xrematon

May 17, 2017

Homo Deus

Filed under: Business,Futures,Innovation,Technology,Uncategorized — by xrematon @ 9:32 pm
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In an earlier post, I gave some thoughts on Yuval Noah Harari’s first book Sapiens. Though I don’t normally like to read books by the same author, preferring to endlessly taste the new and different, I had the opportunity to get to grips with his follow-up tome, Homo Deus, as I received it as a gift.

As with Sapiens, it is an intoxicating read, with grand sweeping ideas set to make you think differently and challenge your assumptions about how you think things are progressing. In Homo Deus, the Big Idea is that now Man has learnt how to conquer famine and horrible diseases that used to wipe out whole populations, he can think about higher objectives. We can focus on achieving immortality and eternal happiness, making use of the latest technological innovations to reach this goal. Our brains and bodies will be re-engineered by algorithms with those controlling these algorithms becoming the elite and the rest rendered useless from a societal perspective.

Harari puts forward all too convincing evidence and examples of how the steps leading to this are already taking place. Whilst I agree with his prognosis of increasing and insidious inequality spreading beyond basic wealth status to social mental and physical wellbeing, I am not so convinced that the conversion to a technologically determined utopia (for some) will be that straightforward.

These ideas make sense when taking a macro, more ‘godlike’ top down perspective, but less so when going bottom up and thinking about how individuals think and act. For a start, people have become more wary about how their personal data is used. 84% of US consumers are worried about the security of their personally identifiable information.

And there are signs that people simply can’t bothered to keep collecting personal data if it is left up to them. Research among those who have invested in wearables, still very much at the early adopter stage, reveals that barely a third of them continue to gather information about personal performance. This is surprising low for what would otherwise be assumed to be the keenest part of the market.

In addition, I am not sure that people will necessarily be that keen on options which have been designed as perfect for them. Instead, realistically, they are more likely to go to opt for what is most satisfying. Food is the most obvious example here. Though vitamin pills have been around for a long time, we still bother to prepare food. Soylent is still has pretty niche appeal, despite its recent efforts to go mainstream. And I haven’t even touched upon resistance to genetically modified and other forms of manipulated food.

My final quick challenge is about something completely different and only an aside, albeit an interesting one. In chapter one, Harari uses lawns as a way to illustrate how many of our preferences and aspirations connect back to earlier dynamics in society, though we are often now oblivious. Lawns were the preserve of the rich and thus associated with political power.

But I would argue that the ‘smart set’ are now increasingly opting for astro turf.  In fact, this is actually another demonstration of how the elite are using better technology to improve their lives. But it could be done better: surely the super elite would have grass personalised to match their wellbeing needs, being in the right shade and right texture to deliver optimal stress release. Perhaps I should try that on Kickstarter…..

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April 18, 2017

When something goes wrong at work, what happens?

The answer to this question is explored in Matthew Syed’s book, Black Box Thinking, which proposes that we could benefit from embracing our mistakes and learning from them in order to improve our performance. As with many of these books, the ideas they put forward are, on the surface, very compelling. Who could argue with the need for pompous senior health care professionals to accept they make errors, that hierarchy can be challenged, and the system reformed to ensure that people do not die from what are avoidable mistakes? The airline industry has shown that it is possible.

This is all well and good, but there is more to say about the process behind which we make decisions. Just pick up something by Malcolm Gladwell for instance. In Blink, as well as Outliers, we are introduced to people who are altogether brilliant at knowing what to do: they can make amazing snap decisions better than others who might spend hours on analysis and evaluation; and it’s often because they have in fact spent thousands of hours becoming expert in the area. That to me sounds a bit like what you want from a senior surgeon. So, it seems that it’s acceptable to work something out super quickly and trust your instincts, except for when it goes wrong. The key learning that comes out sounds surprisingly moral: avoid complacency and hubris.

But let’s go back to question in the title to this post: what happens if things go wrong at work. In my area of consumer trends and insight, I am not sure! This is both in terms of knowing whether things do go wrong or not, and if they do, what the implications are. Unlike in surgery or aviation, when a mistake can lead to the loss of human life, in marketing, the consequences are less clear cut.

Though it might be possible to argue that product sales or the loss of a client account are indicative, the more significant issue is that there is a lack of a clearly agreed metric or consensus over how such evaluations are to take place, let alone an obvious path or process for acknowledging these situations and actively learning from them. To be fair, I have known some agencies that carry out review sessions after big pitches or projects in order dissect what worked well and what didn’t. However, this is rarely consistently done, even within the same place, more often than not it is at the whim of how agency culture and priorities ebb and flow over time.

But the space where there is some energy and debate as to what is the right thing to do in marketing is not quite around learning from mistakes, but another form of improvement/trying to make things better: innovation. In a piece on Branding Strategy Insider, Geoffrey Colon argues that the challenge in marketing lies not so much in accepting that mistakes represent learning opportunities, but in being ready to have an open mind as to whether ideas might come from.

Teams of “experts and insiders” can be marketing’s worst enemy. Because they believe there is only one approach to finding a solution, they tend not to accept outlying ideas. When marketing teams represent a cross section of disciplines, the problems are quickly solved and the solutions are often applicable to other areas of business as well. One reason industries are being overthrown is that they don’t allow outsiders into their inner circle to provide new ways of thinking.

It seems the challenge for marketers lies not so much in removing the boundaries of hierarchy, but those of subject matter and discipline. But, at the end of the day, it is still about humility and being ready to accept that you don’t have all the answers – even if we can’t be too sure when it’s not right!

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March 19, 2017

Weapons of Math Destruction

Filed under: Business,Coaching,Consumer Trends,Marketing,Sustainability,Uncategorized — by xrematon @ 8:50 pm
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There is much chatter about corporate social responsibility but little deep thinking about more complex moral concepts. This is what struck me as I read a polemical book about the troubling implications of living in a world ‘controlled’ by algorithms – Weapons of Mass Destruction: How Big Data Increases Inequality and Threatens Democracy by Cathy O’Neil.

The author’s Big Message is to highlight how the clever models that sit behind how decisions to evaluate teachers, job candidates, prospective customers for insurance, consumers etc, are not as objectively fair as we might think, often capturing the biases of their creators, as well as more importantly creating negative feedback loops reinforcing social divides. Poor people living in bad neighbourhoods pay more for insurance as they are higher risk; thanks to accurate targeting, they can be more easily identified to be sold payday (or equivalent high cost/poor value) loans.

Whilst this is indeed troubling, my overall response to the book was to feel glad that I don’t live in the US and that, in the UK (I think!), there are more checks and balances in place to stop the level of exploitation seen across the Atlantic occurring.

However, after reading the book, I did start to notice other examples of concerns being raised about the moral implications of business approaches.

First example: an article widely circulated among the senior management at a major international marketing powerhouse. This article raises far more worrying concepts – how search engines are effectively being ‘gamed’ by organisations who wish to propagate ideas that would normally be dismissed out of hand in a liberal democracy. The journalist tried seeing what happens when you start typing in “are muslims…”, and seeing what comes up in Google Instant (though I must confess, I didn’t get anything as bad), she observes, “I feel like I’ve fallen down a wormhole, entered some parallel universe where black is white, and good is bad.”

Second example: an interesting piece in a recent edition of 1843. A writer for the magazine went to California to ‘meet the scientists who make apps addictive’. In a way, this article provides a much-needed human face to the O’Neill book. It seems that the clever people behind all the clever new apps and algorithms are not actually evil. They are described as ‘hipsters from San Francisco – all nice people’.

However, some of them have realised that what they are unleashing on the world may not be so straightforwardly ‘good’ after all. The founding father of ‘behaviour design’, B.J. Fogg, is quoted as saying, “I look at some of my former students and I wonder if they’re really trying to make the world better, or just make money. What I always wanted to do was un-enslave people from technology.” Let’s see what some of these students have been up to:

  • One of Fogg’s alumni, Nir Eyal, went on to write a successful book, aimed at tech entrepreneurs, called “Hooked: How to Build Habit-Forming Products”.
  • Another, Tristan Harris, resigned after working for Google for a year in order to pursue research into the ethics of the digital economy. “I wanted to know what responsibility comes with the ability to influence the psychology of a billion people? What’s the Hippocratic oath?” Whilst Harris was convinced to stay on temporarily as design ethicist and product philosopher, he soon realised that, although his colleagues were listening politely, they would never take his message seriously without pressure from the outside. He left Google for good to become a writer and advocate, on a mission to wake the world up to how digital technology is diminishing the human capacity for making free choices.

My final example is a film, but it succeeded in make me think the most as it captured my imagination and brought to life the moral dilemmas at play most powerfully. Eye In The Sky explores what happens when a drone is to be used to launch a bomb into a crowded street in Kenya in order to kill a wanted terrorist. Clever algorithms make use of Big Data to calculate what is the likelihood that a small girl selling bread on this street might be killed too by this bomb. For the minsters approving the mission, it is only acceptable for the bomb to be launched if the likelihood is below 50%. Initially calculations suggest the risk is over 50% (that’s what the model says), but in the film we can see how human actors can override and manipulate models. It is clear that ultimately humans need to be ready to make difficult decisions – and live with the consequences.

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February 15, 2017

Going fast and slow

Streamlined, friction-free, hassle-free, speedy, smooth.

The list could go on – what I hope these adjectives capture is how, in some elements of retail, there is an increasing focus on making the process of purchasing and acquisition simpler and quicker. Amazon is the prime example of this (inevitable pun), with various initiatives coming in thick and fast. There is Amazon Echo, through which you can place orders for music and Prime-eligible physical products; and then there are the new shops, Amazon Go, where customers can walk in, put what they want from the shelves straight into their bags and then walk out again.

Now I must confess that neither of these options has particular appeal. However, I have been tempted by the simplest of all the Amazon efficiency offers: Prime delivery. As a household, we accidentally signed up for a month’s subscription, and in the interests of research, I ordered and successfully received a same-day order, with an eight hour gap between putting in my request and tearing open the package. It was probably the quickest way to get these books. I would have otherwise been obliged to go into a big bookshop in London to be sure of finding them, but it all felt rather anti-climactic in the end. Drone delivery will be more exciting.

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But what about the idea of going slow? Yes, I will acknowledge that this is getting attention in its own right, but in a way that is all aspirational and fetishised – think slow food, slow living, mindfulness, hygge etc. But what about slow as a practical approach to life?

Communication, like shopping, has all got much easier, in particular thanks to smart phones, which means we can pick up calls, texts and emails, whenever and wherever. I would like to share with you a recent example of a surprisingly simple but highly effective way to slow down communications. This example came from a colleague who is the head of an important public institution, and thus on the receiving end for complaints and concerns from users. As most of us will have no doubt experienced, it is all too easy to get bogged down in a long and ever expanding spiralling email thread. Here is what this CEO did: in response to a ‘difficult’ email, they sent a letter back. Why it was so successful?

It stopped the discussion at once: no one could be bothered to write a letter back and it seems rather odd to reply to a letter with an email.

It stopped any forwarding and copying in additional individuals, as is very easy to do with emails, thus ensuring that the discussion could be tightly controlled/managed, in a perfectly acceptable way.

And finally, and this is the sweetest part, the recipient was happy and no longer aggrieved. Who could fail to be pleased with a letter which is on nice, thick, headed note paper and which shows that the original comments have been reviewed and reflected upon, and have prompted a carefully considered response?

Now the challenge is to think about how this tactic can be deployed equally effectively in other contexts. Not sure it would work as a means of dealing with edits to Powerpoint decks – shame!

 

January 14, 2017

Putting big money in the little things that make a difference

Filed under: Business,Consumer Trends,Innovation,Marketing,Uncategorized — by xrematon @ 4:28 pm
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I have had the opportunity to do a number of projects in areas different to my usual diet of FMCG-relevant global consumer perspectives. Health, and in particular cancer, have been the object of my intense focus over the recent months.

Whilst I have realised that there is a vast amount to learn in these fields, it is also possible to find some familiar principles. One of these is acknowledging the importance of the customer perspective, whether a ‘bog standard’ consumer or a patient. The reason this is so striking in medicine and the more clinical side of healthcare is that traditionally the clinical perspective is the one that dominates and drives how things are done. Whilst this ensures that the patient has the greatest chance of getting better in one sense, it does not necessarily mean that the patient experience is the best. For example, recent surveys found that patients treated by London hospitals reported poorer experiences compared with those treated by hospitals in other English regions, despite the fact that London houses many of the top centres for cancer with world leading experts and cutting edge equipment.

However, there are signs that there is growing recognition of the need to factor in more of the non-clinical angles to being a patient.

  • There is important policy support. The latest cancer strategy included a commitment to ensuring that ‘every person with cancer has access to the elements of a Recovery Package by 2020’. The Recovery Package is part of an overall support and self-management package for people affected by cancer and includes a Holistic Needs Assessment which encourages healthcare professionals to understand how patients are feeling not just physically, but also emotionally and what’s behind this.
  • It is possible find examples of small tweaks to process, ‘little things that make a difference’, which are being instituted and at very little or no additional cost. The North Shore–LIJ Cancer Institute, one of the largest providers of cancer care in the New York metropolitan area, gives radiation patients and family members tours of the treatment rooms in advance to help address fears about going through the daunting and unknown experience of radiotherapy.
  • There also examples of where things were done differently, even though this did have major cost implications. The new cancer centre at Guys Hospital was built using input from a panel of cancer patients with the result that it houses the first radiotherapy machines in Europe above ground, despite the fact this was significantly more expensive. This means that patients will not receive their radiotherapy treatment in a windowless bunker below ground level, as usually happens, but be in more positive environment for what is already an unpleasant experience. Likewise, in the US, health care provider Bellin designed a freestanding facility for cancer, locating it off a major highway several miles from the hospital. This centre houses all oncology and administrative staff members and provides comprehensive and coordinated care. The facility not only makes it easier to deliver efficient service, but also offers a more calming experience for patients with easy parking; specific design codes of soft colours, natural materials and lots of natural light with a garden visible from the infusion room. Without patient input, Bellin would have followed a consultant’s recommendation to simply add a more ‘impersonal’ cancer wing to its hospital.

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Let us hope that, despite the uncertain economic climate, these important principles continue to be practised and do not return to be empty statements of intent.

November 16, 2016

Rematerialism

Compared to the boom consumption decades of the post-war era or the bling-times of 1980s, in more recent years, it could be maintained we have been living in a post-materialistic society. This was true in the buoyant affluence leading up to the global financial crisis and Great Recession when, putting it crudely, we had everything money could buy and we became interested instead in seeking the best, most glorious experiences. Red Letter Days, which lets you buy balloon rides and bungee-jumping as gifts, was the poster child organisation for this set of attitudes. Going through the recession and financial squeeze kept post-materialism still in there, but the motivations and perspectives behind it were different. With little spare money for excess and indulgence, we came to understand what was actually most important to us, and that was often spending quality time with family. In that environment, staying in became the new going out – a more modest experience, but an experience nonetheless.

However, I wonder whether attitudes might be shifting again. Experiences are still very important, in part because of economic pressures: having experiences can be relatively be expensive (compare the cost of meal out vs cooking at home). But now ‘things’ could get more expensive too given that the low value of the pound is pushing up the price of imports.

Beyond the simple economics of higher prices driving a sense of scarcity and thus the need to appreciate material goods, I wonder whether there is something in the way in which we ‘approach’ objects which is changing. There are two dynamics to this:

  • In certain sectors, we are moving to a prioritisation of ‘usership’ rather than ownership. It’s clearest with cars, when we can use Uber or some kind car rental scheme in order to answer our mobility needs other than through buying a vehicle. It’s also pretty big in media: we download films or albums when we want to watch or listen, rather than picking up a box from our shelves. This means that when we do buy ‘something’, it is rather special. Look at how everyone can’t resist getting a fine and fancy notebook in which to write their meeting notes.
  • In addition, the idea of repairing an object and investing in making it last is getting more mainstream. Patagonia is a leader here and on its website, it is possible to access a comprehensive set of easy-to-follow repair guides, from learning how to repair a baffle on a down jacket to replacing the slider on a plastic tooth zipper.

When our lives were full of wonderful experiences, we could fill post lovely pictures on social media of  happy people laughing on sandy beaches etc; I am not sure photos taken whilst descaling the kettle to make it last longer will really have quite the same impact.

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October 16, 2016

Story telling – part II

Filed under: Business,Consumer Trends,Marketing,Uncategorized — by xrematon @ 8:25 pm
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This is the second and final post thinking about story telling, something which the marketing world is rather keen on at the moment. In my first post, I explored the different levels at which stories can be used. In this post, I am sharing learnings from having looked through Christopher Booker’s “The Seven Basic Plots”.

In this work, Booker describes the seven basic stories which seem to act as archetypes and recur in great tales from across time and across cultures. To be fair, with all this increased interest in stories, the marketing world has cottoned to these seven basic plots as a source of reference and inspiration.

However, there are perhaps more interesting elements to Booker’s analysis of stories that have been overlooked. In the last section, he explores how, in the past 200 years, many of these archetypes have been subverted and inverted. “They have become detached from their underlying archetypal purpose. Instead of being fully integrated with the objective values embodied in the archetypal structure, such stories have taken on a fragmented, subjective character, becoming more like personal dreams or fantasies.” Booker goes on to explore how this shift explains and reflects the shift in individual human consciousness that has occurred in recent history.

I don’t want to go that ‘deep’, but it made me wonder whether the idea of playing around with archetypes has or could be a source of creative inspiration. Here are some initial reflections.

  • It might appear that advertising is creating its own archetypes which can then be distorted. Parody is the clearest example of this – and the Aldi version of Man on the Moon comes to mind here.
  • In addition to the archetypal plots, Booker also identifies archetypal roles that individuals in the seven basic plots might play. These include the Mother, Father, Child and animus/amina (the character that embodies the qualities of the opposite gender to the hero/heroine). In a world where it is increasingly accepted and perhaps expected that men take on child care and domestic duties and that gender identity is not fixed, one might argue that rethinking these archetypes is necessary in order to have relevance today. Fashion is certainly getting interested, but this is likely to be more style than substance.
  • Part of the reason that the archetypes begin to distort is due to the arrival of an author and their personality. What we are seeing in marketing is a different change in the centre of gravity within narratives. Brands can now be less about story telling and more about story making; and it is the customer who in fact ‘has’ the story or, at the very least, is actively involved in it.  Think about the ‘Share a Coke’ campaign where the brand sets the stage and provides a prop, but it is the customer who is the protagonist.

Whichever way these trends and shifts play out, it is worth ending on the fundamental reason why stories have so much to offer in marketing. Stories add to the humanity of brands. Without that narrative, everything is dominated by features, data and discounts and that sounds a bit boring to me.

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August 13, 2016

The way things should be

Filed under: Business,Customer Service,Marketing,Uncategorized — by xrematon @ 8:31 pm
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I am occasionally inspired to write stories about positive customer experiences.  It doesn’t happen that often, mind you.
This time it’s Amazon’s turn to be under the rosy spotlight. Let me tell you the story…..

Once upon a time, on Jan 3rd 2015, a lucky little girl was given a Kindle Fire as a belated Christmas period. She played happily on it through out the year, but sadly, during the Christmas holidays next year that much beloved Kindle was left on the floor and trod upon, cracking the screen so badly that it no longer worked. Kind Mummy decided to get in contact with Amazon to find out what could be done. She pressed the magic May Day button to talk to a nice helpful person, realising as she did so that it was exactly a year to the day that the Kindle had been first purchased – in other words just outside the 12 month warranty period.
Mummy spoke to Dee, explaining what had happened, being quite open about the fact that it was due to sloppy treatment that the Kindle stopped working. But lo and behold, Dee waved her wand and said that a new Kindle could be delivered to the little girl free of charge, but we just had to be patient and wait a few weeks for it to appear.
The days went by and turned into weeks. After less time than had originally been discussed, the little girl and her Mummy had a knock at the door and took in a big brown box. Quickly cutting open the box and then, without any fuss at all, unfolding the clever special packaging inside, which didn’t have any of that nasty sharp cutting plastic, the little girl and her Mummy found a lovely new (reconfigured) Kindle shining inside.
They lifted out the Kindle and switched it on. After just two minutes, by logging into her Amazon account and bringing up the profile of the little girl, Mummy was able to breathe a sigh of relief and handover a completely functional Kindle with all the games and apps and lovely things now all there to a now very content little girl. And they all lived happily ever after.

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July 1, 2016

Disrupt Yourself

Filed under: Business,Coaching,Innovation,Uncategorized — by xrematon @ 9:48 pm
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Disrupt yourself

I have some confessions to make: in my first year of work, I often went to the library as an important way to get information and new ideas; and on one occasion I had to catch a late afternoon flight from Paris to take a VHS tape of an ad mock-up to the co-ordinating agency in London as the last Fedex delivery had been missed. There was no other way to get the creative work over. This was an analogue world and created tasks that now seem more than faintly ridiculous.

So it was with interest that I picked up my latest ‘worthy tome’ (part of my ongoing effort to broaden my reading matter beyond ‘story books’) had the catchy title of “Putting the Power of Disruptive Innovation to Work – Disrupt Yourself” by Whitney Johnson.

Sadly, the book disappointed. Though my opening anecdotes highlights I am only too deeply aware of the changing context in which we lead our working lives, none of this came through. It was a rather one-dimensional self-help book giving lots on the ‘how’ to bring changing into one’s professional life, but with little sense of the burning platform of ‘why’. To me, it would have been more compelling to also highlight the risk of redundancy of opting for stasis and certainty.

The introduction presents an interesting challenge – that of applying what is traditionally regarded as a business concept – the S curve – to individual experience. I have already read a book which used this ‘conceit’ of using business practices for personal problems to good effect (futures techniques to navigate personal life choices).  In ‘Disrupt Yourself’, there was less of a single-minded approach and more of a ‘pick and mix’ one to referencing examples/analogies from the business world as well as individual experiences. This links to another shortcoming – it suggests that personal disruption is more relevant for the more entrepreneurial, ie those who naturally conflate their professional development with the development of a business. What of those who those who aim to operate within the system? Or are they just redundant anyway?!

In a similar vein, I also would have liked examples of people who tried to change and it didn’t work; is disruption really for everyone? And what about negotiating forced disruption that is thrust upon you rather than proactively seeking it? Clearly, the latter sounds ‘better’ (more aspirational/what we know we should be doing), but there may be valuing in taking a softer approach to help others cope with unsought change.

Finally, I would like to highlight the connection between ‘Disrupt Yourself and another book I recently read about growth mind sets. Both present the importance and value to be gained from challenging oneself to continue to learn and make progress, but there are interesting differences of approach. Whilst the Dweck book is a eulogy to redefining failure as an important to step to improvement, Johnson gives more space to acknowledging how rubbish failure can actually feel in reality and that it can be worthwhile accepting this. In the chapter entitled ‘Give Failure Its Due’, she writes, “When I fail, I am mortified, but I am also heartbroken. I have envisioned a future in which I would achieve a goal, and perhaps be hailed as the conquering hero. And then I didn’t and I wasn’t. I have learnt it is important to grieve….We often think of loss of a marriage or a loved one, but there is also the loss we feel when a professional dream – even a small one – is dashed.” Thoughtful and though-provoking.

As a floating freelancer who has never bothered to set up their own company, I constantly need to reinvent myself as I chase after the latest opportunity/hot prospect, whether it is a project about shopper trends, international development or cancer care. Disrupt myself – indeed I must.

May 25, 2016

The Big Shop

Time for me to be ‘untrendy’. When we hear about how grocery shopping habits are changing, it’s all about ‘a little and often’ and how we are falling out of love with the big weekly shop.

Well, I would like to tell you about a recent visit I made to a new supermarket that is not all about convenience trips, but somewhere very big (80, 000 sq foot). It’s the Sainsbury’s store at Westwood Cross in Thanet, which opened in November 2014. As I have explored in other posts, Thanet is more worthy of exploration and evaluation than you might at first think on encountering a part of the country which is flat till it reaches the muddy grey sea and populated by people who are older and/or less affluent than their other Kentish peers.

Sainsbury land

I have been meaning to check out this Sainsbury’s for some time now as its arrival was heralded with much fanfare (it would create jobs, require changing the local road system, be the epitome of the latest and best in sustainable design etc). I found this nice leaflet online which helps to give a sense of how the store was a big deal. Note in particular the community initiatives – which I assume were meant to help make the new supermarket be part of the local scene, rather than to create a scene. But I must confess I am little underwhelmed by the employment of just one local construction management trainee and the donation of soil to a local campsite to help construct a new golf course!

Going inside the store itself was sadly also rather underwhelming. Walking through the threshold with a sense of great anticipation, past the plug-ins for electric vehicles (setting false expectations for something quite different), it was still a Sainsbury’s.

Sainsbury car park

This meant nice enough clothes and household goods, and nice food, but failing to give the impression of an emporium teeming with a rich abundance of exciting items. The aisles were very wide – not doubt good for avoiding trolley crashes – but it compounded the sense of emptiness you get from looking at shelves which could be fuller.

Sainsbury inside

However, it was not a fruitless journey as I did manage to find an item I had never come across before and wasn’t even looking for: giant couscous. Have you ever tried it? NB not worth the trip to Westcross!

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