain vote.

Now, after a respectable lapse of time, we have the subject back on our agenda – although it seems with even more emotion than before.

For those who are wondering what the heck I am talking about:

An eruv ([ʔeˈʁuv]Hebrewעירוב‎‎, “mixture”, also transliterated as eiruv or erub, plural: eruvin[ʔeʁuˈvin]) is a ritual enclosure that some Jewish communities, and especially Orthodox Jewish communities, construct in their neighborhoods as a way to permit Jewish residents or visitors to carry certain objects outside their own homes on Sabbath and Yom Kippur. An eruv accomplishes this by integrating a number of private and public properties into one larger private domain, thereby avoiding restrictions on carrying objects from the private to the public domain on Sabbath and holidays.

The eruv allows these religious Jews to, among other things, carry house keys, tissues, medicines, or babies with them, and use strollers and canes. The presence or absence of an eruv thus especially affects the lives of people with limited mobility and those responsible for taking care of babies and young children.

Wikipedia

I’m an agnostic former member of The Church of England.

I find the concept of poles and wires being blessed about as daft as worshiping a prophet who is alleged to have walked on a lake and changed water into wine.

(an aside – I’ve often pondered that the latter of those events would have ensured a healthy and thriving membership into the present day if it had formed a central tenet of the religion and not just a wedding party trick. Mind you, Brussels would by now have stepped in to insist that the resulting product wasn’t called wine – but spiritually enhanced fortified water).

So – what we are discussing here is 95 poles and some thin wire that are unlikely to be noticeable unless you know what you are looking for.

There are 6 Eruv’s in the Greater London area and two in Greater Manchester.

They exist in 15 countries around the world.

My opinion is very simple.

I don’t have a problem with freedom of expression, provided nobody is harmed.

If Jewish people believe that by blessing some poles and wire, they have a way of carrying their kids and pushing their incapacitated relatives to weekly worship, I’m all for it.

If they wanted to crucify Christians outside Costa every weekend, I’d have a problem with that.

Similarly, if other religions have rituals that they wish to uphold, same goes, provided nobody gets harmed.

I seem to recall some indoctrination in my youth to the effect that I should “turn the other cheek”, “live and let live” and, of course, The Golden Rule: “do to others as you would have them do to you.”

Well, The Eruv seems to have emotions running high here in leafy Cheshire.

I’ve overheard conversations that indicate a fear that the Eruv will create a ghetto (their words, not mine) and will force house prices even further upwards (no doubt the local estate agents will have their fingers crossed).

The “no” voters have visions, no doubt, of men and women dancing along Ashley Road to selections from Fiddler on the Roof whilst they gaily push their buggies and zimmers with a new-found sense of liberation.

Normally, I refrain from political or religious comment as I’ve seen it bring internet trolls out to play.

However…….

(and I have permission to share this story with you)

A few days ago the front doorbell rang early evening.

I was away (as usual) and Annie waded past the frenetic dogs barking at the window to answer the door.

There stands Mrs Ordinary English Local Inhabitant (OELI).

No rosettes or badges, no clipboard.

Annie had been pre-warned by a fellow dog-walker earlier in the day that canvassing was taking place.

So here’s what happened next:

Annie: “I suppose you are here about The Eruv?”

OELI: (smiles) Yes!

Annie: “Well I don’t have a problem with it.”

OELI: “Oh – I’m sorry. I didn’t realise this was a Jewish household.”

PAUSE……….

You know – one of those moments when time stands still and you can hear the Earth revolving?

Now at this point my own inclination would have been to respond with:

CB: “It isn’t and I didn’t realise that you were a Nazi.”

But of course, my esteemed partner in life is more mature than I and a pragmatic Scot who simply thanked her for her time and shut the door.

Recounting this story to me later that evening on our twice-daily FaceTime call, I was as incredulous as her.

Like I said earlier, I have no problem with freedom of expression as long as nobody gets hurt.

I do, however, have a problem with English lower middle class bigotry.

We need to concern ourselves with HS2, which is going to carve a path of destruction through our post code so that business people can get to Euston in 59 minutes instead of 1hr 40.

We need to concern ourselves with mobile masts.

We need to concern ourselves with the systematic destruction of local businesses as M&S get planning permission to open a store alongside giant Tesco, Sainsbury, Morrison and Booths as well as the recent opening of a huge Amazon distribution centre 8 minutes away.

We need to keep an eye on the growth of Manchester Airport (10 minutes away) from 17,000 to 47,000 employees and the creation of a new £800m Airport City, funded with 100% tax breaks given to Chinese big business.

Do we need to concern ourselves with 95 poles and some string?

Even if we do (and I have no idea why we would), does a “yes” vote make me a Jew?

 

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The Water Bucket Test

metal bucket

Back in the early 80’s I was a broker consultant (technical rep) for Hambro Life Assurance – a new and innovative life and pensions company.

They employed many “American” sales tactics (as they were described back then), very much an acquired taste in a marketplace that was dominated by the Standard Life and Scottish Widows of that world, who had been around literally hundreds of years.

The Hambro Life sales management tactics were equally modernist, including an appraisal meeting with your manager every January ended with your bonus for the previous year’s performance or your P45 for the lack of it.

I joined the company on appraisal day in January 1980 and was invited to take one of 6 desks in the sales office but had to wait until it’s previous occupant had cleared his personal effects on the way out of the door.

It was uncomfortable, to say the least, to be metaphorically waiting to step into the dead man’s shoes, listening to his forthright comments about the manager who had just terminated his employment.

The other 5 consultants had lived to fight another year and were quietly respectful as their former colleague departed. Then a welcome for me, the newbie, with expressions of support and “don’t worry, you’ll be fine”.

Some comfort for a 27-year old who had just given up a very cushy office job to seek fortune and fame in the world of sales.

One of my new colleagues took me over to the office coffee machine (remember them?) and reassured me even further.

I asked how he felt about watching his teammate’s exit.

His reply:

Chris, we have a rule around here when somebody leaves, voluntarily or not. Half fill a  bucket of water, roll up your sleeve and stir the water around as fast as you can until the water is swirling around the sides.

Take your arm out, dry it and roll up your sleeve.

The time it takes the water to be still again is the time you talk about the person who left – after that, get on with your job.

I successfully avoided the water bucket test over the following 5 years, rising to 2nd in the company’s UK league tables (I’ve always enjoyed being second – less pressure), with the highest number of active customer accounts in the country – 80% pure hard work and 20% talent.

I was reminded of the water bucket test a few days ago, when discussing the departure of a manager from a dental practice after an unsuccessful probationary period.

The client wanted to dissect the back story, apportion blame, relate a sequence of events and situations that proved his decision correct – he was all set for the obligatory 45-minute dialogue about what went wrong.

I respectfully shared the water bucket story and set a time limit of 5 minutes to discuss WHAT HE HAD LEARNED AND WHAT HE WAS GOING TO DO DIFFERENTLY AS A RESULT.

Because, frankly, the back story didn’t matter any more.

To pull down another quote, reputedly from Native America (although I doubt it):

when the horse is dead – get off

So next time you want an inquest on anything.

Half fill a bucket with water and roll up your sleeve.

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So who coaches the coach?

Coaching

I was asked this question yesterday:

who coaches you CB?

My initial response was reactive:

  1. I’ve worked with various amazing coaches over the years – Thomas Leonard, Dan Sullivan, Michael Gerber, Michael Myerscough, Marlene Panet-Raymond, Carole Gaskell;
  2. I’ve read books, watched videos, listened to podcasts, followed blogs – and still do;
  3. I have a few close friends, soulmates, to whom I can turn if I need to.

Then I descended into a very momentary zone of self-pity – “actually I don’t have a coach – there is nobody to support me – I have to sort out my own stuff – it’s a lonely life traveling around the country living in hotels.” (cue violin)

Later, the true answer to the question dawned on me.

I’m coached 7 days a week by the people with whom I surround myself:

  • the clients I work with
  • Team CB
  • my family
  • my friends
  • my professional colleagues in manufacturing, supply, services and education

Every day I am blessed by existing and new relationships, to observe their Highs and Lows and, whilst helping them to plot a course through their own lives, I’m able to reflect upon my own.

I’m actually getting more coaching than anyone else I know.

So if I know you – thank you.

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Addicted to the fight

Ray-Donovan-H-1920x1080

I was watching an episode of Ray Donovan (Season 3) a few evenings ago (no spoilers please), when a female character commented about our hero:

You don’t give a XXXX about the cars, the money and the power do you? You’re just addicted to the fight.

Which had me thinking.

The problem with being addicted to the fight (and I say this about myself and the clients I work with) is that the owners of small businesses (especially lifestyle businesses) often make the mistake of getting addicted to the fight to not fail, rather than the fight to succeed.

We have a habit of getting attached to ideas that are sometimes fundamentally flawed – a marketing programme that isn’t producing an ROI, a team member who isn’t performing/behaving, a clinical procedure that isn’t going well – and fall into the trap of thinking that the solution is to FIX IT (at all costs), when in fact the correct solution is to walk away, admit a temporary defeat and live to fight another day.

We fantasise that walking away from the fight is a declaration of weakness that will have those observing regard us as failures. Trying to not fail can be a fatal error.

Guilty as charged.

Not failing has, for me, sometimes become more addictive than succeeding – especially when there are egos at stake.

I like to think that one of the ways in which I have matured as a business owner and a coach is to have the strength to recognise addiction to the fight (in myself and others) and make the difficult call to request a graceful withdrawal or tactical retreat.

Stop chasing that business idea, it isn’t going to work.

Stop trying to sell tickets for that gig – not enough people want to go.

Stop trying to motivate that person – they don’t want to be motivated.

Stop spending money on that marketing campaign – you aren’t seeing the enquiries.

Stop trying to get investors for your big idea – it’s the wrong moment.

Stop giving that discount – it will ruin you.

Stop tolerating that person’s behaviour – they are saboteurs.

I’ve been sacked by clients for giving advice like that – because they were so addicted to the fight that they didn’t want to hear it.

Sometimes we all need a friend (or a coach) to tell us when our addiction has taken over from our common sense – I now welcome that advice from others and I’ll keep on giving it to you.

Are there any fights that you are currently addicted to – that you need to stop?

Let me know if you need help – I’ve become an expert at this – I’ve done my 10,000 hours.

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Getting Barrowed-Up

Coach_Barrow

The purpose of this post is to give you advanced notification of a change in the branding of 7connections and Coach Barrow from 1st September 2016.

7connections is 3.5 years old now and, although in the early stages it was supported primarily by the efforts of our two business coaches myself and Tim Caudrelier, it was always our intention that the business would become a digital marketing agency, providing a portfolio of support services to clients, ranging from simple digital marketing products to full-service agency.

During that time, we have seen the business evolve and have witnessed a change of location to our London offices, where Annie Gladwell now manages a growing team of experts.

We have also started the evolution of products and services to other vertical markets outside of dentistry.

As the face of Coach Barrow, I have been very happy to operate under the 7connections brand during this founding period but it is now time for that brand to float free from 7connections, so that the market can see that we offer two very distinct services.

I want to emphasise that this is not a “split” or parting of the ways – where relevant, I will still regularly introduce clients to the services that 7connections offer.

However, I have wanted for some time to re-establish the Coach Barrow brand as a recognisable service within dentistry and so, by mutual agreement, we will separate the two brands and allow each to develop and grow.

We will be contacting our existing coaching clients over the weeks ahead to change contract and payment details for my coaching clients but, other than that, Phillippa Goodwin and I will be providing “business as usual”.

I’m delighted that our friends at Dental Focus are busy building a new Coach Barrow web site and that I’ll be bringing an old friend, Kimberley Black, back into Team CB for IT support.

The two businesses will operate side by side in dentistry and I expect there to be plenty of dialogue between us, not the least of which will be me keeping up with developments in the digital marketing landscape.

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The perennial problem of – Holidays!

wet sunglasses on glass floor

This subject comes around like a wet summer afternoon – every year without fail.

I’d be interested if my readers could comment with their own systems and protocols – to see if there is ANY brand standard to deal with the issue.

Good Afternoon Chris

I hope you are well!

XX asked me to see if you had any advice from the practices you are working with similar in staff numbers to ourselves on an issue we are having at the minute.

We have five nurses who tend to take all of their holidays at different times than the clinician they work with, meaning over staffing and extra cover being needed numerous times throughout the year.

Any advice would be of great help.

Looking forward to hearing from you!

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Dentistry and Airport Security

Man Puts Digital Tablet Into Tray For Airport Security Check

They could deliver dentistry the same way that airport security operate:

  • long lines of weary people and restless children
  • indifferent and impersonal instructions about what to do
  • the avoidance of eye contact or a sense of humour
  • sticking their gloved hands into private places and rummaging about
  • occasional reprimands for non-compliance
  • periodic x-rays to check for hidden problems
  • everybody looking as if they cannot wait to get home

There again – maybe there are some dental businesses that do?

And some dental team members and clinicians who would be better suited on airport security?

Keep a careful watch on the experience that you deliver.

 

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Owt for nowt

Bargain

The most common stereotype of a Yorkshire person is as tight with money: there is a British saying that “a Yorkshireman is a Scotsman with all the generosity squeezed out of him”, which references how Scots are also stereotyped as being tight but not as tight as Yorkshire folk. This stereotype can also be seen in the Yorkshireman’s Motto:

‘Ear all, see all, say nowt;
Eyt all, sup all, pay nowt;
And if ivver tha does owt fer nowt –
Allus do it fer thissen.

Translation: ‘Hear all, see all, say nothing; Eat all, drink all, pay nothing; And if ever you do anything for nothing – always do it for yourself.

Although originating in Yorkshire, the phrase “you don’t get owt for nowt” has been part of the common vocabulary around me since I was a child growing up in working class Manchester.

Beautifully illustrated at the Escape Lounge in Manchester Airport’s Terminal 3 this morning at 06:30, when I arrived behind a family of 4, clearly dressed for sunnier climes, and had to wait for a good 10 minutes whilst they argued with the two ladies at the desk to try and gain entrance using a QR code on “Dad’s” smartphone, generated by his Groupon voucher purchase.

Computer said “no” and there was, as a result, no way that this family were getting past the gatekeepers.

Mum tried to shuffle the kids into the lounge to take a seat and wait for the battle of wills to conclude – but they were intercepted by gatekeeper #1 who prevented them from grabbing a sly croissant whilst the plot thickened.

Mum then rolled her eyeballs heavenwards as Dad waved his QR code at the guardians of the upgrade and explained that he had purchased the offer online.

No such “deal” existed in the memory or machinery of the gatekeepers and so the resulting impasse took place as a queue of bleary-eyed business travellers formed behind the bottle-neck.

Having already had to wait for a bag search after Fast-track security, I was thankful I had arrived a good 2 hours early for my flight, so that I could catch up with emails and project work before catching my flight to Norwich.

Eventually, gatekeeper #2 realised that the waiting line of passengers had to be addressed before riots broke out (much huffing and puffing behind me from middle-aged besuited men anticipating their “free” bacon roll).

The Groupon family didn’t make it – they had only managed to arrive 20 minutes before their gate call and so the valiant defence of legitimate exclusivity was successful – I’ve no doubt that Dad will be storming back to Groupon when he gets home to demand a refund – good luck with that mate.

It reminded me that I’m still dealing with a handful of dental practices that are recovering from their own experiments with Groupon dentistry – surely one of the more significant own-goals in recent dental business history.

I wonder sometimes who is the most daft – the businesses that offer these deals or the people who buy them?

There’s pretty much always a catch – sometimes discovered too late to do anything about it.

Here at the airport, you still don’t get owt for nowt.

 

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