Category Archives: Marketing Strategy

Muddy Models

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To dominate or not to dominate. That is the non-rhetorical question. Being a former IT guru, I hang-out virtually with some of my former peers in forums where we argue about everything from driver code to global warming. Many years ago I announced to that cabal that Android would dominate the smart phone market due to its business model. iPhone fanbois who littered this clan insinuated I had lost my mind – that Apple’s elegance, simplicity and market lead would forever overwhelm Android’s then 3% market share. This week Gartner announced Android makes up 75% of all new smart phone sales. My prognostication was based on market mechanics while my techie chums were enamored by Apples early technology differentiation. But like Microsoft before them on the desktop, Google decided to use the ecosystem to spread an operating system, which is a good way to get a lot of companies to … Continue reading →

Brand Bonuses

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“You can get better quality than we offer, but you can’t find a higher price than ours.” Oddly, that pitch works when not stated so bluntly. Known in marketing circles as the Mercedes Effect, it shows that people are willing to pay money for no added value aside from perception. Mercedes, Coach handbags, Apple computers and many other products have remarkably higher prices and margins than competing products of equal functional value. The difference is almost entirely because people want to own the brand and enhance their sense of self-worth by proxy. There are other reasons for cultivating cult brands aside from getting obscenely rich. Great brands, well-crafted and relentlessly enforced can: Create buyer/market/investor faith in the product/company/cause. Bias purchase decisions, thereby increasing the number of conversions per promotional dollar. Create a sense of mystic relevance (or as the authority on propaganda calls it, perceived hidden underground knowledge). Allow you … Continue reading →

Wanting Needs

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No marketing person has ever created a “need.” It is an enduring myth that marketing creates needs, which in a moment you will see is simply impossible. Many marketers have found other careers after beating their heads against the wall that separates “need” from “want”, and marketing products in exactly the wrong way. This flat forehead syndrome exists because of myth alone, and it is time to slay it. Needs are preexisting conditions. As Maslow so painfully noted, there is a stacked list of needs. Yet Maslow was mistaken about the definition of “need” himself, for as you ascend his pyramid, his “needs” become aspirations. Maslow may have maladjusted marketers by creating a false sense of what a need is. Food, water, shelter are personal needs. Accounting and inventory are corporate needs. “Wants” are a different subject. When new products are created, they are never “needs” at first and thus … Continue reading →

Smart Non-Money

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Spending money to compete toe-to-toe is dumb. But this hasn’t stopped start-ups from doing just that. Most start-ups are about as broke as college kids (and from the looks of their management team photos, may well be staffed with the same). They do need to spend money on marketing, but competing is foolish. For every face-off, someone loses face. Slugging it out with gorillas is fast suicide and shin-kicking many small competitors is the slow form. In every market, you can outmaneuver competitors, even gorillas. By understanding the position of each competitor or how they approach buyers, you can compete without competing, which is more cost effective and more effective in general. SuSE Linux remains my worn-out example because it worked against the sitting gorilla. Back when Linux was only starting to be seriously considered for mission-critical IT infrastructure, the U.S. market was owned by Red Hat and littered with … Continue reading →

Push, Pull, Prospects, Paycheck

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I once had HP, IBM, CA and a few other companies pimping my software. This was long, long ago when my hairline was not retreating faster than a Baptist in a gay bar. I worked for a tiny five million dollar outfit and was brought on to implement their first real marketing department. After studying the market for a bit, it was obvious to me that our plug-in product survived only through partner-side adoption. Hence we carefully selected our partners (who collectively had more than 66% of each target segment) and promoted through them as well as directly to buyers. We pulled prospects through direct marketing and pushed through partners. We bumped top-line revenues over 25% in the first year (well, the first nine months actually). One of the reasons this worked is believability. B2B software buyers are a cynical and skeptical lot because those are survival traits. Blindly buying … Continue reading →

Invisible Competitors

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Want to see me cringe? Be a start-up founder and tell me you don’t have any competition. Every company and every product has competitors. They may not have offices, there may not be a product, and your prospects may not know they are using your competition. But everyone has competition and it can come from very unexpected sources. Even Google has tangent barriers. Google’s Android mobile operating system is the most popular on the planet, especially in China where they appear on 90% of smartphones. The competition is not the hodge podge of OSs in the other 10%. Nor is it the gaggle of Chinese knock-off companies that wish Google would release the source code to new Android versions more quickly so they could create near-real-time Android clones. The new competitive threat is the Chinese government. Mao’s mavens are not entering the smartphone market. These control freaks simply don’t like … Continue reading →

Not Satisfied?

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Not knowing if your customers are satisfied should make you unsatisfied. One of the oldest and yet more ignored market research activities is customer satisfaction surveying. Since customers are the source of buzz – both positive and negative – knowing what your paying customers think and feel is critical to seeing potentially fatal problems and capitalizing on stunning capabilities. It also can uncover where you think what you offer is important but actually disinterests the market. It’s almost as good as surveying lost sales an activity which is very valuable and equally rare. The key objectives of every customer satisfaction survey are to know where a company excels (for promotional purposes), where it lags (for improvement) and where there are opportunities for profitable change. I once ran a customer satisfaction survey that included a pricing sensitivity measure and discovered that my client was undercharging for their product. They received a … Continue reading →