Change, like candy corn, is only good up to a point

In my recent post about changing your mind, I discussed how to address failure by changing your mind about what you want to achieve and then following accordingly with action.

One thing, though: too much change can do as much damage as not changing at all.

Think of it like the candy corn that we, OK I, enjoy this time of year.  A little is good.  A little more is better.  Too much is kinda gross.

Part of using change in marketing hinges on when to stop changing

For example, in the PC boom of the early 90s and the Internet boom of the late 90s, Dell computer became the leading manufacturer of PCs based on its brand platform of mass customization.  You could get your computer any way you wanted, like a sandwich at Subway.  This positioning worked well until economies of scale geared up and less expensive production from Taiwan and eventually mainland China made it just as economical for consumers and small businesses to buy fully-loaded PCs.

While Dell backed off customization, they then tried a number of brand platforms that didn't have the same impact: "Dude, you're getting a Dell," "You can tell it's a Dell" and most recently, "The power to do more," a paean to its startup heritage.  So the good news: no one associates Dell with made-to-order anymore.  The bad news?  Dell doesn't stand for anything else, either.  While factors such as smartphone adoption and the rise of tablets also challenge Dell's earnings, its branding certainly hasn't helped.

Change, then, ought to come with a time delay built into it.  As with any initiative, marketers should set an objective, determine the best metrics for measuring that objective.  And, dammit, give it a minute.