Red Bull is creating a massive snowboarding arena in lower Manhattan this winter as a branded venue for Red Bull Snowscrapers, a competition that pits snowboarding icons against each other for a piece of the $100,000 purse.
Discussions about customer experience often focus on consumer-facing (B2C) companies, but what about organizations that sell to businesses (B2B)?
Summing up loyalty comes down to experiences: positive experiences engendering decades of loyalty and negative ones that take longer to subside.
Omni-channel is the future of retail, but it may not be right for everyone just yet. However, by taking one or more of these steps in 2013, your organization will be closer to achieving an omni-channel reality and demonstrate to your customers that you’re serious about building the ultimate customer experience.
Smart companies want to deliver the best customer experience (CX) possible because they understand that good experience is the key driver of customer loyalty.
Customer experience has become the new differentiator. Short product development cycles now mean that many companies release new products that offer little differences in actual product features. To stand out, organizations now need to meet and exceed customer expectations.
How often do you come face-to-face with a hotel employee, fast food entrée, or piece of technology and say, “this is not quite living up to the dream?” Most of the time, we sigh and accept the perceptual gap between the brand promise and our experience.
Vine and Snapchat both use the simplest of interactions--holding your finger anywhere on the screen (which I’ll call “tap-and-hold”)--to power core functions in their interface. And in each case, that single interaction changes everything about the app.
Imagine Walt Disney World with no entry turnstiles. Cash? Passe. Visitors would wear rubber bracelets encoded with credit card information, snapping up corn dogs and Mickey Mouse ears with a tap of the wrist. Smartphone alerts would signal when it is time to ride Space Mountain, without standing in line. Fantasyland? Hardly. It happens starting this spring.
With New Fantasyland, we seized the opportunity to bring to life some new classic stories — Beauty and the Beast, The Little Mermaid — using innovative technology and entertainment approaches that elevate the guest experience beyond anything we’ve ever delivered.
We researched a number of companies that overcame the multi-channel dilemma — systematically — by applying business discipline to the practice of customer experience in an integrated way. Here are three of their most effective strategies.
Hilton is evolving its current campaign to feature experiences that guests have at properties worldwide. Still using the two-year-old tagline “Stay Hilton. Go Everywhere,” the new interpretations include a series of print, online and out-of-home advertisements. Developed in collaboration with Cramer-Krasselt, the three creative executions are "Go Chill," "Go Refresh" and "Go Foodie."
Amazing design is not enough. It is like fashion. Everybody is excited about it at the beginning, but then people are getting used to it and eventually it wears out. After it does, the user is left with the essence of the user experience.
A South Korean Dunkin’ Donuts campaign is reinventing the traditional radio advertisement using unique technology and the smell of coffee. The campaign, named, Flavor Radio releases coffee aroma via sound recognition technology.
Best Practices: From First To Worst - Continental In A Post United World, Lessons In Next Gen Custom
Despite the numerous attempts by CEO Jeff Smisek to gloss over the issue with increasingly slicked up, feel good, on board welcome ads, Continental’s customer satisfaction numbers have reached the abyss of United’s. While United Holdings may tout their most admired status in the airline industry by Fortune, the award is measured by corporate executives, airline executives, boards of directors and industry analysts
I have been exploring the importance of brand meaning. My basic premise is that the brands which people find to be different in a good way are the ones they will be willing to pay a price premium for. But as I have explored this topic, I have come to realize that there are some very distinct layers of meaning (how a brand is perceived) and brand marketers need to work differently to motivate people within each level.
"Experience" is the marketing buzzword of our time. It seems like every week someone is extolling the vast untapped potential of experience to move your customers: Starcom recently created a Chief Experience Officer position; SMG Global CEO Laura Desmond has called experience the "future of advertising," and Starbucks is revitalizating through a focus on moments of "human connection."
FastCompany recently released its list of the world’s 50 most innovative companies. Many of the names on the list come as no surprise, especially the top three (Apple, Facebook, and Google). But what caught my attention was the diversity of companies and industries represented.
A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert?
Tucked in an area north of Cincinnati is an office-warehouse building that looks like a movie set. It contains fully functional mockups of two homes (one upper-middle class, one lower-income) complete with kitchens, bathrooms and laundry rooms. It has two mock grocery stores and a virtual-reality lab where you can fly over store shelves. This is the Beckett Ridge Innovation Center, or BRIC, in P&G parlance. And P&G, whose innovation record has come under growing scrutiny, hopes it can deliver.
What do you get when you cross Walmart with Mother Teresa? Who would be the Square Deal candidate in 2012? And how in the world do you compare--and rank--such dynamic, eclectic businesses as Amazon, Apple, Facebook, and Google?
More than ever, the core drivers of brand loyalty are emotional rather than rational. That’s the takeaway from the 2012 Brand Keys Customer Loyalty Engagement Index (CLEI), which marks the survey’s 16th year. While emotional engagement factors have become more critical each year, the influence of two core, overarching components rose markedly in 2012: the brand’s “values” and the consumer’s brand “experience.”
Good design is like pornography: You know it when you see it. Incredibly subtle Supreme Court justice jokes aside, design really can make or break a company--especially for an “early adopter” technology that hasn’t quite caught on yet. Convincing people to do anything that’s out of their comfort zone (in our case, getting them to pay with their phones using LevelUp) is tough. But one of the benefits of being somewhat early to a market is getting to define what an entirely new experience means for a person. In this instance, design, function, and brand can become one
The lead producer of festivalslab Rohan Gunatillake gives four reasons why new thinking and tools can produce better experiences
I will always remember my first introduction to the power of good product design. I was newly arrived at Apple, still learning the ways of business, when I was visited by a member of Apple's Industrial Design team. He showed me a foam mockup of a proposed product. "Wow," I said, "I want one! What is it?" That experience brought home the power of design: I was excited and enthusiastic even before I knew what it was.
The only brands that stay relevant in our change world will be ones savvy about mobile technology.
When consumers are overwhelmed with options, marketers should give them what they really want: ways of shopping that lower the cognitive demands of choosing.
If you pull out your smartphone and click the button that says “locate me” on your mapping application, you will see a small dot appear in the middle of your screen. That’s you. If you start walking down the street in any direction, the whole screen will move right along with you, no matter where you go. This is a dramatic change from the print-on-paper world, where maps and locations are based around places and landmarks, not on you or your location. In the print world people don’t go to the store and say, “Oh, excuse me, can I buy a map of me?” Instead, they ask for a map of New York, or Amsterdam, or the subway system. You and I aren’t anywhere to be seen on these maps. The maps are locations that we fit into.
How a new view of consumers changed the way we think about products, companies, and economies.
Recently, there have been a number of newspaper and magazine articles about high-net-worth individuals seeking exclusive, exotic and thrill-seeking vacations. Luxury marketers should pay close attention to such reports because they imply two related and important facts about luxury in general: 1) Extraordinary experiences yield incredible stories (memories); 2) Having incredible stories is the enduring luxury. Obviously, you don't have to put yourself at risk in some faraway land to experience luxury. The question for luxury marketers is, what engenders "extraordinary experiences?"
Chicago's Museum of Science+Industry (“MSI") is running a contest to pick somebody who'll literally live inside the place for a month later this year, in hopes that the winner will help promote it to the outside world. Visiting a museum is relatively cheap, easy, and offers at least the hint of a redeeming purpose, so it’s no surprise that the MSI isn’t hurting, nor are museums generally: over half of them nationwide reported attendance increases last year, and I’d bet MSI's 2 million-plus annual visitors make it one of America's most popular. But it's never too early to think about new visitors, nor too bold to consider improving on really good numbers. Bill Gates' adage that when companies realize they're in trouble it's already too late to do anything about it probably applies to museums, too.
A wind tunnel. A concierge. A store that’s shaped like an eyeball. It doesn’t exactly sound like an eyeglasses retailer, but then, it’s not supposed to. Trying to pull itself out of the recession, Luxottica, the $6.6 billion eyewear company with retail outlets like Sunglass Hut and LensCrafters, is experimenting with a concept store that draws a little bit from Apple, and a lot from Disneyland. The idea is to make buying eyewear more of an event — and in the process, entice new customers from discount chains and online shopping.
From cars to designer clothes to children’s toys, there’s a growing trend towards “transumerism” and “collaborative consumption,” which emphasize sharing, renting and experiencing over owning. Is it just a fad? Or is this a significant trend that will reshape our approach to goods and commerce? I’ve pondered what I call “cloud living” before. Now let’s dig deeper.
This year, Social Media marketing will gain significant support in resources and investment across businesses of all shapes and sizes. So what’s new? Now, a line is being drawn between edglings and underlings. Where we choose to stand affects the presence of our brand and value in new markets and our ability to capture attention where and how it is focused – both online and in the real world.
People who find the Web distasteful — ugly, uncivilized — have nonetheless been forced to live there: it’s the place to go for jobs, resources, services, social life, the future. But now, with the purchase of an iPhone or an iPad, there’s a way out, an orderly suburb that lets you sample the Web’s opportunities without having to mix with the riffraff. This suburb is defined by apps from the glittering App Store: neat, cute homes far from the Web city center, out in pristine Applecrest Estates. In the migration of dissenters from the “open” Web to pricey and secluded apps, we’re witnessing urban decentralization, suburbanization and the online equivalent of white flight.
Understanding your customers is general is obviously incredibly important, but you should also understand how your customers are using social media. This is something that often is overlooked when we advise companies on how to get started with social media. We teach them of the value of monitoring social media, of tracking company and industry mentions. Of knowing what's being said and where it is being said. But that's only half the battle. The 'why' gives meaning to the numbers. What social tools are your customers using? Why are they using them? What information are they looking for, and how do they want it to be delivered to them?
There are many ways a merchant can create a choosing — not just a shopping — experience. For example we know from extensive research in the online realm (and from common sense) that ratings and popularity drive increases in sales. Yet nowhere in the stores could customers find reviews or any information about which items were most popular.
Maybe it's not our products that are getting commoditized. Maybe it's the customer. Consider this great quote about customer commoditization in May's HBR: When has a product category been commoditized? Most managers and business scholars will tell you it’s when competing products are indistinguishable in terms of tangible features and capabilities. But our research shows that commoditization is as much a psychological state as a physical one. A commoditized market is one in which buyers display rampant skepticism, routinized behaviors, minimal expectations, and a strong preference for swift and effortless transactions regardless of product differentiation. It's an important insight because, as marketers, our impulse is to try and product innovate and communicate our way out of the commodity trap. But, if customers have become convinced that the available choices are all OK and that any differences between products don't really matter, our efforts may be in vain. We may just end up adding to the noise that the customer is trying to avoid and not shifting opinion in any meaningful way.
Happiness is a hot topic these days. Scholars have recently noted some non-intuitive dynamics as to what makes people happy, and, of course, Americans are always in the pursuit of happiness. Marketers rarely, if ever, talk about happiness directly, but in designing digital offerings that promise an "experience," or when focused on building customer relationships, the covert subtext of most advertising should be the creation of the feeling of happiness.
A few weeks ago, Forbes ran an article entitled, “Innovation Beyond Apple.” The piece de-briefed a discussion among executives from a range of consumer goods companies including HSN, Mattel, and Chrysalis, an incubator company for emerging brands. It challenged readers to think about innovation differently, and many of the points resonated with me.
Brand loyalty is crucial for brand health. Ad agency founder Jim Mullen once said: "Of all the things that your company owns, brands are far and away the most important and the toughest. Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth."
Online buying is on the rise. U.S. shoppers spent $39 billion on the Web in the fourth quarter (ending Dec. 31) last year, up 3% from the year before, according to research company comScore. That number is expected to surge as more companies offer their wares online, and services such as eBay's PayPal and Google's Checkout, which just got a new vice president of commerce, streamline the buying process. The growth poses new opportunities and challenges for brands. How do brands win on the Web? How does online marketing differ from offline? How does a brand create loyalty when shoppers can easily switch to other brands they see on the Internet?
Read Bud Caddell's latest addition to The Library of Agency-of-the-Future-Prognostications: Who says the future needs an advertising agency? Between the post and the 50-some comments it's one of the most clear, comprehensive, and thoughtful summations of the industry's evolution that I've come across. After I read it, one word was echoing in my brain: Networks. The difference between what everyone has been doing, and what everyone needs to do is networks. We no longer create messages and experiences for groups of individuals; rather we create integrated experiences across all media environments that are specifically designed to serve and empower networks of connected people.
If you’re a businessperson or someone interested in understanding how to facilitate innovation, you’ve probably heard of “design thinking” by now. Coined by IDEO’s David Kelley, the term refers to a set of principles, from mindset to process, that can be applied to solve complex problems.
Creating a definition of the word brand seems to be both the easiest and perhaps the hardest thing to do. The challenge is not that the existing definitions aren’t correct (or more accurately weren’t correct). The challenge is that the environment in which brands live is inherently Darwinian. As the environment changes brands must adapt. Once brands have adapted enough then what you get are effectively new species - entities unlike what have gone before and that must now be defined in completely new ways. This has been a constant process over time, but I think we could now define ourselves as being in the third age of brand.
Most of the marketing rules we lived by just five years ago are practically obsolete. The industry has faced more changes in the last five years than in the previous 50. Let's face it, there's no point in improving broken legacy models. Since necessity is the mother of invention, let's not waste this recession and instead use it to rethink how we go about branding in this new decade.
What are the biggest mistakes sales people make selling to Boomers? To begin, they sell products and not experiences. Products should be positioned as gateways to experiences. Although all of us have basic values and motivators that drive us, we manifest them differently as we move through the spring, summer, fall and winter of life. Our need for identity, relationships, centering, gaining knowledge and growth, rejuvenation and recreation is always with us, but as we grow older, we focus more on having meaningful experiences, rather than gaining material goods.
“Most people know this feeling instinctively. When anything—a brand, a rock band, a style of clothing—becomes popular with a huge mass market, the cool people increasingly find it uncool, and look for something new.” –Kevin Maney. In his new book, “Trade-Off: Why Some Things Catch On, and Others Don’t,” author Kevin Maney makes the argument: “We constantly, in our everyday lives, make trade-offs between fidelity and convenience.” Recapping the book in a recent article for Fortune and CNN Money.com, Maney discusses: “How Starbucks lost its ‘fidelity’”.
In our June 2009 Trend Briefing, we covered FOREVERISM. But even then, we pointed out that the need for everything that is (right) now/current/real-time, is being satisfied in numerous novel ways, with (wait for it) the online world showing the way forward. Dubbed 'NOWISM', this mega trend has, and will continue to have, a big impact on everything from your corporate culture to customer relationships to product innovation to tactical campaigns. And yet you probably only have a few minutes to spare on it so we’ve done our best to keep this Trend Briefing digestible.
The Walt Disney Company, with the help of Steven P. Jobs and his retailing team at Apple, intends to drastically overhaul its approach to the shopping mall. At a time when many retailers are still cutting back or approaching strategic shifts with extreme caution, Disney is going the other way, getting more aggressive and putting into motion an expensive and ambitious floor-to-ceiling reboot of its 340 stores in the United States and Europe — as well as opening new ones, including a potential flagship in Times Square. Disney Stores, which the media giant is considering rebranding Imagination Park, will become more akin to cozy entertainment hubs.
What do Ninja Turtles, Facebook, Hush Puppies and Pokémon all have in common? The answer reveals the secrets to creating a viral marketing machine. Back when I worked on the Hawaiian Punch business for P&G, we spent a fair amount of time analyzing how "fads" became popular with kids. We tried to understand what ignited meteoric "viral" success. We learned some ingredients of viral campaigns -- ease of acquisition, transition and novelty -- but we never really cracked the code of how to predictably recreate a viral marketing engine. For the last few years, there has been a host of books presenting research on how to create a viral marketing engine. These texts add insight into the dynamics of viral marketing, but they fail to define how to execute viral marketing well. How, for instance, do you realistically and reliably identify influencers or content creators or mavens?
As Facebook passes 300 million active users, it is quickly becoming the favorite engagement-marketing and communications platform of brands. While the robust social platform brings with it abundant opportunity, it also brings new challenges. Brand marketers and their creative agencies are more than ever operating in new territories, forced to rethink their tactical marketing approach and understanding of what metrics matter in this space. On Facebook, consumers and brands are friends. The notion of consumers as friends is inviting to brands, yet most marketers are still somewhat unclear what this really means and how they should approach this friendship. As such, the remainder of this article aims to unlock some of the secrets to a successful friendship between a brand and a consumer on Facebook.
I admit it. I’m old fashioned. That may seem a silly statement coming from someone as deeply steeped in the digital realm as I, but when it comes to certain things this Silicon Valley geek likes to roll old school. I believe in charcoal barbecues. I believe in hand-writing thank you notes. I believe that white shoes have no business being worn after Labor Day. Most of all though, and to the great amusement of many I know, I believe in daily newspapers.
Starbucks is launching instant coffee. What?! Yes, that’s right. They’ve been testing VIA instant coffee in Chicago, Seattle and London and are now rolling it out in Starbucks stores and other venues across the U.S. and Canada. When it showed up in our Starbucks stores in Chicago this summer, I couldn’t believe it. It is one more example of how they’ve lost their way. Starbucks’ brand is anything but instant.
Last night Hulu continued their partnership with Facebook to allow people to watch the premiere of highly anticipated Fall TV shows such as Heroes and The Office with their Facebook friends through a "social TV" app. With this latest effort, they are trying to popularize a concept that has been talked about among the techno-elite for some time ... the idea that people could watch programming in a live stream online with friends and have a real time conversation about it as it was happening. In preparation for this blog post, I was all set to register for the event on Facebook and login at 8pm to watch the premiere of The Simpsons with any of my Facebook contacts who happen to be also watching it live. Unfortunately, that plan failed. My personal failure, however, offers a glimpse for marketers into what the true potential of social TV might be - and why there is so much skepticism and debate about whether it constitutes a real revolution in the world of entertainment, or is just another solution for a nonexistent problem by an industry increasingly desperate to find new revenue models.
Mention Panera Bread and fans are as likely to praise the free Wi-Fi as they are to gush about the Asiago cheese bagels. And that, execs at the $2.6 billion restaurant chain say, is the point. While its competitors scale back on upscale ingredients, trim portion sizes, and create value menus, Panera is selling fresh food and warm bread at full price, and encouraging customers to linger. That recipe is succeeding.
In reality a product is all about the experience. It is about discovery, purchase, anticipation, opening the package, the very first usage. It is also about continued usage, learning, the need for assistance, updating, maintenance, supplies, and eventual renewal in the form of disposal or exchange. Most companies treat every stage as a different process, done by a different division of the company: R&D, manufacturing, packaging, sales, and then as a necessary afterthought, service. As a result there is seldom any coherence. Instead, there are contradictions. If you think of the product as a service, then the separate parts make no sense - the point of a product is to offer great experiences to its owner, which means that it offers a service. And that experience, that service, comprises the totality of its parts: The whole is indeed made up of all of the parts. The real value of a product consists of far more than the product’s components.
"I promise." It's a simple statement. One uttered by children trying to convince their parents that they will be good, by husband and wife on their wedding day (and every week on trash day). A promise builds a strong emotional connection between two people. They are simple words, but when spoken from the heart (and delivered on), they form the foundation for meaningful relationships--and consumer experiences.
Repeat after me: "Your customer doesn't have the answers!" I thought we put this to rest fifteen years ago, but apparently there are a number of companies still trying to create innovative consumer experiences by asking people what they want. Consumers want what their neighbors have. They have no idea what's next--they consume!
We were wrapping up a meeting with a client who was developing a new neighborhood. Through a combination of field research, trend studies and historical analysis we defined a story and collection of artifacts and experiences that would make this place meaningful to potential residents as well as the neighboring community. After the meeting our client said, "I finally understand what you guys do. You orchestrate the obvious."
According to market research firm Hartman Group, consumer loyalty is shifting -- from products and brands, to the experiences offered by retailers -- in a radical transformation that started before the recession. I think the change is much bigger than that. Hartman is onto something because it specializes in enthnographic market research (among other tools), which is an attempt to understand consumers in the context of their lives, both in terms of their knowledge and beliefs, and through their behaviors. I believe the firm is saying that capturing consumers' attention with creative and/or compelling marketing communications no longer carries the water in our busy, confused, noisy lives; experiences are what stick, bring differences into sharp focus, and compel purchases.
Sohrab Vossoughi believes in love -- the love marketers must create when trying to connect with consumers. Mr. Vossoughi, the founder and principal of Ziba Design, in Portland, Ore., said his job is to help clients create experiences for their customers, because the "experience is what brings them back for more." He launched Ziba, a product-development firm, in 1984 and directs projects for marketers including McDonald's, FedEx, Hyundai, Whirlpool, Xerox, Black & Decker, Samsung, Microsoft, Nike, Pioneer, Sanyo and Coleman. "We design experiences in multiple platforms -- object, communications, environment interaction/interface and the combination of all of those," he said.
A few years ago, we were asked by a regional coffee roaster to redefine the coffee experience for fine dining. We knew that Americans drank coffee after dinner for functional purposes (to wake/sober up), but we wanted to understand how we could create a more emotional experience. We grabbed our notepads, went into the field, drank a lot of coffee, studied coffee rituals from different cultures and ultimately crafted a compelling coffee experience that could have resurrected the after dinner coffee ritual in America. The client loved it, but never brought it to market. Why?
From the early strains of "Revolution" by Nike, marketing has increasingly co-opted the soundtracks of popular culture to create emotional resonance. And, boy, has the dance between marketers and music changed. No longer are brands and agencies willing to "crutch-up" their advertising with simply a popular song. In fact, the practice of slapping a song in at the last minute is moving into the Ice Age. What continues to thaw and thrive is the shared-values model, that fertile area where what the brands want us to experience and what the bands want us to experience is the same place.
One of the best parts of vacationing in a small town is visiting the local video store, where the proprietor--a scruffy guy who loves everything related to movies--will recommend films that he thinks you'll love. There's no scientific algorithm to his suggestions, no data analysis or statistical assessment. The owner makes his recommendations based on bits and pieces of casual conversation with customers. I was thinking about that video store as I read about the contest hosted by Netflix, which offered a $1 million prize to anyone who could significantly improve its recommendation system and ended in July. While digital technology has made our lives more convenient in many ways, especially in the way it helps people make buying decisions, smart companies realize that there are some things even the most sophisticated digital applications can't do. Above all, they can't replace the personal touch that often helps consumers distinguish one brand from another.
In the U.S., the average tenure for a CMO is roughly 23 months. In the U.K., it is even shorter. Al Ries states over at AdAge that of all the firms in the Fortune 1000, only 7% of the most highly paid executives have marketing in their job title, and only 15% of those same firms even have a senior level marketing position, such as CMO.
Emotion is one of the most powerful elements of an experience, and also the most difficult to design. Yet games regularly inspire intense emotions, drawing players into the experience they offer, and making these experiences enjoyable and memorable.
Late last week, Starbucks opened a new coffeehouse. Considering they have around 15,000 outlets, this might not seem like news. But there's a wrinkle: the new coffeehouse is called 15th Ave. Coffee & Tea, and is an attempt by SBUX to create a distinct, bespoke, of-the-neighborhood coffeehouse.
Starbucks is going back to its premium-coffeehouse roots -- by building premium coffeehouses. The chain, in the latest attempt to negotiate its turnaround, is focusing on stores with smaller-batch coffee, community involvement and entertainment.
Welcome to the dawn of Responsible Consumerism -- arguably the most profound shift in American values since the 1960s. We saw this seismic shift coming a generation away. Members of both the G.I. and Silent generations, those now ages 64 and older, led the way by reducing their own consumption of goods and services as they grew older. Their desires shifted as they reached age 50 and then 60: fewer material goods, more enriching experiences. Fast on their heels comes the largest, wealthiest and most important demographic group America has even seen. Boomers, raised in front of television sets, a target for marketers from age five upward, are now reaching 60 at the rate of one every eight seconds.
"Next in line!" shouts the counter person in the fast food restaurant. If you're the customer, the impersonal language of the server says that you are nothing more than the next 'cheeseburger-do-you-want-fries-with-that?" order. But go down the block to another fast food establishment and you'll find employees who have been trained to ask, "May I help the next guest, please?" For thousands of companies that depend on the instant impressions created during these Moments of Truth between employee and customer, the words that employees use are more than just language. How your employees speak with your customers is, quite literally, your brand brought to life.
That's THE question to ask: Will our advertising effect consumer actions, and not simply awareness, perceptions and attitudes? But, there's a follow on question to ask: Once advertising has moved someone to experience our brand, will said experience cause them to change their habits? To become a "customer?"
I seem to be in the minority. Everybody (including fellow Search Insider Aaron Goldman) seems to be jumping on the Bing bandwagon. It's generated some good initial reviews, and Aaron goes as far as to say, "Bing is far and away the most serious challenge to Google that anyone's ever posed."
A conversation about why we need silence with Stephen Chinlund.
We wrote last month about the Zappos story, about how they have used customer service to extend and enhance the customer experience and how this has had a positive impact on sales, satisfaction and growth. This example highlights the power of customer service - of listening to and then rewarding customers.
Every day consumers log onto the Internet from their computer to search out the best prices on the products and services they want. Ask anyone selling software, TVs, even cars and they’ll tell you a story about a consumer coming in holding the printout from a website. The Internet has created a price transparency dynamic that has fundamentally altered price driven industries like computers, hotels and airlines. And it’s going to get worse.
The store, as a medium, represents a complex environment - an ecosystem, if you will, laced with competition, cooperation and evolution. And like many ecosystems, the store is evolving rapidly.
Most years, Howard Schultz, chairman and chief executive of Starbucks, uses the annual shareholders meeting to introduce a major new product or a cool new piece of coffee-making equipment. Something buzzworthy. At this year's meeting, held in Seattle on Wednesday, there was nothing in the way of buzz, and Schultz introduced nothing new, except for a focus on "value" and a fresh effort to squash the "myth" that "there is a $4 cup of coffee at Starbucks."
I think the intimate relationship players have with videogames makes engagement with a brand seem like a bad blind date, but in both cases you've got to know the rules.
The Internet shatters all forms of advertising. “The problem is not the medium, the problem is the message, and the fact that it is not trusted, not wanted, and not needed.”
A study has shown that viewers enjoy TV shows more with ad breaks, but it's no cause for celebration.
Students at the MIT Media Lab have developed a wearable computing system that turns any surface into an interactive display screen. The wearer can summon virtual gadgets and internet data at will, then dispel them like smoke when they're done.
I ate dinner the other night at an Applebees. You might know that this chain of restaurants calls itself your neighborhood grill and bar. I used to scoff at that sentiment until the other night. But my experience there got me thinking: about service, about interactions, about what this all means to me, and about questions of scale.