Tech Tows Consumer Companies in Engaging Customers

McDonalds give away toys with Happy Meal; an attempt to keep their young customers engaged. Chocolate maker Ferrero India, packs toys as a surprise inside its Kinder Joy chocolate egg. These are small examples of a fast growing trend. An increasing number of businesses are embracing the customer activated enterprise model. As per an IBM study, leaders in organizations that outperform their peers are not just managing customer experiences; they are reorienting their organizations, strategies and investments to cultivate contemporary relationships across all manner of customer interactions.

Progressive ones are transitioning from selling products and services to being an active partner with customers’ interest group. In short, more and more organizations can be seen fervently attempting to create an ecosystem around customers’ sweet spot. According to David Aaker, a sweet spot reflects customers’ “thinking and doing” time, beliefs and values, activities and passions, possessions or places they treasure. Ideally, it would be a part of, if not central to, their self-identity and lifestyle and reflect a higher-order value proposition, much beyond the benefits provided by the offering.

Aaker illustrates this with the example of Pampers. The brand went beyond diapers by creating the Pampers Village community that provides a “go to” place for all issues relating to babies and child care. Its five sections – pregnancy, newborn, baby, toddler, and preschooler – all have a menu of topics. Its online community allows moms and soon-to-be moms to connect with each other to share their common experiences, issues and thoughts about how to raise a healthy, happy child. The program demonstrates that Pampers understands mothers, and works to establish a relationship between the brand and the mother that will potentially continue throughout the mother’s Pampers buying life.

What is surprising is that this marketing ploy isn’t restricted to B2C businesses. Technology giant IBM recently announced ‘IBM Cloud Marketplace,’ one place where clients and partners can discover, try, and buy cloud-based capabilities. The IBM Marketplace has mobile apps, software-as-a-service (SaaS) apps, platform-as-a-service (PaaS) offerings, and infrastructure-as-a-service (IaaS) offerings - all in one spot  - where they are easy to locate, easy to understand, easy to order, easy to try out, and easy to purchase. That’s not all. The company also launched a BlueMix Garage development center in San Francisco,  where it plans to work hand-in-hand with entrepreneurs and startups on next-generation, cloud-based agile applications. 

Aaker says that connecting with a shared-interest area provides avenues to a relationship much richer than that of an offering-based relationship that, for most brands, is driven by a functional benefit and is relatively shallow and vulnerable.

Views are personal

Treating Consumers as Individuals; why Colgate Remains the Preferred Brand

Thousands of entrepreneurs attempt to realize their dreams by giving rise to new products every year. Take for example, the case of Startup Village, a public – private technology incubator in Cochin (Kerala). Nearly 400 start-ups have been incubated so far since its launch in April 2012. Thousands of companies, as many products as well as brands are introduced in the now ‘one’ global market. It was around this conversation, a friend of mine asked if there is indeed potential for everyone to thrive. Only a fraction of them survive, I mentioned reading about it in a business book. ‘What differentiates the successful,’ he posed.  

Not that I am a marketing pundit but having heard this kind of talk from the wise, I thought of responding to his question. In the age of social media, when consumers tend to pry open businesses and its conduct, there is absolutely no significance of products. Not that it did in the era before social media. Back then, there was hope with marketers and technologists hoping consumers would go through the technology adoption lifecycle. Most tech marketers followed Geoffrey Moore’s bible – Crossing the Chasm, when deploying their go-to-market strategy.

  

Social Media changed all that. Products are what a company makes but it can be easily copied. This implies that what consumers buy isn’t a product but a brand, an experience. More than ever, the brand has become a marketer’s tool for creating product differentiation. More than ever, the brand has to see consumers as an individual and deliver unique experience. The best example is Colgate. 'Brush your teeth the Colgate way, every day,' ends the long copy from a 1939 print advertisement for Colgate. And every day since then millions of Indians, young and old, have used this oral-care brand in various forms, everything from powder to paste, for generations. The question is how the brand ensures that it remains the consumers first brand encounter of the day – everyday.

  

A cousin of mine who is a school teacher in Thalasserry, Kerala is a regular user of Colgate toothpaste. She lives with her ailing mother, aged around 85, and doesn’t believe in elaborate shopping. She prefers the neighbourhood kirana store where she dashes for instantaneous shopping. On one such occasion, when she wanted to quickly grab two small tubes of the Colgate, the shopkeeper didn’t have the same on stock. A large tube would be inconvenient to use for her mother and so she went around asking for the smaller tube. To her dismay, it wasn’t available anywhere in the neighbourhood. Disappointed, she decided to hit social media to find out why her favourite brand wasn’t available in the neighbourhood. She had forgotten about it until her sister called up and informed that there was an executive from Colgate waiting for her. His visit not only addressed her immediate needs (in two days) but also ensured a loyal consumer for the company for life.

Beyond the product and a great brand experience at an individual level – no wonder Colgate is the undisputed leader.