Man, I’ve heard that phrase a lot in my life. And truth be told, I’ve spoken it more than I care to admit.

But when something fails once in the past (or even more than once) should it be doomed forever?

I was lucky enough to hear futurist Bob Johansen speak last week at Resource Interactive’s excellent iCitizen conference, and he said something that really stuck with me:

“Almost nothing that happens in the future is new; it’s almost always something that has been tried and failed in the past.”

It’s so true. Think about Apple’s recent successes. MP3 players floundered before the iPod came along. Smartphones existed in limited fashion before the iPhone changed the landscape. And tablet computers had been an unrealized dream for quite some time. In discussing the tablet computer in 2001, Bill Gates famously said that “within five years I predict it will be the most popular form of PC sold in America.” When that didn’t happen, it wasn’t hard to find people predicting the tablet’s failure: “The Tablet? It isn’t RIP. But it’s certainly never going to be the noise Bill Gates thought.” But then along came the iPad and its million units sold in the first month alone. And don’t get me started on e-books, which many loudly proclaimed were bound to fail. Jeff Bezos begs to differ.

We humans have this tendency to throw the baby out with the bathwater when something fails.

But the reality is that the success of any new idea — be it a product, a promotional idea, a merchandising technique, a sales tactic or website functionality –  is dependent on many different variables. Execution matters a lot. But we’re also dependent on many other situational contexts in the idea’s ecosystem, like timing, audience/customers, design, the economy, and the general randomness of life. Even slight tweaks to any of those variables can be the difference between success and failure.

In the others words, we shouldn’t automatically assume a past failure of an idea means the idea was bad. To be clear, I’m not suggesting there aren’t bad ideas that deserve to remain in the trash heap. However, we should at least break down the failure of an idea that we must have considered worthy at one point. (Why else would we have tried it in the first place?) What went wrong and what went right? Was it the execution? The positioning? The audience? Did we even have enough data points in our measurement that our findings of failure are statistically significant? Did it really fail?

Once we’ve broken the failure of the idea down into its component parts, we’ll have a better sense of whether or not the idea itself was at fault. We’ll have a much better understanding of the problems we would face if we tried it again, and that better understanding will give us a better platform from which to base our next attempt if we so desire.  We’ve all heard the stories of Thomas Edison’s thousands of failures before he finally got the incandescent light bulb right. Would we all be in the dark today if he gave up?

What do you think? Have you good ideas junked because of past failures? Was it the idea or something else?

Convenience. We value it more than I think we sometimes realize. We’re willing to pay more for it, and we’re willing to sacrifice quality in exchange for it. So it stands to reason that delivering convenience for our customers can lead to a pretty profitable equation for retailers.

Consider the convenience effect of some of the more popular innovations in recent years:

• Mobile phones. We love our mobile phones,  even though they’re more expensive and of significantly lesser sound quality and reliability than land lines. And now we browse the web on our tiny smartphone screens.
• Digital music. While it’s getting better, the sound quality of digital music is not as good as CDs (and some people say CDs aren’t as good as LPs). And we happily listen to our iPods over poor sound quality earbuds because they’re a lot more convenient than bulky headphones.
• Camera phones. Digital photography with nice SLR cameras is finally nearing the quality of film, but cameras on phones have a long way to go to get to that same level of quality. But it sure is easy to post photos on Facebook and Flickr from a camera phone.
• Diet pills.  OK, these aren’t as widely adopted as the previous examples (yet), but they’re the easy way out for weight loss even though there are some less-than-pleasant side effects. (Hint, you don’t want to sit next to an Alli pill taker on a long flight.) Of course, if you’re not into pills maybe you can still avoid exercise and get some six-pack abs with the Vibro-Belt.

I would be remiss if I didn’t mention the immense convenience of e-commerce and the effect it’s had on retail. But we cannot rest on our laurels as the desire and demand for convenience knows no bounds.

The threshold for inconvenience continues to get ever lower. We often complain about how many clicks it takes to get to what we’re looking for on a web page. Think about that for a moment. The energy required to cause our index fingers to press a button too many times is irritating. Some might say it’s not the energy, it’s the time. OK, fair enough.  Then the “waste of time” threshold starts kicking in when we are forced to wait three to four seconds for a page to load. We’re busy! We haven’t got that kind of time to waste!

My favorite example of the power of convenience is the Kindle. Amazon managed to make the paper book seem inconvenient. If that doesn’t tell you that just about everything can be made easier, I don’t know what will. People (and I’m one of the them) are willing to drop hundreds of dollars for a book reading device that still doesn’t format as well as a paper book. But it’s so light and so much easier to hold in one hand than a hardcover book. You can lay it flat on the table. You can carry lots of books around easily, which is very nice for a traveler like me. And you can get books in an instant with the wireless connection, which is soooo much more convenient than plugging the device into a PC for a sync. I sometimes feel ridiculous saying things like that, but I’m not going back.  And I’m not alone; people write long blog posts professing their love of the convenience the Kindle brings.

But this post isn’t a social commentary. It’s about recognizing an opportunity to make money.

So, how can we focus our businesses on the convenience opportunity? Here are three places to start:

1. Start with website usability
   We should start with our sites because they are the low hanging fruit. The promise of convenience with e-commerce is high, but all too often we put obstacles in our customers’ way, many of which I’ve written about previously. Where are we causing customers more clicks than necessary? Why are we requiring all those clicks? Is it a lack of planning on our part, or are we putting our immediate priorities ahead of our customers’ needs? Have we overwhelmed our customers with choice? How can we make narrowing our selection easier and quicker? And let’s not forget site performance. How fast are those pages loading?
2. Re-examine the store experience
   We need to continue to think about how our in-store experiences can be easier and more convenient for our customers to shop. Paco Underhill provided some great tips in his book,  Why We Buy. We can also look to a cross-channel strategy to allow technology to provide some conveniences. How can we bring customer reviews and recommendations into the store? Is “buy online pickup in-store” a desirable convenience to offer? How about accepting payment via mobile phone or PayPal in our stores?
3. Consider our customers’ lives – what could make those lives more convenient?
   What’s life like for our customers? If she is a busy mother of young children, can we do more to help her easily put together some nice outfits for the kids (or herself) to free up time for answering emails, paying bills, or maybe, just maybe, giving her time to relax in the bath? Does it make sense to give our customers the ability to automatically replenish certain items at certain intervals? If we think hard, we can probably find ways to improve certain tasks that don’t currently seem difficult. If the book can be made more convenient, there are no limits.

Sometimes I think we get so caught up in our metrics and the particulars of our businesses that we forget about our customers’ needs. After all, retail is really a service business. Customer convenience can and should be a key part of our value proposition. When we find ways to make our customers’ lives easier (even by just a little bit) we are providing services and products our customers will be willing to buy — and at prices that are nice for our bottom lines.

What do you think? Is customer convenience the right strategic target for us? What ideas have you implemented to improve convenience?