The numbers were in. The interviews were analyzed. The data was processed. From every data point, the same result screamed itself at the Analysis and Strategy Team: the desire to go to the store increased exponentially the closer closing time got. They had the numbers to prove it.
A few hours before closing time, the desire was negligible, unless sparked by some specific circumstance. About two hours before, a quiet whisper emerged at the back of the customer’s mind, reminding them that if they needed something, now was the time to get it. An hour before, and this whisper had gotten its metaphorical paws on a boombox. Half an hour, there was a marching band afoot. A quarter to, and the need for speed (and/or something small to nibble on) was paramount.
This was useful information.
Unfortunately, its usefulness was limited by the fact that closing time only came around once per day. Ever a fount of inspiration and creativity, the Analysis and Strategy Team thus proposed the following course of action: close the store at several points during the day. This would give the described impulse more opportunities to manifest itself, and overall increase the pressure to get to the store before it closed. The team projected that the sales of small things to nibble on would skyrocket.
The very next day, the team found itself restructured into a purely analytical unit, with a new strategic team starting up at the opposite end of the building.
More longer friend see that sky? 