[UPDATED] Several profound market forces are preparing the ascendancy of Knowledge Economy products, which result from collaboration among designers, artists, engineers, customers and firms. This represents one of the Knowledge Economy’s most exciting-yet-disruptive elements: “products” will cease to be dominated by monolithic factories that mass produce virtually all items that people use and consume. Moreover, people have an inherent joy when they can make things for themselves, their friends and their families—and a dramatic new wave of creativity and innovation is imminent. To help you wrap your mind around Knowledge Economy products, this post will recall what happened to mass media and entertainment industries.
Knowledge Economy products are conceived, designed, prototyped and fabricated in the Social Channel. Best practices in open source, Agile development, design and Web development will unleash continuous innovation at a scale and pace we’ve never seen before. Knowledge and innovation will be free in the Knowledge Economy because all supporting processes will become an order of magnitude faster and cheaper. Firms and brands that do not recognize and respond quickly enough will become irrelevant.
Most brands […]
Branch disruption enables unusual opportunity for bank executives who consider transforming their relationships with clients. More generally, retail banking provides an excellent example of an Industrial Economy industry whose services are facing commoditization and weakening profits due to the waning of the Productized Channel of Value. In 2013, bank branch networks are under intense scrutiny because they are expensive, and client visits have been falling steadily for several years as e-banking and m-banking adoption have accelerated. Astute banks will use branches to transform their client relationships by leveraging the Social Channel. Here’s how they will do it.
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Social Channel Three: Using the Social Channel to Defend Native Markets and Penetrate Foreign Markets
The global Social Channel will reintroduce “home court advantage” to national brands because those that use social business to compete globally by collaborating with users will have the cultural advantage; “foreign” firms may have better product features for the money, but they will not match home brands’ cultural fluency. Personalized service and attention are culturally specific, and deep cultural fluency directly correlates to intimacy. However, brands can only develop the home court advantage by practicing social business at an advanced level. Most have a long way to go and, meanwhile, they will get hammered when they persist in competing on product features in the Productized Channel of Value.
The blade cuts both ways: the home court advantage will make exporting to emerging markets much more difficult in the years ahead. The Social Channel will raise the bar because users in all markets will increasingly expect brands to relate to them and to solicit their input and advice. Brands will have to invest significantly in developing in-market social […]
How Marketers Are Pushing the Wrong Button on Mobile
![Eye spy Ã? Metamorphosis: Titian 2012, by Mark Wallinger, at the National Gallery in London Mobile advertising is flawed when it interrupts and spies on users](http://rollyson.net/wp-content/uploads/2012/08/Eye-spy-Metamorphosis-T-008.jpg)
Mobile advertising is flawed because it interrupts. CMOs’ continued use of such outmoded marketing tactics isn’t pretty, like bursting market bubbles or parties at which one has stayed too long. Screen-hogging banners or tricky apps are unnecessary for those who understand the mobile experience and how to add value; however, they are very effective for alienating clients and customers. As Stan Rapp puts it, “Don’t do things to people (do things with them).” In the interest of doing mobile right, I’ll juxtapose the mobile experience with advertising to show how inappropriate much of it is before suggesting how marketers and brands can add value and avoid destroying trust.
“Everybody hates digital ads.” This is a refrain I’ve heard forever, and I have never heard anyone say that they like them. People don’t even like big screen […]
Nonprofits’ and NGOs’ use of street marketing and social media reveals how mission too often overshadows relationship building—and alienates more people than it attracts.
In How Nonprofits & NGOs Can Press Their Home Court Advantage in Social Business, I explained how nonprofits had a significant “moral advantage” over commercial enterprises because they were cause-focused, which is inherently more attractive to most people than business focus. However, as I’ll explain here, too many NFPs apply their moral advantage in the wrong way, so it creates more negative than positive impressions. I’ll use the tangible example of street marketing to make the point before applying it to social business/social media.
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In case you missed it, this seminal post from the New York Times shows a startling example of “big data” hitting retail. Data collection and mining have enabled Target, for example, to predict what degree of pregancy young mothers are in—based on the kind of things they buy.
Although Valley visionaries and enterprise data engineers have been talking about “big data” for years, this post brings it down to the personal retail level. Due to the growing appreciation of social data and behavior, data scientists and marketers now have the glue to use data to increase relevance to customers and clients.
In this post’s main example, data engineers analyzed purchase behavior of pregnant mothers, sifting through voluminous retail data, and they found plenty of patterns that indicated that women were pregnant, down to the trimester! Obviously, enterprises have a large responsibility to use data in ways that won’t violate trust, and many will make mistakes in their efforts to pump up quarterly numbers.Put another way, buying transactions are *very* social, so retailers, whether bricks and mortar or ecommerce, will unleash tremendous intelligence in […]
Reading between the Lines: Apple’s New Business Strategy reveals why Apple could emerge as a three-screen player par excellence.
Apple’s name change in early 2007 was heralded as the company’s redefinition as a consumer products company. The conventional wisdom held that the lion’s share of the run-up of Apple’s stock price had been due to the excitement of the iPod and the successful rekindling interest in the company’s Macintosh computers. Moreover, Apple’s stock had limited headroom because consumer electronics heavies were getting into the market for music players, and this would leech profits. The iPhone looked great, but it was overpriced in a hyper-competitive market; it wouldn’t penetrate much beyond a few gadget freaks.
This prevailing view works great for Apple because it keeps people focused on the wrong things—literally. Apple’s business strategy is far more profound. It goes far beyond the SIC, hardware or even software. It is an experience strategy based on content and communications.
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Consumer empowerment and disruption are being unleashed by the many-to-many Web. As we’ve been writing for some time, Web 2.0 is giving individuals collective voices that can rival the authority of global enterprises and governments, which is disruptive because it changes the rules. We call it Consumer Empowerment. Blogs, social networking, podcasts, wikis, vlogs and their intermediaries like Technorati, MySpace and iTunes give customers the tools to create and distribute content for free—instantly and globally. When rules change, you can quickly strengthen your market position by understanding and adapting more quickly than competitors.
Google any specific product, phrase or service, and you will notice that customer content is growing quickly, especially in specific, customer-centric areas that organizations aren’t focused on. Customers contribute customer-relevant content because they are passionate about the subject. Growing “tribes” of individuals connect, collaborate, and become smart very quickly. Threat: large organizations are losing control over the information about their reputations, products and services. Opportunity: adding value to these customer-led conversations can increase your credibility and appeal.
Large organizations attained their market power through efficiency, the hallmark of the […]
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