Marketing genius explains the doorman fallacy

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Rory Sutherland explains the real reason expensive hotels have doorman and the real reason may shock you!

The doorman fallacy highlights the hidden costs of short sighted decision making.

Sutherland is a leading marketing expert.

#fiancee #marketing #money

Date: October 18, 2024
Marketing Finance marketing money

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36 thoughts on “Marketing genius explains the doorman fallacy”

  3. Had this at a previous company. . Consultants came in and asked why the company had such a big compliance team. The company hadn't had any regulatory fines for a long period, had minimal customer complaints and a good reputation for quality.

    If you're not getting fined why do you need compliance? the reputation of a company is driven through the brand and marketing teams so you'll get your reputation protections there.

    Compliance was cut down to about 10%, and mostly junior, to rubber stamp, box tick and "just in case" a fine came in.

    In the end quality fell apart, regulations weren't adhered to and complaints and fines started rolling in. The reputation went from being a good company to a unreliable, suspect one to deal with and all the marketing in the world couldn't save it.

    Worst thing was the remaining compliance team got the blame for not protecting the company when they'd been ignored and overworked as unnecessary.

  4. Short term savings based on a spreadsheet that doesn't factor in the human/service element
    VS
    The long term degradation of services & most importantly; losing all the things that those in power didn't realise the "doorman" was doing.

    *Short sighted, short term financial gain…
    Long term pain, & deservedly so.

    (Here's looking at DOGE)

  6. Very accurate. Most consultants and management (procurement, logistics, and other non-revenue roles) tend to focus on saving money and cutting costs.

    While this benefits the company in the short term, they often lack a strong strategy focused on providing real value to customers or a long-term vision for making the company more competitive and profitable.

  7. So many times these consultants just give spreadsheets of "you'll save $X" or "this will reduce your spending by $Y" and c-suits that only care about numbers on spreadsheets go "sure! Sounds good!" and have no foresight or insight into what ramifications those changes will have on the company as a whole. Then they spend the next week patting each other on the back and a couple years down the road think "why has everything gone to shit? We need to change again!"

    Many consultants are just people who go "hmm, this working machine works too well, how can we charge money to sound like breaking it is a good thing while masking that by minor changes that will work so it gives the appearance that our advice works across the board?"

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