We started this blog almost exactly a year ago to talk about the many things we were finding in our research that led to Tuned In. A lot has happened in the past year. We've analyzed a plethora of new product launches, spoken with hundreds of business leaders, witnessed the ups and downs of the market cause dramatic shifts in the buying environment and hit the road this summer to talk to the media about all we'd learned. We were lucky enough to be able to publish and launch a bestselling book while everyone was still listening and interested in new thinking.
We've talked often about the six steps that comprise the Tuned In process in this blog and how it impacts three key areas of business. Today, I'd like to reflect back on the three key aspects that are the foundation learning's of our work:
- To create products people want to buy, start with a problem worth solving. Of all the products we've reviewed, there was a glaring gap between those that succeed and those that failed. When you look at the iPhone, the Flip or Zipcar, you see a product or service that addresses a specific need that buyers have and a solution to the problem that is a high quality experience. For products like Cuil, Peek and a number of the recent ones from Sony, you look at them and ask 'why'? We discovered many reasons why people skip the critical phase of talking to the market first rather than second ... falling in love with being innovative, letting revenue drive decisions or just listening to one customer were a few. They create good excuses for failures but if we've had any impact on you this past year, please start yours with a problem!
- To launch market resonators, build authentic connections. Leaders of companies wonder all the time why their marketing is ineffective. They're surprised to hear that the answer is pretty simple ... it's because marketing is not about hyping you! When you look at the awesome launches of products, services and people, there is a simple premise that connects them. Whether it's the TheatreChurch, Papa John's social media service, Barack Obama's campaign or Costco's packaging strategies, the difference is in authenticity. Douglas Karr made it even simpler. Check out your website through our Tuned In calculator and see how many times you talk about yourself vs. the challenges faced by your buyers. David's Gobbledygook Manifesto adds on the number of times we use meaningless phrases like industry standard, best-in-class, mission critical, and cutting edge. Stop it! It's time to get real with our buyers. They'll listen if you do.
- To build a sustainable leadership strategy for your business, leverage your distinctive competence. In 2008 alone, we've probably seen half a million new businesses launch and a similar number go out of business. For those who failed, like Sharper Image, it's easy to diagnose one aspect of the problem. Who were they really and why would you buy from them? For those who had to initiate a rough transformational agenda like Starbucks, the issue is much the same. When you get bigger, you tend to start doing things that are outside your ability to execute and not related to why people chose to do business with you in the first place. For those who nail it, like Best Buy and Southwest Airlines, they build a service that sustains itself because it aligns to both the markets interest and their own distinctive competence. Make sure yours is clearly defined and use it as your sole decision filter. When Southwest Airlines makes a major decision, you can still hear Herb Kelleher asking 'how is this better for the customer experience?'
As authors, we feel privileged to be able to have this conversation with you. We've often remarked to others that none of the three of us could not have created Tuned In on our own. In truth, we could not have done it without the tens of thousands of participants to this blog, our research and the Pragmatic Marketing community. Thanks so much for all of your insights and contributions. We look forward to continuing to serve you in 2009 and beyond with more.
