Category Archives: employees

The dumbing down of marketing

There’s no doubt its tough on the streets.  The post-recession marketplace differs in so many ways to what went before, yet organisations the world around are still approaching business in the same way and wondering why they aren’t getting results. 

Their slowness in adapting is often due to their habitual reliance on processes and infrastructure, which in some ways explains the success of those few start-ups with a clean sheet of paper and the understanding to get it right, but it takes real skills and experience to change a business on the move, so its ironic that just when you need the best brains on the job so many businesses are dumbing down.

Organisations world-wide are recognising that until the recession changed the rules businesses that were “average” could still earn a living and realising that efficiency is the difference between success and failure.  Now its game on, of course.  Average doesn’t cut-it anymore, we are talking fine degrees of excellence separating the movers and shakers from the has-beens.

Sadly, a lot of misguided managers are confusing efficiency with cost-cutting and employing managers with little or no experience and limited skill on the cheap.  It doesn’t work of course, because to succeed in business these days requires the best and the smartest and the cracks are very much in evidence.  I recently encountered a major global concern where the senior management were frustrated that they weren’t getting, what they considered a reasonable return on their marketing investment.  It was easy to see why.  The wastage was apocalyptic – they talked about integration (the only way any business is going to achieve the necessary efficiency) but didn’t understand it, nor implement even the basics and they had a department called “Propositions” whose brief it was to come up with a continuous stream of short-term tactical promotions that were so short they never had a chance to get up a head of steam and were just confusing their prospects.  To make matters worse, the focus on proliferation of ideas inevitably meant standards were sacrificed.  All they needed was one “Big Idea” and what they were doing was throwing half-arsed ideas around like confetti.

Behaviour like this can only be a product of inexperience and limited skills, but the business I mentioned are by no means alone, this is a worrying trend.  The businesses that I see succeeding right now have limited numbers of really smart people with the skills and experience to contribute across the business.  Structures involve everyone having clearly defined responsibilities, while appropriate culture and practices empower capable managers and employees to contribute in areas of the business beyond their remit.  This way you make the most of your resources and the gaps in the skills and experience can be covered by bringing in consultants as and when they’re needed.

Of course, while small businesses have the luxury of starting with a clean sheet, larger concerns will struggle to adapt existing structures and practices, but that’s not an excuse to do nothing and it’s certainly not going to be resolved by anything other than the best, most experienced and highly skilled marketers.  The decision to dumb-down by recruiting on the cheap is a false economy and the sooner businesses that are going this way recognise this and reverse the process the more likely they are to survive the next few years.


When customer service is more about internal marketing than training

Because, unlike most other countries, when a bank holiday coincides with a weekend, we Brits nominate the nearest weekday a public holiday, today (Monday 2nd May) was Mayday bank holiday in the UK.  As a consequence, I caught “Don’t Get Done Get Dom” on daytime TV where, cheeky chappie Dominic Little champions the consumer cause.  The object of his ire this week were the retailers Currys and PC World and Dom had a mailbag full of customer service complaints that he set out to resolve with the retailers’ parent Dixons Stores Group.

Over the last few years the consumer group Which have consistently highlighted DSG’s customer service deficiencies, its surveys revealing a customer satisfaction rating of something in the region of 30%, so the state of affairs can’t be news to DSGI management.  It’s bemusing therefore that, if they have done anything at all it’s had little or no impact on the end product, which frankly appears as bad as ever.

How can it be that a big organisation like DSGI can firstly deliver such poor customer service and secondly fail to address the fact when its pointed out to them in such irrefutable fashion?  Well, it could be that it’s a strategic choice.  I’ve heard of organisations before that had made the conscious decision to set their customer service rating target low because they had calculated that the cost of raising it above that point would not be recouped.  Putting aside the many and obvious flaws in that argument, I can’t imagine that a 30% rating would be acceptable to anybody, so I have to assume that this state of affairs is rather more an accident than a plan.

The feedback Dom received from DSG management was confusing.  Their comments suggested that they view inconsistencies in customer handling skills as an inevitable consequence of their rapid pace of recruitment and accepted that limitations in training capacity would result in new employees arriving on the shop floor with limited or no training.

I don’t buy any of this.  Firstly training may be an issue, but the fundamental problem here is clearly internal marketing.  The reported problems had far more to do with the willingness of customer-facing staff to disappoint or even upset customers than it did with processes, which it seems were largely not at fault anyway because all the customer issues were resolved once Dom had escalated them.

It seems obvious to me that the focus of DSGI employees is miss-aligned.  They seem to act on the assumption that customer satisfaction was secondary to adherence to processes (which they misunderstood anyway).  Yes, training would help them get to grips with the processes, but internal marketing is the tool to set customer satisfaction as the priority.  Once that’s established, when an employee can see that they are in danger of disappointing a customer they’ll realise that the process, as they understood it, is leading them down the wrong path and put the brakes on.

I don’t accept that employees find themselves on the shop floor without first receiving training either.  Training like this doesn’t have to be process-based.  In fact, the priority should be a culture-based induction that can be undertaken by the local manager, on-line or in a classroom, depending on time and cost pressures and there are many ways in which this process can be policed.

Over the years I have devised and run numerous training and internal marketing programmes, for retailers, who have witnessed improvements despite high volume recruitment.  In fact internal marketing, linked to a clear brand model reduces employee turnover, so volume demands are usually reduced too.  The evidence of Dominic Little leads me to suspect that DSGI are making a fundamental error in thinking that training holds the solution to their problems.  My belief is that they need to take a step further back.  Their customer service issues and a number of their other problems are, I am sure, all down to the lack of a clearly defined brand model and the internal marketing programme that makes it live and the sooner they recognise that and address it the sooner they will stop finding themselves the focus of programmes like Don’t Get Done Get Dom.

When profit is literally music to the ears of customers … and employees

We all know that music influences our actions.  There is endless research on the way music is used in sports psychology and there can’t be any fitness centres of gyms where music isn’t a constant feature.  There are also reams of papers by retailers revealing the impact that in-store radio has had on their business.

Retailers are old hands at this and apart from the in-store radio and TV of the larger multiples, retailers of all types and sizes have used music, in it’s simplest form, for many years to create atmosphere that entices customers to a store and creates an atmosphere where shoppers will linger longer, and we all know the longer people stay in a store the more they spend.

However, anybody who has worked in the in-store music arena will also be familiar with the complaints of shop workers who have to listen to it for the entire day, not just a few minutes that a customer spends in a store.  This is where the error of buying into cheap in-store music. with its loops, repeats and sound-alike bands, is highlighted, but it’s also an indicator of how music can be applied in other situations to`improve employee performance.

Because I have spent so many years advising retailers around the world I’m at home with the role of in-store music, ratio and TV, but I’ve also worked with businesses in corporate TV and spent time in offices like that of Sky TV in London, where music is a constant factor of office life so I have first-hand experience of the motivating power of workplace music. Like anything else, there’s good and bad in this field and while the muzac that so many stores and hotels opt for can ruin a business by frightening customers away and making an employees day a real drag, great music can make retail tills ring and boost energy levels.  However, this music thing isn’t as simple  as a lot of people think.  Anybody who really knows the subject will appreciate the psychology that goes into matching music types to audiences, moods and brand character.

In retailing there are both customer and employee profiles to consider, regional differences, business types and the variety of day-part patterns to be accommodated in any music strategy.  Fail to do this and your workplace music could literally be doing more harm than good.  There are three ways in which workplace broadcasting of one type or another can increase the profitability of a business.

In its simplest form music will create or enhance an atmosphere that strengthens a brand, provides an inviting atmosphere or increases productivity by motivating staff.  Get it right and even om this most basic level any business can achieve all three.

On the next level up, music, even by itself, can be used to prompt retail sales.  A UK supermarket played Spanish music in its wine department and significantly increased sales of Spanish wine.  However, with announcements or commercials that effect can be massively increased.  Another specialist UK retailer I know of achieved a 600% uplift in sales of one line in tests.

On the third level, in-store radio is already being used by many businesses not only to motivate employees, but to train them with product information, procedural updates and training modules transmitted out of retail opening or during office hours.

No business can afford to ignore or take this music thing lightly. It’s a legitimate business tool and increasingly scientific in its approach.  You are unlikely to get it right without help.  On the most basic level there are business out there playing radios, CDs and MP3s, oblivious to the fact that to do so in the UK requires licenses that costs upwards of £350 every year.  Avoidance could cost a whole lot more – I saw a post on a forum last week by a Chinese restaurant owner who was facing a bill for thousands of pounds!  My advice, don’t risk it and don’t try to avoid the fees by using non-licensed music – everyone hates it so it won’t bring any benefits. Bring in experts instead and profit from a well, thought out and executed workplace music strategy.

Vuvuzela, diversity and what it could mean to your business

I have heard a lot of bellowing this week about the vuvuzela and while I can’t help wondering if people would have noticed it at all if the England team were performing better, these objections do carry a whiff of xenophobia.  These instruments originated as the horns of wild animals and their tin successors have been a feature of South African celebration for years before the mass produced plastic version we have seen (and heard) this week came on the scene. Why can’t folks just celebrate the richness of diverse cultures?  Until we do, I can’t help thinking that we may be missing out on a few business opportunities.

The world is shrinking.  The Internet, transport and popular media have seen to that and if any of us are going to be able to afford to fly anywhere in the coming years, it is ultimately destined to become one big melting pot.  For years I have been building project teams, virtual and real, comprising all kinds of people with all kinds of insights and attitudes from all around the world.  There’s no doubt about it that Western experts have contributed disproportionately to the work I have done in the Middle East and the developing markets of Central and Eastern Europe, but that doesn’t mean the traffic has been all one-way.  I’ve found the contributions of locals to be invaluable.  In countries where budgets are tight and social conditions are such that people habitually fix rather than replace things I discovered unmatched determination to deliver complex solutions with the most basic materials and equipment and people who will learn new technical skills on-the-job, sitting up all night with text books when students in the UK would be falling in and out of pubs.

I’ve also learned more about sustainability that I thought possible from people like my Central European wife who was brought up in an education and social system that lived in far-closer harmony with the land that few Westerners of my generation have.  I have a son of thirty, who, brought up entirely in the West, lives in a disposable world, and a daughter of eight, most of whose life has been spent in Prague and to me the contrasts are stark.  My daughter takes my son walking in the forest, explains the medicinal properties of wild flowers and shows him where the wild edible mushrooms, strawberries and garlic hide, just like her mother and grandmother.  She’s keen to teach him to ski too, the expensive Western pastime that is cheap and accessible to Central Europeans and at which she’s been expert since she was three years old.  In return, he’s introduced her to all the cool things on the internet and contributed greatly to her fearlessness of technology.  Oh, and he’s taught her a few rude words that have horrified her teachers and fascinated the chums in her school English class in Prague (Did you know there are no really rude words in the Czech language)!  So much for cultural exchange!

Together they have achieved a synergy and a balance that has benefited them both.  Businesses in these developing markets have been in no position to resist the infiltration of skills and concepts and they have undoubtedly all benefitted as a result.  I can’t help wondering if a few of the Western organisations I have come across over the years wouldn’t be much better off now had they chosen to embrace and learn from other cultures rather than look for opportunities to oppress them or belittle their differences.

I was talking to a recruiter last week who told me that because there are so many candidates for jobs these days, hirers are increasingly selecting only their look-alikes for interview.  Now we all know that every business is only as good as its next big idea, that innovation is a product of diversity in every area and at every level of the organisation and that with all the rules of business having dramatically changed in the last few months, innovation is more critical than ever to the survival of any business.  So, as recession lifts and hiring starts again, maybe we are in danger of rebuilding our businesses to a model that excludes the very thing our survival depends on?

So while the South African people are largely welcoming their visitors from around the world and benefitting in no small measure from what the influx is bringing, you might like to give a thought to your own reaction to the vuvuzela.  If your knee-jerk reaction is to jump on the ban the vuvuzela bandwagon you should ask yourself if you take this attitude to work with you and if so whether its working against the success of your business.  It’s not just a matter of embracing other ethnic types and different cultures, but appreciating different perspectives and being open to the alternatives that these can offer you both at work and at home.

Innovate your way through recession

You might be persuaded otherwise by the actions of some organisations, but now is the time to innovate.  And before you respond with the old “we can’t afford it” argument, let me tell you that every piece of evidence proves beyond any doubt that far from not being able to afford innovation, you simply can’t afford not to right now.  If you think the recession hit hard and fast, you ain’t seen nothing yet!  If your organisation is sitting there with its metaphorical head between its knees, you’ll know what I mean when the recession starts to lift and your competitors who have had their thinking hats on for the last months kick your sorry backside!

The trick to innovating in recession is no different to the basic rule in boom times.  In fact its the fundamental of every aspect of all business at any time and if you’ve been on this blog before you’ll know what’s coming next … efficiency!  Efficiency is ultimately the only thing that separates successful organisations from unsuccessful ones and, by and large we are all pretty bad at it.  The thing is that most of the time we can get away with being … so-so.  In recession however you really have walk the talk! Yes, tough markets sort out the men from the boys, the wheat from the chaff and by and large this time around the recession is definitely reducing the number of half-baked businesses.

The starting point for innovating efficiently is the same as the starting point for efficiency in every area of your business – focus, and the kind of focus I am talking about is the kind that comes from having a clearly defined brand encapsulated in a concise and straightforward Brand Model, such as that which I create with my Brand Discovery programme.

Among many other things, a Brand Model gives any organisation the criteria by which to judge the suitability of everything you do and used properly will enable you to prioritise, cut those ideas that aren’t going to support your Brand Promise, help those you decide to run contribute something truly worthwhile to your business and ensure that tactical initiatives have maximum long term value – that’s efficiency!

Over that last few months I have seen an increase in the number of calls  from organisations who are fine-tuning their brands and this is encouraging.  How they go about it though is sometimes a bit of a worry.  I have just spent some time with a national UK set-up that brought in one of the big consulting firms at colossal expense to help them with this and the result was very disappointing.  The consultancy came in, helped them create something approximating a brand model, which itself left a lot to be desired, and then walked away and left them to it.  Sadly this is a common experience.

A lot of folks don’t realise that building a brand model is one thing, but bringing it to life is where the challenge lies.  The model is really just the working drawings.  To turn it into something concrete – and that includes leveraging its capability to generate business-building ideas – means taking a new perspective on your business.  This in itself represents a radical change for some organisations and involves introducing new practices and maintaining a high level of discipline, all while running the day-to-day business as usual.  Its tough and, believe me it rarely works unless you have to have someone dedicated to keeping it all on track.  Some organisations employ their own brand champion, which really should be at board level, because they need to carry that kind of weight within the organisation, but it makes sense for most businesses to bring in consultants and that’s what I do.

On this foundation you can start building your “ideas organisation”.  Canvassing ideas from within your organisation is a campaign in itself, especially if its new to your culture.  You first have to start by reassuring everyone  that regardless of their level or function, their ideas are as likely as anybody’s  to be that golden key to the future of the business .  I once turned an idea from a junior secretary into a successful new business unit for one of my clients and you could do the same.  Believe me the key to a really great future is probably rattling around the head of one of your employees as we speak.

Once you are generating ideas you’ll need a process for selecting them and developing those that show promise.  Your Brand Model will be an immense help in this, but you still have to set out your day-to-day approach.  I find that its useful for a lot of reasons to offer the person who came up with the idea a role in its development – its motivating and it helps them develop new skills.  You have to decide how you want to set up and run your project teams – one for each idea currently in development – at what points you review projects and what criteria you will introduce at each review.  Its also a good idea to have a reporting system that feeds back to your employees, to maintain their interest and commitment to ideation.

When you have an “ideas organisation” culture, the support of your employees and the processes in place to develop the ideas you’ll be generating ideas, assessing their potential and bringing the most promising ones to market more quickly and efficiently that you probably imagine.  You can fine-tune all the elements of your innovation programme as you go, but ultimately you can’t help but be successful.  Remember, ideas are the currency of business and the race is on to emerge from the recession like a bullet from a gun with all the momentum that only new ideas can generate.

Getting public sector efficiency off the ground.

soutwest-landingI’ve been in the UK recently, among other things dabbling in the Public Sector and with never before seen pressure on public spending it should be a particularly interesting time to be hanging around the black hole into which our hard-earned is pitched, but is it – interesting that is?

A recruiter friend of mine told me this week that his firm is busier than ever right now handling briefs from the public sector, which he assures me is falling over itself to adopt a private sector mindset.  Discounting for a moment the fact that we have heard this before and putting aside the obvious need for the struggling recruitment sector to give a positive spin on recruitment opportunities, as a UK taxpayer, I find this news encouraging, but if the public sector is to undergo the kind of culture change it must, there is a long way to go.  The dilemma is, where to start.

I know that there are success stories, but there’s no doubt about it, the public sector generally really does need to get down to business.  Among other things it seems they have been slow to realise that the difference between success and failure in any sector is efficiency, but even when the penny drops, there’s confusion in the ranks between efficiency and bureaucracy or systematisation which, as any private sector chappy knows, are different things entirely.

Without fundamental efficiency, little else counts, but in order to measure efficiency, you have to start with a clearly-defined objective to aim “efficiently” for.  And in my experience its right here, at the very first step that things usually go wrong.

Despite the progress that has already been made in some areas, the public sector’s greatest impediment to what we private sector jocks would consider best practice, is its own culture.  Like all big organisations, the sector discovered early on that the easiest way to make things happen consistently on a large scale was to bureaucratise and, in a short-term sort of way, it worked for a while, but as commercial organisations worldwide realised pretty quickly, long term, bureaucracy is a recipe for disaster.

The Communists in Central and Eastern Europe, kept things running for a while by giving people in every area of life step-by-step instructions on the minutiae of their life (A bit like Labour have done in the UK, come to think of it), leaving nothing to chance and preventing anybody from using initiative.  Its an idea that might fly provided the dictators are smart enough to predict every possible eventuality and legislate for it, but the reality is, nobody’s that smart and we couldn’t possible hope to envisage every eventuality, so ultimately the system breaks down at the first sign of something unexpected.

However, even that doesn’t necessarily spell curtains, provided the people at the sharp-end have the initiative to respond to the situation in a way consistent with the overall objective.  But there’s the rub.  Having created a community where you could leave your brain at home when you leave for work each morning and not realise until you came home and had to turn the video on, it stands to reason that the people who make it their home and settle in for the long term are those who aren’t really that good at the initiative thing.  I could expand on this thought, but it would take for ages and I think we are probably on the same page already.

I’m not suggesting that there’s no place in a modern business for processes.  Of course we need them, but we equally can’t afford to be totally reliant upon them.  To achieve efficiency these days requires that operators at every level of the organisation are smart, have the initiative and are empowered to apply what they know, equally to both predictable and unforeseen situations.  Migrating to this point from a bureaucracy doesn’t happen over night for any organisation, but the (some might argue unnecessary) scale of most public sector organisations makes it a daunting task for them.

If you get the opportunity, as I have, to talk to the people who are supposed to be making strategy and setting objectives – our MPs and senior civil servants – you would find that intentions are as admirable and awareness of issues is as high as you will find in the best-run commercial organisations. The initiatives that they launch however, because of the weakness of the bureaucratic process, become ineffective and inefficient at the point of delivery.  That’s why we get situations such as that which I heard of where a guy responsible for the web site intended to drive private sector involvement in a government scheme was adamant that it was inappropriate to have a proposition on the home page because it ” … commercialised the subject …” and in his world (wherever that was) social isues should not be sullied by the “C” word.

I have also recently come across a public sector new business leader and a sales team actively chasing sign-up targtes for a programme that there was no resource to deliver and another where targets for a three-man “sales” team required no more than one sign-up between them every two days when more than that were already walking in the door every day!  I have also just seen a business plan that by its own analysis was fundamentally un-executable. Room for efficiency improvement I think!

The problem is everyone is working to different objectives.  For example, the web guy sees the role of his organisation as being to enrich people’s lives rather than to drive business growth.  The new business guys see their task as being to get as many meetings with potential clients as possible and the sales guys are chasing a sign-up target with no thought to resourcing or what happens when they achieve it.  The bottom line is that programmes fail on every level, leaving disillusioned stakeholders in their wake and wasting sheds-loads of taxpayers cash.

There are two things missing from this picture.  One is a Brand Model that clearly defines the organisation’s philosophy, character and what they are there to do, neatly summed up in what I call the Brand Promise.  The second is an internal marketing programme designed to ensure that everyone in the organisation understands and is on-board with the objectives, equipped and fully committed to playing their part in the delivery of the Brand Promise.

One of the founding principles of Full Effect Marketing is that an organisation will only maximise ROI when a proportion of their marketing investment is diverted from making a Brand Promise towards the task of delivering it.  That’s an internal marketing strategy and I have created more of them than I care to remember.  Its not particularly difficult and, because my approach involves key employees in the process, just going through the strategy development starts the paradigm shift.

Organisations that do this well are people like Southwest Airlines, who prove that its not just a marketer’s latest plaything by succeeding dramatically on just about every measurable commercial parameter.  Happily, we now have consensus that its the only way to go, so, as a UK taxpayer I’d like to see our public sector jump on this particular band-waggon post haste.

If anybody from the public sector is listening (yes, I know, but I’m an optimist!), I’d be happy to help out with this particular cause.

The challenge of a Prague winter

prague-in-winterI am sure that in a former life I was a bear.  I say this because at the first sign of winter I get this barely controllable urge to hide somewhere warm and dark ’til spring … and today in Prague its minus 8 degrees C!  It sort of raises the question I find myself asking with increasing regularity these days – “Why spend so much of my time in a place where I was clearly not designed to be?”

Maybe its something to do with the summers, which, by UK standards are glorious and predictable – you can actually plan a weekend with a reasonable expectation of the weather being good enough to actually leave the house.  Or maybe its some of the quaint habits of the locals.  For example, yesterday I ventured into my local potraviny – the closest thing Czechs had to a supermarket before the real thing, in the shape of Julius Meinl, arrived from Austria, about the time the last Commie disappeared to his luxury mansion in the hills. 

Despite living much of the time in the beer capital of Europe I don’t drink much of the stuff, but I picked up a few bottles for the fridge and took them to the check-out where the lady growled (another Czech speciality) the price.  “Thirteen Crowns each”.  “But it says ten crowns on the shelf” I pointed out.  Three Crowns each for the bottles” came the reply.  I was tempted to make her day by suggesting that she “Forget the bottle.  Just wrap it up and I’ll take it like that” but I am sure the joke, and I’m certain the irony, wouldn’t have translated.  Czechs don’t “do” irony.  They do however have many practices, like charging separately for the bottle when you buy beer, that we would find odd … no ridiculous, even. 

Another Czech trait is their unequalled capacity for denial.  It probably stems from fifty years of Communist rule when you just kept your head down and did what you could to live around the rules.  Or maybe its goes way back.  What we now call the Czech Republic is, after all, the most invaded and occupied real estate in Europe, so maybe folks here have developed an ambivalent gene that enables them to carry on regardless of who is sitting in the big chair. 

The ambivalent gene would certainly explain the tough time I have getting people here fired up about anything (besides ice hockey).  This was underlined a couple of weeks ago by three surveys that revealed that despite suddenly not being able to get mortgages, having their factories closed, thousands of lay-offs and apartment blocks being only 20% occupied twelve months after completion, that Czechs still don’t believe there’s an economic crisis!

I mean, even if you’ve never seen an economic crisis (as they haven’t of course!) you’d have an idea that something was up when your house is being repossessed.  So it has to be denial, don’t you think?  Its both quaint and sad.  A bit like watching a small furry animal walking down the street from a perspective that allows you to see the out-of-control steamroller on a tangential course to the next intersection. 

A friend of mine who runs a pretty big concern in the Czech Republic told me this week that he’s had calls from two separate banks involved in two of his deals, to say that they just don’t have the money they had promised him.  He’s also divested himself of a number of companies.  One, which was making only two million Crowns a year on a multi-billion Crown turnover, had been the subject of productivity concerns for some time (understandably), but despite receiving a number of addresses from my friend, the work-force were, to a man, gob-smacked when “time” was eventually called.  It seems that either nobody quite belived the warnings or they were in denial.  After all, the business was still making two million a year, which, to many (possibly most) Czech-owned companies would represent pay-dirt.  I’ve said before, that many of the Czech businesses I come across are not really viable.  No, sadly, Czechs are still struggling to understand the rules of capitalism and after fifteen years in an economic rose-bed (very much at the expense of other EC members) they are about to learn some hard lessons.

I still believe though, that there are some terrific products and ideas here, that, despite the economic uncertainly, with a bit of western know-how could support some exciting, international even, businesses.  The question is, are locals able or even bothered enough to grab the opportunities, or will their general complacency mean that they just let them pass by?  I think we are about to find out.  With smart and resourceful Western organisations already assessing the soft underbelly of Central Europe’s developing markets as a target for off-setting their projected 2009 home market short-falls things are going to get tough here and if they are not movin’ and shakin’ it like they’ve never moved and shaked before, half the Czech commercial world is going to find itself eating dust!

Hey, is it chilly in here or what?  Pull that boulder over the entrance as you leave!