Faded Image

Writer Peter Pachal has an enlightening post on Mashable detailing Kodak’s missteps as the rapidly-evolving digital photo technology overtook and ultimately buried the film business that made the company famous – a name recognized around the world. I grew up with Kodak’s Brownie camera, used the company’s venerable Tri-X and Plus-X black-and-white films in college and “graduated” to Etkachrome transparencies. This week’s announcement that Kodak was filing for Chapter 11 bankruptcy protection brought a feeling of sadness. Like many other “Old World” – read 2oth Century – businesses found out rather harshly, there was no place for their analog products in a digital world.

However, Pachal’s article points out that unlike some of those other businesses, Kodak had the opportunity to capitalize on new technology, having invented the first digital camera in 1975, as well as creating photo-sharing and photo viewing products. Success in any one of those three – especially digital photography – might have ensured Kodak’s remaining a dominant player, but in each case the company clung to its core film business and became a ghost image of its storied past. It’s a cautionary tale well worth reading, because it points out how a company’s inability or refusal to adapt its business model cost it dearly.

I left the film-and-print world about a decade ago and have gradually worked my way through the digital environment to where I now shoot with two Nikon DSLRs. I found it rather ironic, though, that roughly a week before Kodak’s filing, a friend of mine gave me a 1980s-era Konica FT-1 film SLR camera she’d picked up at a rummage sale. Since I still have my Nikon FG film SLR camera (also 1980s vintage), it wasn’t totally shocking to see another antique that I’ll add to my collection. In fact, I decided to run a roll of film through the Konica to see what develops. My film choice: Kodak, naturally.

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Failure to Communicate – Part 2

Today, the Penn State Board of Trustees gathers, according to an article on the Huffington Post, “for the first time since the chaotic week in November…” when the story of the arrest of former defensive coordinator Jerry Sandusky on allegations of child sex abuse. The article noted that the board has remained “mostly silent the past two months…”

Excuse me, folks, but this is a crisis situation – one that continues to threaten Penn State’s future as a whole, with an impact potentially far beyond any athletic program. Meeting every two months and remaining “largely silent” in the interim doesn’t cut it, in my opinion as a long-time public relations practitioner and teacher. I understand that the trustees, like those who constitute most corporate or institutional boards, are people with “day jobs” – very important jobs as business executives, medical professionals and other community leaders who are geographically scattered. But the gravity of the situation demands that the trustees – the university’s ultimate decision-makers – demonstrate leadership by meeting frequently and communicating with the various publics affected. That includes students, faculty, staff and alumni, the alleged victims and the general public, among others. The university’s most recent outreach effort – a series of alumni meetings I discussed in a previous post – seems to have been mishandled and only served to anger this important segment of the Penn State community. As I said in that post, I believe one reason for that failure was that the trustees did not lead that effort.

Perhaps the trustees have been discussing the situation via electronic technology in the interim; I would certainly hope so. But the perception is that they haven’t done anything because there have been no public meetings and very little comment. That perception may be unfair – but perception is reality in public relations.

The board has begun to speak publicly, with a number of members being interviewed by the New York Times and the university’s “hometown” newspaper, the Centre Daily Times. However, in these interviews and other coverage, I have found one thread particularly disconcerting. Some trustees maintain that at its May 2011 meeting, the board didn’t comprehend the gravity of a brief report on the ongoing grand jury investigation by then-president Graham Spanier and the university’s general counsel. How can this be? I may be benefiting from hindsight, but I would think the words “grand jury” would create a chorus of “Whoa!” “Stop!” “Wait a minute!” or other entreaties for details. This wasn’t a report about changing the terms of the contract for the dining service’s french-fry vendor. It was a criminal investigation. Laws and court regulations may have prevented an extensive detailing of testimony that had been offered by university officials, but the essence could have been determined. The trustees claimed to have been “blindsided.” It need not have been so.

The trustees will be challenged today to further explain their actions – or inaction. A group has been formed to change the makeup of the board. It will be interesting to see how that plays out. In the meantime, the trustees must continue to speak out – frequently and with substance – so that the healing process for all may continue.

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A Failure to Communicate

That famous line from the movie Cool Hand Luke – “What we got here is (a) failure to communicate” – characterized Penn State University’s initial efforts at crisis management dealing with the scandal that erupted on campus last November after the arrest of former defensive coordinator Jerry Sandusky on charges of sexual misconduct. The university scrambled for a cohesive response to the events – a response that ultimately resulted in the firing of legendary football coach Joe Paterno and university president Graham Spanier.

Those firings, particularly of Coach Paterno, seemed to epitomize the university’s lack of a coordinated crisis management plan. As I recall, after speaking very little publicly, the university trustees sent a courier to Coach Paterno’s house with an envelope containing a number for him to call – and he was subsequently fired on that phone call. Perhaps I am naïve, but shouldn’t such a matter have been handled in person – regardless of the individual’s position or length of employment? While that issue remains a topic of debate, events this past week seem to demonstrate that the school’s communication strategy has not greatly improved.

Many Penn State alumni seem to agree. Their discontent has been on display at several “Town Hall” meetings interim PSU President Rodney Erickson held this past week with alumni groups in Pittsburgh and Philadelphia. The meetings were scheduled, as the New York Times reported via Associated Press, “to soothe angry Penn State alumni,” but the effect seems to be the opposite.

Surely, one reason for this most recent failure to communicate is the absence of the Penn State board of trustees at these meetings. They are the decision-makers – and the ones who were in office when the crisis broke. Many in the alumni groups feel it is the trustees’ responsibility to conduct these outreach meetings, not Dr. Erickson, as earnest as his effort may be.

I agree. I have always told my public relations students, “In a crisis, it is critical that the various ‘publics’ affected hear from the top of the leadership structure, quickly and consistently.” In this case, that’s the trustees. They should be on the front line; it comes with the job. I also question the scheduling of meetings in Pittsburgh, Philadelphia and New York City. I understand these are Pennsylvania’s two major population centers, and New York is home to a large number of PSU alumni. Still, is the university ignoring the other major urban areas in the state – Erie, the state capital of Harrisburg and my home area of Northeastern Pennsylvania? These regions are loaded with loyal Penn State alumni who bleed blue-and-white – and they are hurting, too. I’m hoping more Town Halls will be scheduled – and this time, the trustees should be on center stage.

Granted, this current situation goes beyond what a communications team might expect in college crisis planning. Usually, a crisis in a college athletic program involves improper conduct or financial dealings by athletes or boosters, such as those recently at Ohio State and Miami, or academic misdeeds involving fixed grades or ineligible players. But I’ve always advised my students in crisis planning, “Be a pessimist. Think of the worst that might happen and plan for it. You may never encounter ‘the worst.’ But if you do, you’ll be prepared.”

Penn State has a long way to go to rebuild both the football program and the university franchise at large. They need to start with better communication.

My connection with Penn State is tenuous – I earned six credits of my undergraduate degree in a summer session at PSU’s Scranton campus a long time ago and for many years I was an advertising consultant to the former Omega Bank, which was headquartered in State College. Still, as a native Pennsylvanian, I consider Penn State “my school.”


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It’s All There in Black and White

Are e-ink e-readers passé? Already?

In the Wall Street Journal’s MarketWatch column this week, author Therese Poletti notes that Barnes & Noble executives said holiday sales of the company’s Nook Simple Touch™ e-reader were not up to expectations. The column speculates that the monochrome e-ink readers as a whole might be “falling out of favor with consumers.”

I’m not a product manager or market analyst, but I’m not surprised by the news that the e-ink based Simple Touch apparently hasn’t sold all that well. (As the commentary notes, B&N doesn’t break out specifics on e-reader sales, so it’s not certain what exact sales figures are for the Simple Touch.)

I can think of one reason why the Simple Touch sales have fallen below forecasts. With the introduction of the Nook Color™ in 2010, followed by the Kindle Fire and the Nook Tablet™ in 2011, I believe the “definition” of an e-reader was raised to a new level – one that means “full-color.” I think consumers have come to expect that color screen in their e-reader – even if they only read books, which they can certainly do on the Simple Touch or earlier Kindles.

This has happened with other technologies before, including cell phones and computers. After the introduction of the original IBM-PC in 1980, a number of businesses, both large and small, began adopting this new technology with its monochrome green text display. But then color monitors came along, raising the definition of a personal computer, and both business and personal customers were no longer satisfied with that glowing green screen.

The advertising agency I worked for in the mid-1980s was having a customized accounting program written to handle the agency’s business affairs. I recall that our chairman had expressed concern that the design of the program (in full color) wouldn’t show up very well on some of the monochrome screens that still populated our office. When he asked the lead programming consultant about a monochrome version of the program, she replied that none was available and none would be forthcoming, offering this rationale: “Have you bought a black-and-white TV lately?”

Indeed, the analogy was apt. People expected to see color. At the risk of dating myself, I remember black-and-white TVs. It was always a “special treat” to go watch TV at a friend’s house because they had a color TV (25-inch screen no less) while we had the old “no-color” model. I think the same thing happened then. As color TVs grew in popularity and the prices came down, people no longer thought of television as black-and-white.

The same thing has already happened to e-readers. The bar’s been raised and it’s not likely to be lowered again.

Disclaimer: I have no affiliation with nor am I compensated by the makers of any of the products listed in this post.

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Some Quick Definitions

Based on the recent fight over the government shutdown, some quick definitions:

Liberals: Never met a spending bill they didn’t like – except for the military (in most cases).

Conservatives: Never met a spending bill they did like – except for the military (in most cases).

Compromise: a deal in which everyone wins – and loses.

The 2012 budget fight ought to be interesting.

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Congress Builds A Rocket

Earlier this fall, the U.S. House of Representatives passed a bill funding NASA’s development of a new rocket to replace the space shuttle; the measure had already been passed by the Senate. What was most unusual was that Congress was not only providing the funds, but also the blueprints for the new rocket by mandating the design. Since when did Congress develop an expertise in rocket science?

Oh, yes, Congress designs many things through its power of the purse. But this is project is destined to go a long way, if you’ll pardon the pun. Do we really want a member of Congress or a Congressional staff committee designing a rocket?

As the New York Times reported, “The new bill clearly envisions a rocket built of components used in the space shuttles and Constellation’s soon-to-be-canceled Ares I rocket. The Senate Committee on Commerce, Science and Transportation, which wrote the bill, said in an accompanying report that it expected the rocket to include solid-fuel boosters like those of the shuttle or Ares I.”

Accepting a Congressional dictum on where a piece of space technology will be built has always been a fact of political life for NASA, because such decisions depend on what particular chairman or ranking member wants to ensure that his or her district gets an adequate slice of the “boldly go” spirit. But as Lewis Friedman, the co-founder of the Planetary Society, a space-exploration interest group, noted in a blog post, the legislation includes “…heavy prescriptions for how to build things, pointing to specific contractors. Having politicians design our rockets, propulsion systems, crew vehicles and payloads is a prescription for spending lots of money and accomplishing little.”

Friedman went on to evoke NASA’s Golden Age, noting that President John Kennedy didn’t tell NASA what kind of rocket to build to reach the moon, he simply challenged the space agency to get there.

I couldn’t agree more. Congress should keep its design plans to itself. But let’s see how such a craft, built in the image of Congress, might work. There would have to be two chambers for fuel, of course, reflecting the design of Congress itself. Unfortunately, one fuel chamber would rarely agree with the other, leaving the spacecraft chronically underpowered and out of balance.

Then there’s the matter of the 100 guidance control switches, built to mirror the Senate. However, should one control switch refuse to allow the other 99 to proceed based on a perceived slight, a whim or other outside influence, the entire guidance system would refuse to engage, leaving the rocket adrift or pointing in the wrong direction.

On top of that, the electronic relay systems, designed to emulate Congressional committees, would never work right, being too tied up with posturing, backbiting, grandstanding and other time-wasting efforts.

One thing I know: I’d hate to be one of the astronauts sitting atop The Congress Special when they finally light that damn candle. It would be one helluva ride. Note to Congress: building a spacecraft is rocket science. Please leave the task to the scientists. Future astronauts as well as life forms elsewhere in the universe will thank you.

Disclosure: I am a life-long “Space Cadet” and, along with my wife, a member of the Planetary Society since its founding in 1980.

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Don’t Call It Advertising (Again)

One day after the 1994 midterm elections, Ketchum Advertising, one of the leading members of the advertising agency community, ran a full-page ad in the New York Times decrying the slew of negative political ads in that contentious election, imploring “Don’t Call It Advertising.”

Citing just a few sterling examples of that era’s negative ads, the authors said, “This is filth. Political filth that is not advertising and shouldn’t be dignified by being called advertising.” Noting that the majority of those negative ads had been created by “political consultants,” Ketchum urged the media industry “to hold political advertising to the same standards you hold consumer advertising.” I still have a now-yellowing copy of that original ad, since its sentiments so closely paralleled mine.

Sadly, that principled call made 16 years ago has gone unheeded. This midterm election, mercifully concluded a few days ago, featured an all-time high in negative political advertising assisted by the unregulated, largely donor-hidden groups unleashed on the electoral process for the first time by the Citizens United Supreme Court decision earlier this year. Both parties are guilty.

With spending approaching (if not topping) $4 billion, there was plenty of money to fund the filth – and the volume is increasing. A study quoted in the New York Times found that during this election “attack ads — those solely about a candidate’s opponent — increased to half or more of all commercials.” Half? If you watched TV for more than 15 minutes during this election cycle – an exquisite torture for sure – you’d swear it was more like 90%.

Why does it continue? One reason is that it’s quite lucrative for local television stations to host these sling-fests since the onslaught only thickens as one candidate responds to another’s negative thrusts with negative parries of his or her own. The New York Times pointed out that a commercial in the local news at a Waco, TX television station that normally runs for $350 commanded $500 during the latest election – a premium of over 40% . With broadcast stations nationwide suffering from drastic revenue declines, the opportunity to fatten the bottom line is irresistible.

As an advertising media buyer years ago, I usually advised consumer-products clients to avoid television during the last stage of campaigns, lest they be engulfed by the tide of negativity that was inuring viewers to all commercials, political or not. My advice was: “Wait until the HQ isn’t so high.” (The HQ was the “Horses**t Quotient,” a term I used to describe the veracity of political ads.)

Do negative ads work? There’s no universal agreement, but certainly they can be memorable. In the 1986 Pennsylvania gubernatorial race, the Bob Casey campaign ran a last-minute television ad entitled “Guru,” implying that his opponent, William W. Scranton III, who had studied and practiced transcendental meditation, would bring the views of the Mahareshi Mahesh Yogi to the governor’s mansion. It’s generally acknowledged as one of the dirtiest political ads of all time – and it helped Casey secure the governorship while boosting political consultant James Carville’s career into the big leagues.

I believe these ads hurt the political process by depressing voter turnout. (But then, perhaps that’s part of the strategy.) If you continually see Candidate Jones rail against Candidate Smith as a crook while Candidate Smith returns fire by castigating Candidate Jones as a special-interest puppet, you might eventually conclude it isn’t worth voting for either one – and stay home. I’d love to see a “None of the Above” choice on every race.

It’s difficult to boil down complex policy issues into 30-second sound bites – even if you took out the half-truths, distortions and out-of-context remarks. That’s just the nature of television. But what really angers me is the cheap-shot visual distortions of the opposing candidate that inevitably make their way into these ads – products of ever-more-sophisticated photo- and video-editing software and the willingness to use it freely. Between the over-graining, blurring, fake signal-interruption, jerky edits, image-blending and other techniques, these images create a potentially more influential negative message than the words. We first saw the power of negative images in the Kennedy-Nixon debates in 1960, when television campaigning was still in a nascent stage. While Kennedy looked fresh and promising, Nixon appeared sinister with his sweating and five o’clock shadow. At least it was Nixon who brought this on himself by refusing to wear makeup. The candidates sullied in today’s ads don’t have a choice how they appear in an opponent’s commercials.

The ads themselves are just plain bad – maybe another reason we shouldn’t call them advertising. As Marc Brownstein, writing in the Small Agency Diary of Ad Age, so aptly characterized them, “…most of the ads suck. They are formulaic. Mean spirited. And reactive.” The negativity reached such a point that one candidate I saw took to the air to criticize his opponent for running a misleading ad. I had to laugh. If I may wax biblical, “You reap what you sow.”

In addition to being classless and tasteless, negative political ads are gutless – but that’s probably inevitable, since most of today’s politicians aren’t known for intestinal fortitude. It takes guts to run a “clean” campaign. But among the waves of negativity, there’s at least one beacon of hope. In Colorado, John Hickenlooper, the Democrat candidate for governor, refused to run negative ads; his “Clean Campaign” even featured an ad called “Shower,” where he repeatedly douses himself fully-clothed under a shower to wash off the negativity of other political ads. It’s smart, creative, funny and effective – in other words, it’s advertising. By the way, he won. Congratulations, Governor-Elect Hickenlooper. You’re a rare breed.

I’m Paul Sevensky and I approved this message.

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Bye, Bye Pontiac

Last Friday, The New York Times carried an “obituary” for Pontiac, the iconic GM car brand that, according to the Times headline, “died of indifference.” The official date of death was yesterday, October 31 (Halloween, no less, but no chance the brand will rise again).

In his clever piece, writer Nick Bunkley hewed to standard obit practice in describing the brand’s demise: “It was 84 years old. The cause of death was in dispute. Fans said Pontiac’s wounds were self-inflicted, while General Motors blamed a terminal illness contracted during last year’s bankruptcy.”

No doubt the debate on the cause of death will continue, but the brand suffered from a deadly combination of swerving consumer tastes, fuel economy concerns that crashed its original muscle-car image and poor driving skills by Pontiac and GM management that landed the brand in a ditch for many years.

Pontiac’s death was expected, – having been announced by GM in early 2009. At that time, I wrote in my former blog about how Pontiac’s death had inspired thoughts of my Uncle Mike, who died three years before GM’s announcement. The following is an edited repost of those thoughts.

Mike was a Pontiac man –one of those many brand-loyal customers that the domestic auto makers had for so long. I have an old photograph of him posed jauntily with one foot on the front bumper of his Pontiac. The photo’s undated, but it appears to be an early 1950s vintage. He would never consider another car make; his last car was a maroon 1992 Bonneville.

One of the biggest regrets of his last years was that several strokes had rendered him unable to drive. He still had the mental wherewithal for it; his mind was sharp (and highly opinionated) virtually up to the day he died.

I found in Mike’s effects a receipt for a new 1950 Pontiac coupe from a local dealer. Complete with undercoating, it cost just under $2,000. (According to the Bureau of Labor Statistics, that amount translates to buying power of about $18,000 in 2010 dollars.)

He favored the Bonneville, a wide-track “heavy” design. In a brochure for its 1970 models (also among Mike’s possessions), Pontiac claimed that its decision to name the car “after a gruesome stretch of salt” came from the “brand-new, 455-cubic-inch, 360-hp V-8.” Mike did a lot of driving to work on construction sites and he wanted power and comfort; it would be just a few years before gas mileage would become a concern. He had a Pontiac Parisienne at one time. The Parisienne was the model name of the Bonneville in Canada, but was also sold in the U.S. for a short time in the 1980s. I thought that the Parisienne name was a bit too elegant for Mike’s tough-guy pipefitter image; he went back to the Salt Car.

Pontiac also built its fame on “muscle cars,” like the GTO, which brought back a more personal memory. It’s one of the two cars I’ve been in (as a passenger) that was going 100 miles an hour. The other was a Road Runner. Gee, I’m glad I’m still here!

My final impression of Pontiac is emblematic of the brand’s downfall. A few years ago, I was waiting at a stoplight near a local Pontiac dealership when I glanced over at the lot. I saw what I first thought was one of those “gag” cars — it reminded me of Chevy Chase’s Family Truckster wagon in Vacation — right down to the pea-green color. It wasn’t until I saw another of these grotesque creations on the street that I realized it was a Pontiac Aztek — an ill-fated attempt at an SUV-crossover-whatever that earned it a place on many “ugliest car” lists, including the top spot in an ugly car listing by the Daily Telegraph of Britain. It’s a long way from Pontiac’s 1980s marketing slogan: We Build Excitement.

So Pontiac fades away. I can hear Uncle Mike sighing.

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MetLife Gets Crisp

I read in Advertising Age today that MetLife has shifted the creative portion of its advertising account from Y&R to Crispin, Porter & Bogusky after a 50-year stay at Y&R. That half-century run at one agency is remarkable. There have been other long-term relationships – the Leo Burnett Company is well known for lengthy marriages with numerous clients – but such longevity certainly isn’t the norm, not even in the Mad Men era when Y&R first acquired MetLife.

When I started with a regional Northeastern Pennsylvania agency in 1974, I recall our head of accounts telling a prospective client that we were committed to long-term relationships. While the industry average (at that time) was four years, he said, our average was about 12 years. There are any number of reasons why agencies and advertisers part ways, from creative differences (good reason) to billing and service concerns. Often, new marketing management at the client brings with it a broom that sweeps the old agency completely out or at minimum into the dreaded Agency Review – otherwise known as Dog & Pony Time.

In recent years, “old-style” agency-client relationships have been further strained as both agencies and clients have struggled to adapt themselves to a new style of relationship marketing championed by David Meerman Scott, among others, that relegates traditional advertising, in Scott’s words, to “yesterday’s headache.” I really hate thinking that the industry I grew up in is now regarded as an ailment on the body of commerce.

In its brief to prospective agencies quoted by Ad Age, MetLife said it was looking for an agency that “might make us uncomfortable,” and that they were seeking a firm to be “creatively inventive and willing to take risks.” Given Crispin’s previous body of work, they will certainly get their wish.

MetLife says it will retain Snoopy® as its brand ambassador; we’ll soon see if that decision crimps Crispin’s creativity. Perhaps MetLife was sending a message not to mess with an advertising icon. In February 2007, Jeff Herbert, Aflac’s recently-hired chief marketing officer, told Ad Age it was time for The Duck to depart from the company’s marketing message or at least minimize its presence. Not too long after that, one of them did depart, but, as I tell my Advertising Copywriting classes, it wasn’t The Duck. Herbert resigned in October of that year. Hell, The Duck now even has his own Facebook and Twitter pages – you can’t mess with that.

Given that Y&R originally acquired Met about the time of the current Mad Men timeline (with a few years’ artistic leeway), I would suggest the following minor plot line for Matt Weiner to include in an episode next season. As Sterling Cooper Draper Pryce continues its new account push to replace the departed Lucky Strike account, among the firms they target is MetLife. On hearing that Met will go with Y&R, I can see Roger Sterling saying, “Ah, we’ll get another shot at them. Y&R probably can’t keep ‘em that long.” A little inside joke for those of us in the industry.

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Going Well

This is a repost of an entry originally on my Blogger blog, slightly edited and with an addendum.

Today’s post, while not discussing life-changing issues, deals with an ever-increasing invasion of technology in that most vital of places – public bathrooms.

In order to save water, paper and energy, as well as prevent potential vandalism, places like rest stops, stadiums, schools and colleges, large office buildings and other facilities have been installing automation to control toilets, sinks and towel dispensers.

People used to automatically flushing toilets at work often forget to flush at facilities where the old manual standard prevails. That can lead to all sorts of mess for the next customer. If they’re used to auto-shutoff faucets, they tend to leave water running. If they’re used to waving their hands in front of an auto-paper dispenser, it can get pretty frustrating if they don’t realize it’s an ancient “pull-the-handle” variety.

Sometimes the degree of automation varies within the same bathroom. The toilets flush automatically, but the sinks or towel dispensers (or both) are still manual. Or two of the vital components are automatic while the third is manual. It’s enough work concentrating on the business at hand (or in hand as the case may sometimes be) to be worried about what’s automatic and when you’re going it alone.

Even when a restroom is fully-automatic, that’s no guarantee it’s problem free. The stories I’ve heard of non-flushing auto potties or their evil cousin, the multi-flusher, are downright scary. Some of the sensors entrusted with the vital task of telling the toilet when to flush acquire a mind of their own, delighting in frustrating or startling the users. You can almost hear the thing laughing. And I’ve heard that the next wave of auto-go includes seats that automatically raise and lower or give you a pre-measured amount of toilet paper– who gets to decide how much paperwork’s needed to finish the job? It’s a government plot, for sure.

A reliable female source – who shall remain anonymous – tells me of the time that she was about to commence her ritual when a stall mate had just finished. Not only did her stall mate’s toilet flush, but so did hers – startling her to the point that she catapulted off the seat and immediately peed on the stall floor. The incident left both women shaking – with laughter, to the bewilderment of their male colleagues passing by as they exited the ladies’ room.

I suppose bathroom technology will evolve to the point that such unhappy circumstances might eventually be solved. (Keep checking Modern Marvels® on the History Channel.) In the meantime, I propose an alert system – call it the Automated Certification and Notification System – or AutoCANS, for short. Each public bathroom door will have a label with an icon for the each of the Big Three – toilet, sink and towel dispenser – and a letter “A” or “M” beneath each. That way you can tell whether you get full service, only partial assistance or if it’s do-it-yourself time. On the vital issue of informing the public, it might go a long way.

I guess I’m finished; and now for the clean up: Bathroom customs vary considerably from country to country. The international traveler’s best guidebook is “Going Abroad” by Eva Newman.

Addendum: This past week, I visited the beach at Tobyhanna State Park (PA); they had closed the beach last summer to build a new bathhouse to replace the original which dated from the 1940s and lacked, shall we say, modern conveniences when it came to the restroom. Very nice (the beach, too). Tobyhanna’s sister state park, Gouldsboro, retains its “rustic” restrooms — to quote the park brochure. Given the state of the Pennsylvania budget, it’s likely to remain rustic for some time to come. The only way Gouldsboro will get flush toilets any time soon is if the state flushes half the PA Legislature out of Harrisburg, saving losts of money and losing a lot of, well, you know.

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