Extrapolations Of Function: Road-maps to Structures

Image by Andreas Lischka from Pixabay
The Unexpected Microcosm
A department store is a near perfect-simulation of, well, just about everything, really.
Okay, that’s a slight exaggeration – but much less so than most people realize.
This article will seek to simultaniously demonstrate the truth of the general statement and show readers how to use the microcosm of the Department Store in various ways through extrapolation to subdivide the problem of generating various larger structures and conceptual entities easier and more comprehensive.
The technique works by breaking the model – a hypothetical department store – down into essential functions, and then using each as a signpost or analogy to the equivalent functions of the objective, yielding a structural process that is far less likely to leave something important out.
If the structural object is planned or designed, this should be done before mapping takes place, because it yields a work order for everything that logically has to be there; in an unplanned target, a draft map should be done first and the various functions shoehorned into wherever they will fit, on some sort of logical sequence of priority / authority. Some of these will be obvious, others not; this process will naturally highlight any compromises that result, and hence, where the inefficiencies lie.
Individual geography, societal differentiation, and circumstances, all get taken into account through the simple process of choosing this priority sequence, so that you can start from exactly the same foundations and end with completely different outcomes that take these complex factors into consideration in a relatively simple way.
The end result is a planning tool that simplifies, and makes more robust, the creation of complex settings, whether they are intended for use in an adventure, a campaign, or a work of fiction, with an underlying internal logic that adds to their utility and believability.
The secret to the utility of the process is that we’re all familiar with the department store, and so can understand the way they work (even if we’ve never given the matter much thought). So this takes a complex problem and simplifies it enough that it becomes much easier to work with, creatively.
The Necessary Structure
It didn’t take much thought to divide the essential functioning of a department store into no less than twenty distinct components – enough that most won’t remember them.
That’s why the use of a department store as a mnemonic device is so useful – because the logical elements that comprise the collective umbrella description of “Department Store” can be derived from basic principles every time they are needed if you don’t have a list of them handy.
I happen to have such a list – that’s how I know there are twenty entries – so let’s look at each item and what function it serves within the Microcosm. I’ll have more to say about some of them in the examples a little later, but here’s an introductory set of descriptions.
- Departments – The central purpose and concept of a department store is to offer products to sale within general categories of related products. The same logic holds true of supermarket aisles. Typically, there will be eight to twelve different departments in a single store but there can be more or less than this guideline. In some mega-stores, for example, there can be twenty or more; in some smaller stores, the categories might be broader and there will be fewer of them. What they all have in common is that revenues for each department or division are tracked independently (but with common procedures and processes).
- Specials – These are frequently a sub-function of the individual departments, perhaps with an overall umbrella promotional principle dictated by the Publicity department (function 13 below). But the selection of products to be placed on special, the adjustment of stock levels to accommodate anticipated increases in demand, the creation and coordination of displays, and the placement of those displays, all add up to a specialist function within the operation of the department store. I’ll have more to say on this subject when I get to the second section of the article; suffice it to say that however complicated you may have thought it was, this is almost certainly more complicated than that!
- Stocktaking – Every night or every week (perhaps every fortnight or month in a sleepy backwoods), someone has to count exactly how many widgets remain in stock on Aisle Three. I once had a casual temp job for minimum wage doing this – it’s not hard work but can be backbreaking. About 40 of us would descend on a single store and count the stock levels of every product on every shelf in a single night. One some jobs, there were pre-printed forms which told us how many of each item there should be, minimum, so that the store could determine how many replacements to order; on others they fed the stock counts into their own software to replace one form of human error with another. There aren’t as many such jobs, these days,, because most point-of-sale systems track the cumulative level of stocks taken off the shelves as they go; an automated subtraction does the rest. But, for all that it’s been automated, this remains a vital function – just imagine the chaos without it!
- Receiving Docks – If you are ordering stock, you logically need some way for it to get into the department store, usually in bulk, and that’s a receiving dock. The presence of one also implies (for efficiency) a storage space where the bulk reserves can be uncrated as necessary to replenish stock on the floor. There can be variations on this pattern – the showroom concept in which only a demonstration sample is visible to the customer and the actual product is delivered to the customer from the storage area or even a central depot, for example – but the general principle of this being a necessary function for the operation of a department store remains.
- Distribution – Product won’t get from the storeroom to the shelves on its own. I used to pump gas at my Uncle’s service station on a Sunday (giving him the only time off that he got), and one of the duties was restocking the refrigerators of soft drinks and ice-creams. On a hot day in high summer, this was a never-ending task – by the time you got to the end of it, it was time to start again. And sometimes there would be a run on a particular item for no obvious reason, necessitating doing it more frequently. There was also an iron-clad rule – no shelf should ever be empty, even if you ran out of whatever was supposed to be there, and you had to use your own experience and judgment to second-guess what to use to fill that shelf space. You also had to keep a sharp eye on product lines that weren’t moving at their usual pace and pass the information on.
- Cleaners – Sweep the floors and sales increase. You also reduce the likelihood of workplace accidents (or worse yet, of customer accidents). Cleaning is a vital behind-the-scenes function.
- Cashiers – In Australia, at least these are slowly phasing out, replaced by self-service options and a single security guard (who also mans a help desk). But the function itself remains essential.
- Security – No store can survive without some sort of security – even if it’s nothing more than a locked door when the store is closed. Most have something more elaborate than this minimum.
- Customer Finance – This isn’t about the store’s money, it’s about separating the customer from money that they don’t have on their person at the time. I’m just barely old enough to remember when the only option was lay-by, where an item was set aside until it was paid for (usually in multiple partial transactions, sometimes with a fee attached); then came credit cards, and now there are a plethora of financial instruments that can be used. But they are all the same, in principle. Some might not think this is an essential service, regarding it as an optional extra – but the fact is that (in general) a store that offers such a service will outperform one that doesn’t. Complicating the situation are the handling fees and charges that the store gets charged by financial institutions, which obviously detract from the additional profits that accrue, but this department doesn’t have to worry about such policy decisions; this function simply handles the interface with the customer – taking and tracking payments – that implements those decisions, and that’s true even if the cashiers can do it all.
- Utilities – In general, only the largest stores will have a specific infrastructure to handle the utilities. That doesn’t matter. Light, heat, cooling, and water remain essential functions that the stores need to provide in order to maximize revenues. Cashiers may be able to resort to manual methods in the event of a blackout, but since the store would staff to operate at maximum efficiency under normal circumstances, such inefficient methods mean that cashiers could never come close to keeping up if there wasn’t an immediate drop-off in demand under such circumstances. This can also include unexpected items like a staff lunchroom, cafeteria or kitchens, washrooms, even a children’s playroom. I’d have called these Infrastructure, but that umbrella term would also include two other functions that are vital (11 and 12 below), and so could be confusing. If it exists to enable the other staff to do their jobs more efficiently, it generally comes under this heading.
- Maintenance – A light-bulb needs replacing? A shelf needs repairs? A ceiling tile has come loose? A door has jammed? A pane of glass is broken? The floor is lifting? A cash register has malfunctioned? A fuse has blown, or some wiring has shorted out? The list of maintenance tasks just grows and grows.
- Transitions – Elevators, escalators, aisles, and the implementation of store layout – these are all about transitions. Every customer needs to enter the store (at least they did until internet shopping came along), needs to be able to get to the products they want to buy, needs to be able to get to a cashier to make their purchase, and then needs to get out of the store again. Every member of staff needs to be able to enter the store in the mornings, get to the location of the work, and exit at the end of the day. All these customer and staff movements are Transitions. But there are additional complications in some stores – having the Hi-Fi department too close to the TVs can cause the two to compete for a sound footprint in the landscape, for example. Sales in some areas will go up with quieter surroundings. Some areas naturally pose noise problems – a complaints section, for example – and handling all these aspects of placement and mobility are represented by the Transitions function.
- Publicity & Promotions – I’m not sure if it was Harrods or Seers who had the first bespoke Publicity function within their operation. It might even have been someone else whose name is now lost to the ages – but the days when a department store can get by with just the name of the store above the entrance are long gone. As a general rule of thumb, there’s a lot more to this function than most people imagine – ideas need to be dreamed up, plans need to be made, costs and success need to be tracked, and the whole then needs to feed back into the next promotion – and there’s no time to start the process over. Instead, you need to be tracking the current promotion, planning the next one, and dreaming up the one after that, all at the same time. And that’s just the promotions part of the activity. Promotions are a lot more effective if customers know about them – they actually drive people into the store – so publicity is also a natural element of this function. And that adds any other media relations activities to this function. In the very biggest chains, these may even be separate corporate divisions or subdivisions. The modern umbrella term is ‘Marketing’, but I think the more specific terminology is useful in this context.
- Customer Relations – I’ve already mentioned customer complaints, but the process of keeping customers satisfied when things go wrong is an essential function, and one that you usually don’t want occurring in full view of other customers (who may not like what they hear). In theory, this could also be folded into the Publicity and Promotions or lower management functions, but there are practical problems with that approach; the first lends itself to trying to ‘spin’ your way out of problems so as to avoid negative publicity without actually addressing the problem (or to the perception that this is what you are doing), while in any dispute with the store, management is frequently perceived as ‘the enemy’, and there is a natural bias by management against the customer on the part of management when there’s a dispute that can be perceived if not actual. Neither is conducive to satisfactory resolution of the problem; it has been tried both ways, and it soon emerges that results are better for all concerned if there’s a separate complaints / customer relations process. So this naturally becomes a standalone function.
- Design – There are two possible meanings to this function. First, the promotions & publicity department might come up with the idea for a promotion but have to hand it over to a bespoke design department to create and manufacture the promotional displays and advertising that implement the idea. Second, who decides which part of the store is electrical and which menswear, which one contains shoes and which saucepans Who decides how many aisles there should be, how long they should be, and what the store layout should be in general? There’s enough overlap that they can be considered a distinct function of the store, no matter who is carrying them out.
- Administration & Accounting – The first part of this double-barrel creates and implements policies, procedures, and processes that enable the other functions to operate. The second tracks and documents cash flow, and reports same to those with a right to know, while watching for abnormal patterns. This function is a general umbrella for the back-room processes that make it possible for all the other functions to take place and be controlled.
- Human Resources – Hiring, Firing, Payroll, and Working Conditions all fall under the Human Resources umbrella function. None of the functions can occur without people in back or in front of them, and Human Resources are supposed to provide and maintain those people.
- Training – Life is full of change, and so are societies. Training not only gives the people sourced by Human Resources with the necessary skills and knowledge to perform their functions, they revise those skills and knowledges when changing circumstances dictate, and maintain those skill levels. The larger and stronger the administration function, the more bespoke and idiosyncratic the procedures and processes become and the greater the need for training to prepare people to follow those procedures and processes.
- Lower Management – Lower Management makes day-to-day decisions regarding at least one of the previous functions, aimed at maintaining the smooth operation of that function. Each department and each function other than the first will typically have a manager in charge. There may also be an intermediate level of management because there are so many managers that result. If a department store is part of a chain, with some centralized functions, this becomes all the more certain.
- Senior Management – Senior Management makes the longer-term decisions that administration, HR, Training, and Lower Management then have to implement and make work as best they can. “Reduce staff levels 10%” – “Raise prices 5%” – “Reduce costs” – “Increase management pay rates” – whatever. In theory, the goal of senior management is to maximize profits, knowing that sometimes you have to spend money to make more money, but there’s an inherent conflict of interest and scope for short-term greed to overwhelm the interests of long-term productivity.
Those are the essential functions that come to mind when I reflect on everything I know about the operations of a major department store. Depending on the size of the store and the era (in terms of retail operations), one person may carry out many of them, or only a part of one, or anything in between; that’s why the separation is by function, because this enables the model to scale from the one- or two-person operation all the way up to something with tens of thousands of employees.
The Essential traits
It’s the nature of people to be lazy unless they are motivated to be otherwise. It’s the nature of profitability to demand efficiency, maximizing productivity for a given level of effort and profit for a given level of productivity. Over the years, there has been a great deal of research into how to achieve the second and third in the face of the first. Some of the lessons have come from direct studies of retail operations, some have come from seemingly unrelated fields and found surprising interpretations in the retail sphere.
Supermarkets, Department Stores, and Casinos have all invested something between considerable sums and vast fortunes into these studies, after early success was encountered adapting the discoveries of psychologists. The history of this research is as fascinating as the lessons learned, and awareness of the principles enables you to choose whether or not to combat the impact of the sales techniques that stores use to try and manipulate your purchasing choices, maximizing your productivity when shopping and getting you more bang for your buck.
It’s also useful to recognize the influence that this field of collected study has had on the different essential functions because these principles can taint the extrapolation process; some need adaption, and some need to be wholly ignored.
Those that can be readily adapted are what I have termed the Essential Traits (for lack of a better term): Purpose, Effectiveness, Efficiency, and Success. These essential traits have to be divorced from the twenty overarching functions described earlier because they require more abstract interpretation in terms of our model in order to extrapolate from our Microcosm to a specific target, and will guide that extrapolation process.
In Search Of Purpose
The purpose of a department store is obvious – to sell a wide variety of goods, at a profit. Every function is devoted to, and necessary to, achieving that purpose. Whatever structure we are going to model using our department store microcosm needs to have an equally simply-stated purpose which we will use to guide the translation from microcosm to modeled target.
These functions are sometimes tricky to find – a town that simply grew up because there’s a lot of traffic past a secure site, for example. Nuances matter a lot – you can end up with a very different population center if you nominate trade as your primary purpose as compared to, say, security or rest-stop. Context needs to be considered, too – if this location is in what a lot of GMs call the Wilds, you might get a very different answer to a location that is a day’s wagon-distance from the capital city.
The more unusual you make the purpose, the more unusual the resulting community, settlement, or structure. I like to have a list of 3 or 4 common ones and disperse examples of each type reasonably evenly – but there will be clumps – merchant towns along trade routes, mutual defense along borders (especially hostile ones), religious centers around important shrines, and the like. This enables different regions to have a slightly different ‘feel’ to them – one religion-oriented community is unsurprising, two in a row is unusual but not especially noteworthy, three in a row and you’re either near an important religious site or following the path of a popular pilgrimage to such a site – or in a particularly devout part of the world.
It’s important to note the usual human responses to such focus – the devout well be attracted to such communities, the secular will generally find somewhere else that’s more to their liking. What they can do about it is a question of the mobility afforded different social classes in the society of your game world – if they can’t move, they will become part of a secondary (and moderating) purpose within the ecology of the township; if they can, they will, which means that the religious community will grow more focused and the destination communities will grow more secular. The first diffuses extremes throughout the population; the second creates differentiation and differences of expression.
And, every now and then I’ll toss in an oddball – a town dedicated to cuisine, or wine festivals, or beer-halls. Just because I can.
You can anticipate future campaign needs, too. If you expect that the PCs will at some point come into possession of a potentially-valuable artwork, or an expensive-looking set of rare gems cut to form a set, having already established the Fine Arts ‘capital’ of the kingdom / known world or the gem-cutter’s guild headquarters – perhaps someplace relatively remote to the PCs and requiring an “interesting” journey – will enable you to steer the campaign while imbuing it with far more credibility than if such a location suddenly appears on the map the week after such an item or set of items is acquired.
In Search Of Effectiveness
I love this section because it gives me the chance to rabbit on about Formula 1 for a while!
There’s a huge difference between Effectiveness and Success. Success means winning, and that means designing and constructing the fastest car that isn’t clearly outside the rules. If there’s a gray area, you find a way to exploit it – but have a plan B in case the powers that govern the sport ban your too-clever-by-half idea. Making a faster car generally means that you will start the race from a better position, so there’s a compounding benefit. The problem is that you will usually have to overtake someone eventually, even if the only reason they are in front of you is because you’re emerging from a pit-stop – and, beyond a relatively low ceiling, making a car faster makes it more susceptible to the drag and ‘dirty air’ (aerodynamically disturbed air) coming off the car in front of you, making passing harder. This can completely ruin your race, so a faster car might not be fastest after all!
All things being more-or-less equal, you wouldn’t be held up by a slower car in this fashion for long because they would pit and get out of your way. But there is a reason why Formula 1 is sometimes described as ‘a moving game of chess’ – every team knows this, and has all manner of tactical options open to them. I’ve barely scratched the surface of the complexities of race strategy, and sometimes the best teams get it wrong.
Be that as it may, here’s the point: the faster car on paper may be the most effective in pure terms but if it is too compromised, it may not be the most successful. Another interpretation that fits would be that making a car faster used to mean making it lighter, which means making the parts more fragile, until you reach the point of being the fastest thing on four wheels – for half the race.
Effectiveness describes the extent to which the community being created satisfies their primary purpose regardless of the impacts on other general purposes that can be assumed, and how it achieves that. Let’s pick ‘Beer and Sausage Festival’ for our primary purpose, because why not? So, we’ll need a bunch of people who make their own sausages in the town, and a brewery or two, and a bunch of beer-halls, and some sort of annual festivities (if not more frequent booze-ups). None of that makes the town a satisfactory place to live, in fact it would be a ghost town if that was all there was. So the town is effective, but its success remains to be seen – the tourist trade is much smaller in medieval times (but might be larger – if more localized – in your campaign world).
In Search Of Efficiency
Efficiency is something else again – it’s usually considered to be output per unit of input or per cost unit. But we haven’t necessarily defined effectiveness as something we can measure – and that gives us a lot of creative license. But here’s a bottom-line: the money (or whatever the input is) has to come from somewhere, and it will flow for a reason. So either the operation achieves a minimum standard of efficiency, or the community is going broke, or they are being directly supported by someone or something for their own reasons. It could be the local ruler, or a thieves guild or all manner of things – some of them open and above-board, some hidden and covert.
At the border, it doesn’t matter how inefficient it might be, a community situated on the most defensible piece of real estate in the region is an asset not to be neglected.
Decide on the efficiency of the town or structure – and if the answer is not good, decide on who is propping it up (if anyone), and how, and why.
Again, the local environment needs to be taken into account. If the soil is poor and rocky, the efficiency will take an immediate hit – which doesn’t matter too much if the primary purpose is mining shale or slate or whatever. This probably meets the minimum standard for self-reliance; it just means that trade caravans will need to make their way to the community on a regular basis to keep it supplied with food, clothing, and many other such commodities. Those same caravans will probably buy whatever the locals are producing and take it away with them (an empty wagon returns no profit). Right away, the town begins to come to life.
Let’s say that it’s slate, and the bottom has fallen out of the slate market – no-one wants the stuff. Okay, the town has been through bad seasons before – everything will just get a bit more threadbare, is all.
Now let’s say this happened thirty years ago. Why is the town still there? What’s keeping it afloat, economically? What are the local up to?
In Search Of Success
Efficiency, scaled to Effectiveness, yields profit. Profit isn’t success either – unless that was the purpose, just like in our department store. Success is how good the target is at achieving everything else that it has to do.
To use Formula One as an analogy again: it doesn’t matter if you’ve got the fastest car but make slow pit-stops and can’t overtake, or use up tyres like a chew-toy and need to pit more often than anyone else – your overall success will be compromised.
In the case of out beer hall town, it’s how well the town does at keeping its citizens fed, clothed, content, secure, and able to pay tax revenue.
These four very similar-sounding traits define the central function of our microcosm as translated to the target, and provide guidance as to the analogues of the other functions and where those functions will sit on the priority ladder. They come close to telling us all we need to know.
So let’s start putting this theory into practice. If all goes according to plan, I will have five examples to show the breadth of capabilities of this technique.
Extrapolation One: A Town
Name: Cordain
Size: Bigger than a village, smaller than a city – maybe 2,000 inhabitants and 3,000 more living in the vicinity.
Location/Environment: Farmlands, situated at the crossing point of two major trade routes, and bisected by the river Thornton just prior to it’s merging with the Brandybuck. 500 years ago, this was all wilderness, and the village a fortified outpost; thanks to this place and others like it, the region has been tamed and civilized. Socially, a natural conservatism is regularly tested, challenged, and even tainted by infusions of new ideas from other regions, leading to a general live-and-let-live-but-don’t-tell-us-how-to-live attitude. An increase in the number of encounters with Goblins and the occasional sighting of Gnolls has the locals on edge.
- Purpose: Cordain could be a lot of different things to a lot of different people, but the ultimate purpose that best sums up the community is as a pin in a map, an anchor holding the greater Kingdom together as a unit. More than just a melting pot, this is the exemplar that represents the entire kingdom.
- Effectiveness: It takes time for information and new practices to reach Cordain, and more time for the locals to assimilate and react. That impacts the effectiveness of the community, especially in fast-moving situations. Because it is a melting pot, though, when it does assimilate and react, it does so fairly definitively.
- Efficiency: The town is quite economical at achieving it’s status as a cultural centerpoint or tent-pole, largely because there are functions that it doesn’t spend much on compared with both outer communities and larger cities. It passes these savings on to the community in the form of being as business-friendly as it can be, because it is a crossroads for all influences on the society and trade drives that status.
- Success: Cordain is highly efficient at the functions that other communities of comparable size and circumstances do well, and moderately successful at best at anything that doesn’t meet those restrictions.
- Departments = Taverns with shelter for whole caravans are the heartbeat of the community function, supported by subsidized ale and wine. Supplies come from a competitive pair of local breweries, but the wine has to be imported. There is a vibrant marketplace and a freight exchange where bulk trading occurs. Several teamsters base themselves out of Cordain.
- Specials = Most exotic products can be accessed from time to time, some seasonally. Similarly, specialists in most services pass through town from time to time and will often set out a temporary shingle before moving on. More common services that are not provided locally on a permanent basis are available on a regular basis. This includes a thriving black market for property stolen elsewhere. Those responsible protect the security of this trade very assiduously, so the local crime rate is extremely low.
- Stocktaking = Before anything can be sold at the markets or at the freight exchange, it has to be ‘inspected’ – which means assessed in value for taxation purposes. It would otherwise be entirely too easy for cargoes to be bartered, bypassing the taxman entirely, and forcing up taxation requirements elsewhere in the culture. By spreading the taxation base more evenly, it actually lowers the tax rates overall.
- Receiving Docks = Goods arrive from one of the four roads into town, or are ferried up- or down-river. The major docks and warehouses are located rather more centrally than is usually the case, but there are lesser examples close to the town entrances.
- Distribution = Rumors and Gossip is rife within the community, to such an extent that many merchants add a 10% surcharge unless you can tell them some news that they haven’t heard.
- Cleaners = Street Cleaners are a rare service in a medieval society, but with so many caravans passing through Cordain, a necessary one. Their primary purpose is the collection of animal waste which is on-sold to a fertilizer maker to defray the cost of the service.
- Cashiers = The merchants of Cordain are renowned for driving hard bargains and knowing to a copper the current market values of goods from all over the Kingdom.
- Security = The constabulary of Cordain are under-resourced and underfunded due to the low crime rate. The few who are employed by the crown are more familiar with crowd control but they do also provide protection for the tax collectors, for which service they receive 0.1% of all tax receipts conveyed to the capital by the protected tax collector. This is 80% of the remuneration provided to the constabulary, so the responsibility is taken quite seriously and enthusiastically. Cordain was once on the frontier, and had a substantial wall around the township, but it has fallen into dissaray as it is no longer needed, and parts of it have been robbed out for construction materials.
- Customer Finance = There is a private bank that provides loans to merchants and caravaners. It acts more as a broker, on-selling these debts to spontaneous consortia based in the freight exchange, collecting a 20% service charge for doing so. This means that the bank rarely risks any of its own funds; only if insufficient backing can be found for a given venture are the banks owners liable if the debt is not properly redeemed. The more conservative the bank is with its money, the fewer people will qualify for risky loans, and the more secure investors will be in taking over that debt, so the bank’s owner has a vested interest in lending responsibly. The owner is also the biggest Fence in the Black Market, known by the nom-du-gurre “The Blackbird”.
- Utilities = There is very little in the way of public utilities provided. by the town. There is a small expenditure on cleaners, as described earlier. By far the greatest utility provided are inspectors who ensure that the taverns and inns meet the minimum satisfactory standards needed to maintain the reputation of the town as a hub for trade and commerce. There is also a court with a permanent judge which primarily deals with civil concerns. Two wells provide clean drinking water – one in the Count’s Palace and one for everyone else to use.
- Maintenance = The roads have to be maintained, and the Count’s residence and needs. To fund these maintenance duties he receives a flat fee plus a percentage of tax revenues from the Baron of Exwix, but is also required to collect taxation locally and see that it is forwarded to the Baron. A percentage of these tax revenues is forwarded to the capital for the King’s use.
- Transitions = There are three categories of roads. the main thoroughfares, through which trade flows into and through Cordain; minor roads, which are used for local foot traffic, and which rarely extend beyond what remains of the city walls; and the alleyways that are used for the passage of menial workers and other low-society types, which never extend beyond those walls. There is no sewer system.
- Publicity & Promotions = Town criers stalk the (better) streets, offering half a headline. For a silver coin, they will tell the rest of the story to anyone in earshot; for a gold coin, they will tell an individual or group privately. These in turn pay the merchants of the central market for news, and will frequent taverns to listen to public conversations to supplement these sources. It is traditional for a crier to visit one establishment a night (usually a different one each time, with a semi-regular schedule) to buy a round for all in the common room in exchange for news and gossip of interest.
- Customer Relations = The Count sponsors and supports a Church and burial yard on the north side of town. On major festivals, he will attend in person to address the faithful (attendance is mandatory as this is when amendments to the civil and legal codes are usually announced). Off-duty members of his personal guard occasionally stalk the streets looking for trouble and carrying reports back to the Count’s Court. They will occasionally intervene in support of someone in distress, be they local or transient. Once a year, at the end of the Summer Harvest, the Count provides a Feast for the towns citizens (out-of-towners may pay a silver piece to attend). These measures are calculated to keep the locals happy and the Count popular and are largely successful.
- Design = While there is no official building code, construction tends to be based upon the style that is currently contemporary. Buildings that are below satisfactory standards, or that possess a style that the Count dislikes, have a frequent habit of collapsing at night, resulting in an undefined and somewhat casual design standard that is enforced haphazardly. The count likes small stone structures of two or three stories with balconies; he regards these as ‘efficient’ and ‘tidy’.
- Administration & Accounting = The Count’s chief administrator is named Provario and is regarded as a cruel and heartless man who the Count must constantly override to provide largess for the community. Provario is also the head of the Count’s personal guard, acting exclusively under his orders – which suggests that this reputation is not entirely fair. Nevertheless, if someone has to say ‘no’, it’s usually attributed to Provario.
- Human Resources = Provario personally recruited Thaddeus, the head of the Count’s household staff, and provided Thaddeus with a limited budget for the recruitment of additional staff and servants. The Count chose Whitles, the head of the town watch (such as it is), on Provario’s recommendation, and Whitles recruits the rest of the watch as needed. Provario’s assistant, Jerest, is the accountant and head of the tax collectors, and has likewise recruited on behalf of the Court. Jerest also fills the positions of Judge and Bailiff as needed (so that there is – theoretically – a separation between those positions and the watch).
- Training = There is a school on the west side for young gentlemen, an Academy on the south for young Ladies, and a Vocational College for the children of the lower classes on the East side. Attendance is mandatory for part of the year up to a certain age (15, 12, and 9 years of age, respectively), but the schools are not free; part of the costs are paid by the parents and part is a debt to the Count accrued by the students. The amounts of these fees vary as students grow older and the lessons more elaborate. The Vocational College offers a broad education in various fields of labor and acts as a feeder for apprentices to craftsmen. It also trains appropriate individuals to function as servants to the Count or other significant public figures. 70% of the sometimes meager earnings of these positions is assessed against the student’s accrued debts until the debt is repaid. Pay rises and promotions often coincide with this achievement, which is considered individually significant.
- Lower Management = The count’s household staff number 12, not counting the senior individuals named and those recruits who work for them. They have virtually no authority. There is a mayor, appointed annually by the Count, whose function is to make day-to-day decisions necessary to the maintenance and good order of the town; some years this is a merchant, some years an innkeeper, and sometimes it has been the head of the watch or the Judge. On rare occasions, such as after the terrible floods of 46 years ago, it was a Master Builder, and at the time of the last Orcish Uprising, a Weapon-smith, but outside of such specific and particular needs, these are not even considered. It has never been a tax collector.
- Senior Management = In addition to the individuals named earlier, there are 4 advisory positions available annually in the Count’s Court. These must be purchased from the Count at quite a stiff price; if oversubscribed, the prices are raised until enough contenders drop out of the running. The Count feels obligated to listen and even consider what the Court tells him, but not to follow their advice.
You can see how the functions of the department store parallel those of the village in this very D&D/Pathfinder example. The others will be presented in considerably less detail.
Extrapolation Two: A Fortress
Name: Dungilt
Size: Small, perhaps 500 residents (100 fighting men)
Location/Environment: built into the side of a mountain, with high walls and a moat. An outer wall protects a small farm, and farmers maintain herds of sheep and goats outside the outer wall. These supplement the regular food caravans from more central regions.
- Purpose: A shield against the Marauders of the Dwarven Wastelands.
- Effectiveness: Formidable defenses make Dungilt quite effective except against Dwarven Sappers. Tunnels are collapsed when they are found.
- Efficiency: Dungilt costs a lot to maintain and operate. It earns very little revenue to offset these costs.
- Success: Life on the frontier is very spartan. This shortage of comforts and luxuries limits Success beyond the primary function to a minimum.
- Departments = The walls, 60′ thick at the base, progressively shrinking as they ascend.
- Specials = Arrow slits and murder holes.
- Stocktaking = Three great store-rooms hold perishables sufficient for a three-month siege. A mountain stream falls into the Fortress on the north side, collecting in a stone pool, before exiting through an artificial underground river.
- Receiving Docks = A moat with two widely-separated drawbridges forcing attackers to split their forces – if only one is attacked, mounted defenders can ride out from the other to ravage the flanks and rear of the enemy.
- Distribution = A series of dumbwaiters replenishes the supplies of archers positioned in the walls. There are three complete blacksmiths shops, stables for 50 warhorses, and five fletchers, connecting to the dumbwaiters via a series of warehouses linked by radial avenues. Elevated orbital alleys connect the sides for personnel in a series of concentric semi-circular rings that pass above these radial avenues, ascending in elevation as the inner walls are approached.
- Cleaners = Sewerage is treated in two great stone vats before being carried away along the underground river. The vats contain long water-grasses and fish that transform the waste into an additional food source for the defenders.
- Cashiers = There is room for between 40 and 120 archers (depending on whether 1, 2, or 3 share the same arrow-slits, aiming and firing in succession). Minimal skill is required for those near the top (height transforms missiles into a deadly hail) or the bottom (a wealth of targets, miss one and you will probably hit another). These reach their posts along the orbital elevated routes (another reason for these being at different heights above ground). There is room for a further 80 armed defenders along the radial avenues, half of them mounted.
- Security = The watercourse presents the greatest points of vulnerability, especially in times of drought when the underground ‘river’ may not fill the stone tunnels used to drain the water from the fortress. Protecting from descent from above are razor-sharp crystalline blades embedded invisibly in the pool beneath the waterfall, while steel mesh confines a hatchery for dozens of deadly water-snakes that must be overcome by any force seeking to gain entrance from below.
- Customer Finance = The stone used is native to the region, almost everything else has to be brought in from the outside. The purchases have to be subsidized, it costs money to transport the goods, and the shipments need to be protected while en route – all of which costs. So obviously beneficial is it to an attacker to cut the supply line to the Fortress that any missing or delayed shipment is considered potential early warning of an attack until proven otherwise.
- Utilities = Large oil lanterns are arranged at regular intervals, sheltered from wind and rain by glass shields. The fortress and the outer wall are never completely dark, so that attackers cannot sneak up under cover of night. Kitchens and bakeries provide food to the inhabitants through large messes, and ale is carefully rationed. Accommodation is in barracks and small rooms for officer’s quarters.
- Maintenance = Masons, stone-cutters, and an additional smithy all work to keep the city in tip-top shape.
- Transitions = There are three fortified towns that are required to send defenders to Dungilt in rotation. Residents who are not fighting men are generally permanent. To prevent a general migration away due to the hardships of the outpost, residents are not subject to taxation. A number of very skilled craftsmen have used this to springboard themselves into very profitable careers in the central Kingdom.
- Publicity & Promotions = The fortress of Dungilt has withstood a number of assaults over the years, creating something of a legend as a murderous place to try to conquer. Formal estimates are that defenders experience a force multiplication of between 7 to 1 and 10 to 1. It is most vulnerable to siege tactics, but this force multiplier means that s significant force is required, which is enough to alert Kingdom forces, which will rush to attack assailants from behind. This mandates a fast conquest before this force can relieve the siege, which doubles or even triples the force multiplication, so significantly more than 20-to-1 force is required – and that’s very hard to recruit and move in secrecy, which adds to the need for haste, making the task all the harder. Hence the legend that the fortress is unassailable.
- Customer Relations = Dungilt is under the command of Viscount Massey, a grizzled veteran soldier of 30 years field experience, 12 of them as a general. This adds to the cachet and reputation of the post. The Viscount isn’t entirely selfless; in addition to his considerable wages and pension being untaxed, the estates he was granted when he was appointed to his title earn him income from a wine-making operation and an orchard, and mutton, goat-meat, goat’s milk and cheese, and wool in excess of the fortress’ needs are sold for additional income, all also untaxed. The effect is of giving him the assets of a large baronetcy, which he is investing in various holdings elsewhere, the foundations of a future mercantile empire. He intends to remain in his current post for another three years before retiring in favor of his son, who was made a General in the army four years ago.
- Design = The next piece of the puzzle for Dungilt is the development of esprit de corps, through the creation of uniforms to be worn only at the Fortress, on the theory that this will motivate the defenders to make slightly greater efforts. Design for these uniforms is ongoing but the notion is being resisted by the King’s advisors because of the added costs involved.
- Administration & Accounting = Since someone else is footing the bill, this is more about rationing supplies and ensuring that enough is constantly on hand to cope with any possible need – siege, blockage of caravan routes, etc.
- Human Resources = The primary human resources are the soldiers rotated into the command regularly. Service in the fortress is normally a fixed year, with one-third of the force rotating out every four months. However, a number of variations take place, with some proving better suited to the demands than others. There are those who view service here as something to be endured, those who view it as a means to secure command rank, those who see it as a service to the Kingdom or it’s rulers, and those who simply enjoy the independence and solitude – or the tax exemption. As a general rule, those who do not want to be there are rotated out early in favor of those who want to be stationed there, on the assumption that if they don’t want to be there, they will not give their all. Soldiers who depart prematurely frequently find their careers negatively impacted – they will frequently be assigned to duty in other undesirable locations without the incentives and rewards of Dungilt, will be regarded as untrustworthy, will be denied part or all of their pensions (if they live long enough to earn one), and will have to work three times as hard for future promotions. But, for the most part, soldiers simply go there when ordered to do so and stay until they are relieved, with the command neither knowing nor caring who they are as individuals. Rather more attention is paid to the other essential roles – the cooks, bakers, farmers, clothiers, blacksmiths, and so on – because the fortress is deemed too vital to the security of the Kingdom for any chances to be taken. Recruitment is cautious and replacements for any vacant position sought promptly; commissions and entitlements are generous, as they need to be – this is a frontier posting which comes with considerable danger.
- Training = Ongoing training is provided not only for the soldiers but the civilians, both in self-defense and self-reliance. It is expected and required that every man, woman, and child will play their role in achieving victory if needed, but it is recognized that a prepared and disciplined force is more likely to survive. Successful service in Dungilt is considered a mark of honor elsewhere in the Kingdom.
- Lower Management = The command structure of the military units is supplemented with junior officers who liaise with the various professions, bringing problems to the attention of the Viscount and implementing his decisions.
- Senior Management = The Viscount also has his own personal staff, servants, and advisors, and the latter in particular are the equivalent of Senior Management. The most senior position is currently held by Urubillit Markus, who is appointed directly by the King to monitor situations and the King’s interests; in theory, the Urubillit can even dismiss or overrule the Viscount, but any such crisis in the leadership would automatically place both on trial for their lives in the Royal Court, with the expectation that one of them (at least) will forfeit that privilege. It is popularly believed that the Golden Flame, the secret service of the Kingdom, maintains a hidden asset to monitor for collusion or incompetence on the part of either of these servants of the Crown. the presumption is that since their identity is unknown, this official cannot be bought, and thus protects the Kingdom against disloyalty by either or both. It is not known whether or not this belief is correct.
Extrapolation Three: A Space Station
Next, let’s look beyond the fantasy genre to something unashamedly sci-fi in nature.
Name: Orbital Telescope Alpha Four (OTA-4)
Size: 80 personnel
Location/Environment: High Lunar Orbit
- Purpose: OTA-4 watches for interplanetary threats to the well-being of Earth, especially during it’s time in Lunar Night when resolution is at its greatest. Rogue comets and planetoids are considered existential threats to the continuation of life on Earth, either through impact, atmospheric disturbance from reentry, or biological contamination. OTA-1, and -2 exist to probe space in various ways and make new scientific discoveries; OTA-3 monitors the resource-gathering activities of space-dwelling humans to ensure fidelity and transparency in their business dealings, with their significant political ramifications; OTA-5 monitors the sun for disturbances; OTA-4 is the high guard. The theory on which it operates is that the sooner a threat is detected, the sooner action can be taken to remove or mitigate the threat.
- Effectiveness: A modular design that sees periodic upgrades to its capabilities makes OTA-4 quite effective. Normal procedure is for peak sunlight to be downtime, crew rotation, and maintenance; lunar ‘afternoon’ is used to prioritize targets for detailed scrutiny; lunar ‘dark’ is for observations, starting with the highest-priority targets and proceeding down the list (any targets not examined automatically move to the top of the list for the following night), and lunar ‘morning’ is for the compilation, documentation, analysis, and reporting of results. Anomalous and potentially threatening targets violate this routine and are automatically designated top-priority targets. All this makes OTA-4 very effective at its primary task.
- Efficiency: It also makes OTA-4 a very expensive operation. It could have been established in Earth Orbit for a fraction of the cost, but this would have compromised its effectiveness, and (because of orbital junk) its reliability, and both were considered mission priorities after the Apophis scare of 2038.
- Success: Crew efficiency is likewise a priority, and mandates that some level of crew comfort and convenience is considered essential. But the primary measure of success outside of its purpose has to be keeping those crew alive and in contact with the Earth.
- Departments = There are several observational platforms that collectively comprise OTA-4. Each can be considered analogous to a different department within a department store.
- Specials = Representatives from the different observational platforms are often brought together to form a multi-disciplinary focus group to examine specific bodies of interest or potential threat. When Comet Bapp-724 was discovered to be a single solid-body beneath its layers of ice and snow by exhibiting an unusually pronounced and regular change of direction through out-gassing, instead of a loose amalgam of smaller rocks and materials as is more typical, the problem was handed to such a group who used a combination of multiple instruments to show that the object contained a deep crater that was larger on the inside than outside, which was systematically filled with deposits of different boiling points as the comet receded from the inner solar system. When its orbit returned it to the inner system, rising temperatures created the typical cometary halo but could not initially penetrate the “cave”; eventually, heat carried by conduction from the now-exposed surface heated the inner pocket sufficiently to cause out-gassing with the shape of the mouth creating a ‘jet’ effect that was most pronounced when internal spin faced the mouth away from the sun, creating the false impression of intelligent course-correction. Each orbit thus accelerated the body and changed the orbit of Bapp-724, and could eventually see it escape the solar system entirely.
- Stocktaking = Provisions, including air, have to be extremely closely monitored and rationed. Maximum recycling is necessary.
- Receiving Docks = A specially-designed docking port connect supply ships directly to the storage tanks. Other cargoes are offloaded while the tanks are replenished.
- Distribution = Strict schedules are set by the Mission Commander for all personnel – everything from showering to eating is regulated. Only in the event of a priority alert are these adjusted. This regularity has been known to have negative psychological impacts on the crew, so psychological buttressing is also built into the schedule – a specific amount of R&R each shift, a specific amount of time spent communicating with friends and family on earth, and so on. These schedules are complicated by the internal social structures enforced, such as recognition of Birthdays and Anniversaries of note. With each crewman having a typical contact circle of six, and 40 crewmen aboard, there is such a variation roughly every second day, giving some idea of the complexity of the task.
- Cleaners = Refuse naturally accumulates onboard a space station; it’s considered unavoidable. This detritus of life can pose a threat to the continued functioning of the station, so there are weekly, monthly, and quarterly cleanup schedules that are executed by a shift of three.
- Cashiers = Engineers who maintain the observatories.
- Security = In the event of a significant threat being detected, there might not be enough time to organize a mission from Earth to deal with the problem. For use in extremis, the crew of OTA-4 are tasked with direct intervention, and are equipped for the task, with the authority to commandeer any needed resources that are available. This includes the delivery and emplacement of nuclear devices, which are under the command of a specific segment of the crew. Of only secondary importance to this duty is the need to do whatever is necessary to maintain the functioning of the station, under conditions that could range from space-psychosis to acts of terrorism. The Space Marines charged with carrying out these tasks are another specialized unit within the crew. It is rumored that they also have operational directives concerning first contacts should such occur, but this has never been confirmed.
- Customer Finance = Part of the crew are positioned ground-side to handle the ongoing administration of the project. While under the NASA umbrella, these are generally autonomous to the agency’s other functions and exist as a separate project administration. The essential goal is to provide the space-side crew with everything they need to carry out their mission.
- Utilities = Electrical energy provides light, heat, and air. The water distribution and waste recycling systems also require electricity. The final vital utility is communications capability. A dedicated segment of the crew maintain these distribution systems.
- Maintenance = Very little onboard OTA-4 runs itself; it all requires human operation and intervention. Psychological and Social health are therefore necessary to keep the essential equipment known as “the crew” in peak operational condition.
- Transitions = There was a time when airlocks were considered essential throughout a space station. But it was found during ISS operations that delays in patching micro-punctures escalated and compounded problems more than the added security was worth, and humans eventually wedged such airlocks permanently open to facilitate travel between compartments, so the question of transitions within the space station environment were reconsidered. The approach on OTA-4 is to have a compacted plastic seal positioned at each compartment entrance that can be used to create a temporary seal as necessary, but otherwise a more open-plan structure is employed.
- Publicity & Promotions = While the crew of OTA-4 can take matters into their own hands if necessary, it’s strongly preferred that the need doesn’t arise. All that stands between the two scenarios is the hardworking communications crew of the station, who not only keep the channels open to the ground-side politicians, but also the multiplicity of data links that permit verification of observations, and the numerous other comm channels that keep the station running.
- Customer Relations = Analysis requires extensive computational power and huge amounts of data storage.
- Design = The science performed by the station may be largely established and settled, but the crew are always looking to refine techniques and improve their analyses, and that means overhauling and rewriting their computer code. A dedicated segment of the crew are perpetually designing and implementing refinements to the onboard software. Interestingly, the most significant developments have been in the direction of less sophisticated results – fast analysis that selects data blocks that are more likely to yield useful results when subjected to full study.
- Administration & Accounting = Inevitably, disputes will arise between crew members, exacerbated by close living conditions. Other sources of friction are the variances in perspective between crew and ground-control. While most traditional admin tasks are handled ground-side, dispute resolution needs to work on the front lines, de-escelating situations before they get out of hand.
- Human Resources = Scientists can be eccentric personalities and those at the cutting edge, even more so. Personality matrices have to be built around the eccentricities of the individuals, which puts considerable demand on the human resources department. Nor is the psychology of crew compliments even close to a settled science; matches are as often guided by instinct as by insight, and field surgery on relationships is an ongoing process. While most of the recruiting process occurs ground-side, the hands-on psychological adjustments need to be performed by a specialist amongst the crew and his or her assistant.
- Training = Data, techniques, and knowledge in general, are all being generated ground-side at 10,000 times the rate of development aboard the station, but little of this is directly relevant to the activities aboard the station. Filtering out the extraneous and applying what remains to their unique situation, mission, and matrix of personalities is the function of the Process Refinement members of the crew and takes the form of ongoing training for all aboard (including themselves).
- Lower Management = There’s a lot going on aboard OTA-4 at any given time, and overseeing all of it are the mission sub-commanders. In particular, they seek to avoid scheduling conflicts and policy problems. They are acutely aware of the differences between theory “on the ground” and the reality “in the sky”, and continually seek to refine “the book” to accommodate practicality.
- Senior Management = Station Commander Delson Velasquez and Mission Commander Alphaes Hortens are the last word when it comes to authority aboard OTA-4, with the Mission Commander the nominal senior of the two.
Extrapolation Four: A Website
Because websites are designed to emulate the bricks-and-mortar shopping experience and processes, there is a natural resemblance between the two. That means that our department store analogy can cover any sort of online store or site – and, by extension, virtually any type of computer program.
I thought about using Campaign Mastery itself as the example – after all, you have the site itself right in front of you to compare with – but realized that an online casino would enable me to discuss aspects of the analogy that would be more of a stretch with Campaign Mastery.
The basis of this section won’t be any one specific casino site; instead, it will be an abstracted generic (and completely fictitious) site, based on a number of typical sites. The list of sites ranked by top10rankedonlinecasinos.com was used as reference for some points; if you’re ever looking for casino sites, that’s a good place to start.
Name: Not-A-Real-Casino.com
Size: n/a
Location/Environment: The World Wide Web / The Internet (these aren’t the same thing, the Web is just a subsection of the total Internet).
- Purpose: The purpose of any website is to enable a visitor to interact with data and programming stored on a web server. In the case of a Gambling site, the programs are slot machine simulations and other gambling games either against live opponents elsewhere on the web or simulated opponents. The owner of the website represents the House, earning money by facilitating these operations.
- Effectiveness: Not-A-Real-Casino is a moderately-effective website offering a variety of games – a half-dozen slots, and an online poker tournament. They also provide tutorials, a history of slot machines, and advice on responsible gambling. Visitors to the website can win weekly or monthly prizes by being the right visitor number in the given period.
- Efficiency: The cost of setting up a website is negligible. The cost of setting up an e-commerce website, i.e. one that deals with actual money, is slightly more, a large chunk of which goes on the software that’s necessary. The cost of setting up a gambling website is somewhat more again, because you have the cost of each piece of gambling software, but also the financial base to set up – enough money to pay out more winners than you can reasonably expect, because you never know when a bunch of someones will get lucky (you know you’ll make it all back and then some in the long run, but you need the liquidity to last that long). That means that early in their online life, most websites are compromised in efficiency; corners have to be cut. Over time, those corners are replaced with more sophisticated constructions. Not-A-Real-Casino has improved several of its pages but some of the less-popular pages still remain to be done. All told, there are about 12 people directly employed in maintaining, promoting, and enhancing the website.
- Success: Most websites do something more than their primary purpose – that could be a newsletter, or obtaining and installing new games, or generating ‘side’ content. Not-A-Real-Casino is no exception. Most of these additional functions are adequate but nothing better because they are always a lower priority than the core functions of the site.
- Departments = Each page with fixed content on a website can be considered analogous to a different department within a department store. Campaign Mastery has about twenty of these, for example the “about us” page. In addition, each blog post has its own dedicated page. And there is a dynamically-generated front page that is the equivalent of the store windows. In fact, there are so many pages here that Campaign Mastery is probably the equivalent of a whole shopping mall! That’s one reason why “Not-A-Real-Casino” is a better illustration. This fictional website has two or three pages of legalese and admin information, a sign-up/sign-in page, a front page, and a page for each of the games they host, and there would be another 3 pages devoted to the ‘extras’ that the site uses to add legitimacy and search engine rankings. Now, several of these are actually symbolic of, or connected to, one of the other functions discussed below, so even this tally of 16 or so pages exaggerates the number of ‘departments’ considerably.
- Specials = The front page of my fictional gambling site contains news and special offers designed to welcome visitors.
- Stocktaking = This one’s a little trickier, but there would have to be a limit on the number of players that can be accommodated at the one time if all jackpots are to track in real time, based on the server speed and site demands. Rather than moving product to consumer, though, this is moving consumer to product (or redirecting them if necessary). This is especially true of the hosted poker games, where the number of simultaneous players would directly add to the time taken to resolve an individual hand. It’s a little different for Campaign Mastery,. where stocktaking would represent the analytics that tell me which posts were popular and how many visitors they got on a given day.
- Receiving Docks = That makes it clear, in turn, that the equivalent of the receiving docks would be the menu system on the front page that directs the visitor to one of the other specific pages.
- Distribution = This function matches available players to the vacancies determined by the “Stocktaking”, possibly with incentives to play less popular games. But that only makes sense if each game is hosted by its own server(s); if they are shared, there’s no point in trying to load-share.
- Cleaners = You always need to separate the wheat from the chaff when it comes to comments. Over the last 11 years, posts at Campaign Mastery have received more than 1.25 Million spam comments. Anything even the slightest bit suspicious gets held for moderation (anything that’s positively identifiable gets sent directly to the trash) – but there have been times when there have been 1000 comments awaiting moderation in a single day. So various policies and practices and anti-spam measures have been put in place over the years to help “clean” the website. This would be the same for every website out there – even refusing comments is no safeguard as every website is required to have certain email addresses which get spammed. Not-A-Real-Casino.com is no different.
- Cashiers = The part of Not-A-Real-Casino.com that takes money in and hands chips out (and vice-versa) is the equivalent of cashiers. Campaign Mastery does not employ paywalls or sell services/products directly, so we have no equivalent to point to.
- Security = There have been at least a million attempts to hack Campaign Mastery over the years. I’m only aware of one success and that one was quickly ejected after tripping a site security “land-mine” laid down for that very purpose. And we’re not a site which has money that can be stolen. The day Campaign Mastery gets the equivalent of Cashiers is the day that our security would get a further upgrade (even though that wouldn’t be free) – so the presumption would be that the site revenue that resulted would come with an immediate overhead that had to be cleared on a regular basis. Never fear, it’s not likely to happen in the foreseeable future! But Not-A-Real-Casino.com does handle theoretical money, and would need all the extra security that can be made transparent to the customer.
- Customer Finance = It might seem that the ‘Customer Finance’ department is a redundancy, given that the default payment modes over the internet are by credit card, supplemented by less-universal services like PayPal. But I have thought of that. Perhaps Not-A-Real-Casino.com gives new customers a bonus number of chips/spins – I get personal spam making such offers all the time. Perhaps the ‘exchange rate’ is different at certain times when the site has a ‘special offer’. The fiduciary elements of every such transaction are the equivalent of the department store’s “Customer Finance” department. There may also be more direct comparisons that are valid – the default currency of the site might be US Dollars, for example, necessitating currency conversions. So there’s plenty for this department to do.
- Utilities = This starts transitioning from the website itself to the real world administration. Anything that’s needed in order for the site to function as intended goes under this heading – in Campaign Mastery’s case, there are hosting fees, domain registration fees, PHP and other back-end updates, and maintenance/updates of the various modules that extend the basic functionality of the web hosting software, plus updates to that hosting software itself. On top of that, I have to pay for an internet connection and electricity in order to administer the site. All these requirements grow even more substantial in the case of a commercial site; considerably so if they own their own electronic infrastructure.
- Maintenance = That’s where the equivalent of the maintenance department comes in – keeping the infrastructure, the hardware, functional. Campaign Mastery uses a hosting company to take care of most of this for us, and they have proven very reliable. But we do have to share bandwidth and technician’s time and so on with all the other sites that are hosted by this company – and that might well be an unacceptable compromise on the part of a site like Not-A-Real-Casino.com.
- Transitions = You might also think that this is redundant – but it isn’t. The front-page menu and links take you to a specific page, but where do you go when you want to leave that page? On Campaign Mastery, the menus are the same on every page, but that doesn’t have to be the case. If you click on the “Blogdex” link, you’ll get taken to a hard-coded sub-menu, for example. So navigation from a target page, i.e. moving from one department to another, is the equivalent of Transitions.
- Publicity & Promotions = The implementation of specials has already been discussed; the publicity and promotions section decides what these promotions should be, and handles telling people about the site, buying ads elsewhere, for example.
- Customer Relations = Every site needs a ‘contact us’ for handling complaints, offers, and feedback. That’s customer relations.
- Design = Where a site is designed to impart information, like Campaign Mastery, the design should be deliberately minimalist so that it doesn’t get in the way of the information. When you’re selling something, glitz and glam become a lot more important. On top of that, someone needs to create those adverts that I mentioned in the previous ‘department’. And, finally, every website out there has certain priorities around speed of loading. I could, for example, set the front page of Campaign Mastery so that it displayed the most recent 50 posts, in full – and fifty more posts each time you clicked the ‘next’ at the bottom of the page. But the loading time would be unacceptable. There was a time when we only displayed the 5 most recent posts; at one point, I increased that to 12 and found loading times to be too great. Currently, the best compromise is 10 posts, or about 2-and-1/2 months worth per page. These are all design questions, and every website out there will have similar concerns.
- Administration & Accounting = Admin is all about how you ring-lead this rodeo, which has a lot more moving parts than are evident on the surface. Fortunately, our web-hosting software comes with an appropriate content-management system or CMS. Accounting is not so important for a site like CM – I simply pay the bills when they are due. For a site like Not-A-Real-Casino.com, though, they have costs and expenses and income that needs to be rigorously tracked and may well have taxes that have to be paid and government reports to generate. They may have shareholders to keep informed. Like everything else, the Admin and Accounting demands ramp up immediately.
- Human Resources = Sad to say, less can be automated than you might like to think when it comes to a website. Human review and intervention needs to occur regularly. That means people – either employees or the occasional hired gun. Johnn and I were fortunate that between us we could do everything necessary to set up Campaign Mastery; a previous venture that I was involved in needed to spend thousands on shopping cart software and a specialist programmer to install and customize it. And that was decades ago, it would probably run us to 5 figures these days – if we didn’t opt for a simpler, cheaper, product (which wasn’t an option back then, this was in the very early days of e-commerce). And people have to be recruited, and paid, and have various legal entitlements administered and provided. I can pretty much guarantee you that a gambling site has at least one staff member at least part-time.
- Training = You don’t keep your people up-to-date and fit-for-purpose with training them. The more developed your procedures and policies are, the more any new hires will need to be trained in them (and older employees might need the occasional refresher, too.
- Lower Management = Here, for the first time, we reach a point of possible conflation of departments. Day-to-day management and senior management of a website can be one and the same person wearing different hats. When you work for someone else, though, you are (at best) Lower Management; the person employing you is Senior Management.
- Senior Management = See above.
And that’s all twenty of our divisions within the department store. I had some other examples planned, but didn’t think they would add much to what these four already show.
Practicalities
I doubt anyone can seriously argue that the results from all four examples are far more fully fleshed out than they would otherwise have been. Is there still work to do on all of them before they could be used in a campaign? Certainly – though up to 90% of the work can be considered done at this point, enabling you to focus on a few specifics.
But this comes at a price. This process is slower than simply pulling narrative out of a hat. That’s because speed is not the goal that this process is trying to satisfy; completeness and robustness would be more accurate. Each of these examples took one-to-two days to complete; that’s probably four times longer than a less comprehensive approach.
It follows that you shouldn’t employ this every time; save it for when it matters. If development is likely to take more than a day or two – for example, if you are developing a city or an important location of some other sort – then this can be extremely valuable. If you are having trouble getting started, or can’t visualize something in your mind, then it can be invaluable.
However, the more often you use the technique, the faster it will become. You would inevitably grow more adept at remembering the different departments (or re-imagining them) and then translating them into appropriate interpretations for whatever you are trying to simulate. This is a tool with certain advantages and benefits, and a certain cost in time and effort; add it to your toolbox and learn to use it when it’s the best tool for the job, because there will certainly be times when that is the case.
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