Posts Tagged ‘value proposition’

When you buy Zappos, what are you really buying?

Thursday, July 23rd, 2009

In his blog, marketing guru Seth Godin asks the question, what is Amazon really buying when it spends a reported $847 million ($807 in stock and $40 million cash) to buy Zappos?

And then he answers it.

Amazon has plenty of shoes, plenty of technology and a world-class distribution capability, he writes. What it’s acquiring is:

  • A corporate culture that’s not the same (and where great people choose to work)
  • A tight relationship with customers that give you permission to talk with them
  • A business model that’s remarkable and worth talking about
  • A story that spreads
  • Leadership

I’d say he missed a key point: the brand. Zappos is the No. 1 brand among online shoe retailers.

Amazon has a great brand too, but not for shoes.

Amazon sells everything: shoes, music, software, consumer electronics, toys… But its brand — despite its strategy — is not that of an online department store. Amazon is a bookstore that has diversified. Its brand is all about books. That’s part of the reason the Kindle Reader has taken off so well; it’s not just a nice technology that people were ready to use; it’s a natural outgrowth of Amazon’s brand.

If Amazon introduced some innovation in shoes that was just as notable as the Kindle, I doubt it would have the same impact. But Zappos would have a chance. You expect Zappos to do stuff related to shoes; you expect Amazon to do stuff related to books.

Maybe the folks at Amazon realize that the many people who buy shoes online would rather buy them from Zappos than from a great online book store that happens to sell shoes. Perhaps they realize the most efficient way to become the leading online vendor of shoes is not to be like Zappos, but rather to be Zappos.

How Zappos became such a powerful brand is another issue. It took a lot of hard work, good planning, flawless execution and cash. But in recessionary times like these, when so many businesses don’t have the patience for branding and would rather spend their marketing resources solely on generating leads and sales, there’s a lesson in the power of a good brand. An $847 million lesson.

New study says consumers like ads. And it won’t change a thing.

Friday, July 17th, 2009

Adweek Magazine and its parent company, Nielsen, have released a study that shows consumers believe in advertising, they accept adveflo-progressivertising as a way of subsidizing other content and, in some cases, they actually like it.

They’ll use this to try to change the rush of money out of traditional advertising, and they won’t succeed.

In an article announcing results of the study, Adweek states that: “67 percent of respondents agree …. (including 14 percent agreeing “strongly”) that ‘Advertising funds low-cost and free content on the Internet, TV, newspapers and other media.’ Likewise, 81 percent agreed (22 percent strongly) that ‘Advertising and sponsorship are important to fund sporting events, art exhibitions and cultural events.’ ”

The only thing startling about this is that such a large percentage of people seem to understand the media business model.logo_adweek2

Adweek also wrote: “Respondents also acknowledged that advertising is useful to them personally as they navigate the marketplace. For example, 67 percent agreed (14 percent strongly) that ‘By providing me with information, advertising allows me to make better consumer choices.’ Respondents even confessed to enjoying advertising, at least some of the time, with 66 percent agreeing (13 percent strongly) that ‘Advertising often gets my attention and is entertaining.’”

This means two things:

1) Adweek is doing its job; it is, after all, a magazine for the people who produce ads, plan campaigns and buy space for them.  This study will be a tool used by readers to convince advertisers to shift money back from the new and social to more traditional ad campaigns.

That’s especially evidenced by this finding in the article: “And there was a lackluster rating for ‘ads served in search-engine results,’ with 4 percent trusting these completely and 37 percent somewhat. Ratings for old media were closely bunched, with TV getting a typical rating for these of 8 percent “trust completely” and 53 percent “trust somewhat.”

In other words, Google’s astoundingly ascendant paid search model — traditional media’s Great Satan — isn’t as effective as many believe. At least, that’s the kernal that media reps are likely to grab onto and use.

Which raises the second meaning of the information:

2) There are lots of highly respected voices in media and advertising who still don’t get it. The epochal media meltdown we’re experiencing has nothing to do with the opinions of consumers.

Advertisers aren’t pulling campaigns because they don’t work; they’re pulling campaigns because they can now do what they’ve always wanted to do: reach consumers directly without an intermediary media.

Back in another era — the Internet bubble of the late 1990s — this was called disintermediation.

Disintermediation is why people book flights directly with airlines rather than through travel agents; it’s why Progressive and Geico have a higher profile than the independent insurance agents who used to do most of the selling in their industry; it’s why people will visit a magazine advertiser’s website instead of filling out a reader-response card in the back of a magazine.

Disintermediation is a simple process of applying new technology to eliminate an old and costly middleman. Heck, media is the root of the word; is it really a surprise that media is now a target?

So it doesn’t matter if old advertising works; it ads a layer that is no longer necessary. Just as there are still travel agents and insurance agents, there will still be media — as we recognize it today — far into the future. But it will be smaller than it used to be, and it will find its success by serving niches.

You can download the full Nielsen study here: http://blog.nielsen.com/nielsenwire/wp-content/uploads/2009/07/trustinadvertising0709.pdf

“Save the newspapers” campaign

Friday, July 10th, 2009

From Slate.com, a new public service campaign to sponsor a newspaper employee. It’s just 2 minutes of fabulous satire.

Buy One Anyway public service message

Selling what your customers want v. what they need

Friday, June 19th, 2009

Content marketing guy Newt Barrett turns around conventional wisdom, suggesting that instead of working to develop a unique selling proposition, you develop a Unique Buying Proposition. This is more than a semantic turn. The UBP forces you to think like your customers. It changes the question from “Why should they buy from me?” to “Why do they WANT to buy from me?”

You can read Newt’s complete case here.

Be honest: Would you spend more time buying this...

Would you do a better job buying this...

In the meantime, I’ll add this thought on selling: People will spend more to buy something they want than something they need. The corollary is that they’ll do whatever they can to avoid buying what they need, whereas they enjoy buying things they want.

So even if you’re offering business-to-business products or services, there is a benefit to communicating in a way that helps people WANT to buy what you’re selling.

... or this?

... or this?

If they feel the product has value-added benefits, some kind of cache, or is exciting and transformative, they’ll buy more readily (and tend to be more pleased) than if they buy something because it has the lowest price or simply fills an urgent need.

That’s the beauty of Newt’s concept of the UBP: It helps your prospects to see your product as something they WANT to buy.

On the art of ‘followership’

Wednesday, June 10th, 2009


In his dependably brief and insightful blog, marketing guru Seth Godin writes about this video of a spontaneously developing community  at a dance festival: “My favorite part happens just before the first minute mark. That’s when guy #3 joins the group. Before him, it was just a crazy dancing guy and then maybe one other crazy guy. But it’s guy #3 who made it a movement.  Initiators are rare indeed, but it’s scary to be the leader. Guy #3 is rare too, but it’s a lot less scary and just as important. Guy #49 is irrelevant. No bravery points for being part of the mob.
“We need more guy #3s.”

There are lots of lessons you can take away from this. The one it most illustrates for me has to do with starting a business or launching a new product. More than once I’ve found myself dealing with a leading-edge product that I thought was brilliant. Too often, the response from the target market was, “Interesting. We’ll wait and see.”

The first copycat to come out with a similar product validates it, and makes it easier to sell. The next competitor helps flip the switch among customers from “wait and see” to “hurry up and buy.”

One’s an innovator; two’s competition; three’s a movement.

American Pie send-up on media

Friday, June 5th, 2009

apie2Anyone living through the media meltdown will enjoy this clever 9-minute rewrite of the old Don McLean anthem.

10 YOUNG entrepreneurs to watch

Tuesday, June 2nd, 2009

From ContentNext, with link to same

Warning: If you have more than 20 years already invested in your career, this is going to make you very tired and at least a little bit scared. Here, from ContentNext.com are 10 young entrepreneurs to watch. By young, they mean really young — no older than their 20s.

What’s most instructive and startling is the transformational nature of what these kid are doing. Their businesses are, largely, based on ideas that couldn’t even have existed 5 or 10 years ago.

If you have any questions about the power of the Internet to foster change; or if you have any doubt that the next generation does things very differently than you’re used to, then you ought to spend 10 minutes scanning this article. Then resist the temptation to take a nap.

How fast can one company lose customers?

Wednesday, May 13th, 2009

According to Shelly Palmer at imediabytes, Sirius/Xm Radio lost $36 million in Q1. And that’s nothing. It lost 400,000 customers — which I’m thinking is more customers than Johnson & Johnson lost back in the 1980s when someone started putting cyanide in its Tylenol products. siriusxm_siriusI mean, 400,000 is a mid-size city. It’s a lot of customers. I’m not sure you could get rid of customers that fast if you paid telemarketers to call them up at dinner time and swear at them.

And if you’re the folks at Sirius/XM, it’s the kind of number that puts you into a full-blown panic attack. When you lose 400,00 customers in 3 months, you start asking questions like, “Are we doing the right thing here?” and “WTF?”

My personal experience is that I had been a subscriber for 2 years when I got a note from Sirius/XM in February siriusxm_xmwarning me that I would no longer be able to access programming for free on my computer unless I paid for the full year in advance right away.

It annoyed me, and I immediately assumed it was a cash-grab. But I bought the 12-month subscription because I thought it was important to me. Two weeks later I lost my job, and a week after that, in an effort to cut all unnecessary costs — and because I was irritated at being leveraged in the first palce, I called to cancel my subscription.

Their response? The nice lady with a Punjabi accent asked if they could keep me as a customer if they reduced the annual subscription rate by 50%. Now I was really mad, realizing that all along I’d been paying twice what they were willing to take. I told her no.

A month later, I got a direct-mail piece asking me to come back at 4.99 a month for six months — 38% of the original price. I suppose this was supposed to entice me. But it made me feel even more stupid for having paid $12.99 in the first place.

There’s one other thing: All along, Sirius/XM has advertised that it’s commercial-free radio, which should be worth paying for. But it’s not true. If you listen to any syndicated programming that’s re-broadcast via satellite, you’ll get the same amount of commercial time as you would on commercial radio.

And if you listen to their original programming — some of which is really pretty good — you still get advertising. And it’s the most irritating kind: low-budget stuff for whole-body cleanses and businesses that you can run from home without any skills or experience required.

I originally bought my XM subscription because I didn’t want to be my own DJ; I’d rather have someone else do it for me. But these are hard times, you know. Worst times since the Great Depression. So now, when I get in my car, I plug in my i-pod or put in an old CD. I still don’t want to be my own DJ. But I’m guessing that 399,999 other people agree with me that it’s not all that bad a job.