Wrong. On both counts.
Businesses which consider, act, and conduct commerce as though all customers, clients and consumers are the same, miss some fundamental points.
Individuals, including the leaders of companies, are (rightly) inclined to believe that they, their circumstances, and needs are unique, different, and yes, exclusive. They act, expect, perceive, and buy accordingly.
A deep and meaningful understanding of this reality develops an appreciation of the nature and importance of the word and concept, WHY.
It explains in part why people are so inconsistent, unpredictable, and seemingly irrational in so many attitudes and actions. Group norms are seldom definable. Little wonder that marketers are questioning the relevance and application of market segmentation. Within subgroups varying perceptions, beliefs, values, and aspirations exist and influence. Uniformity is rare.
Online algorithms and AI (artificial intelligence) exhibit the same or similar deficiencies and limitations. Past and present behaviours are not necessarily good and accurate indicators of future actions, buying and consumption patterns.
Statistics alone cannot and do not identify and enable analysis of innate nuances, perceptions, preferences, and purchases. Each possesses a significant amount of subjectivity. In short, they are often a record of what has taken place. In many instances they provide insight and glimpses on how things were done. (past emphasis).
A seeming gaping hole exists and persists on WHY. Intuitive marketing, necessarily, is centred and based on personal interactions and understandings.
SAME COIN – DIFFERENT SIDE
Consumers often reflect the values and perceptions of corporations in their evaluations on, and value-assessments of trading entities, brand-names, products, services, and applications.
A common contributing factor is the inability of companies to determine, isolate, analyse and effectively project essential points of difference, uniqueness, and exclusivity.
Consequently, in a “sea of sameness,” price is often the only differentiating factor.
Sad, costly, inefficient – but … true.
Therefore, initial emphasis in communication strategies should ideally centre on branding, purpose, and differentiation. That can, and does, favourably position a company, brand, product, service, and application on the shopping and buying list.
Familiarisation is important. It simplifies and expedites the buying process. That is peace-of-mind. Differentiation influences purchase criteria and establishes absolute and comparative value.
In both instances, being the centre of attention and an effective datum point establishes a strong influence and presence. For example, IBM and IBM-compatible implicitly stated that in the past the IBM brand was the anchor-point against which all competitors and substitutes were measured.
The marketing and advertising statement, “Coke is the real thing”, discounted and dismissed the alternative brand.
Alas, “They’re not all the same.”
CUSTOMER PROFILING
Racial profiling is considered by many to be socially and morally reprehensible. Moreover, it is consistently and substantially inaccurate, and therefore misleading.
Arithmetic-based algorithms and AI formulae provide a tentative, opening database upon which human intuition must be applied to identify broad trendlines – not narrow, defined answers.
Facial recognition can, and does, identify and isolate physical characteristics. However, that too has qualifications, given the repeated experiences of police and crowd-control initiatives which have embarrassingly precluded people from attendances or been responsible for screening and arrests.
A lengthening and substantial record of legal actions and compensation payments is evidence enough of the need for caution and appropriate social prudence.
Consider the following phrase and its implications.
“Not all …. are terrorists, but
all terrorists are ….”
Which percentages apply to what? Moreover, can any credence be assigned to such sentiments, even when supported by algorithms and AI data?
A pertinent extension of that scenario is the dilemma where the targeting of marketing, sales and service communications are determined by digital marketers, utilising algorithms, and artificial intelligence. Often, they are found to be wanting on the criteria of sales conversion, revenue, margins and repeat business.
To emphasise, reinforce and substantiate the phrase “they’re all the same”, it is apparent that those who stand apart are difficult to integrate into companies with comprehensive, professional, qualified, and experienced infrastructure support.
That underscores the importance and realisation that advertising advertises. It needs the support of responsive networks and people to achieve, sustain and develop optimal performance. Selling, merchandising, and promoting are distinct, complementary disciplines. Those disciplines too, are not the same. Leaders need to join the dots and integrate.
Hardware, including the software which is captured, and retained in the cloud – possibly offshore – simply opens the door of opportunity. In other words, it provides latent potential.
To close the deal, software, that is, the human quotient, is complementary and essential. Intuition is subjective but can delineate primary target audiences.
MULTI – CHANNELS
Active, responsive, and rapid social media are non-negotiable imperatives for all business, and public service entities.
The capacity of the hardware can only ever be fulfilled by, and with the capabilities of the software – people. Importantly, they are not all the same.
UP CLOSE AND PERSONAL
Modern society, technology and commerce enable most people access to the same of strikingly similar offerings. The essential points-of-difference are the applications.
Those who are winning, enjoying competitive advantage, and enhancing mutually rewarding relationships de-emphasise the roles and influence of physically remote and centralised global talent pools and are committing to decentralised presences, which enable team-members to be up close and personal.
It does not take much to remove the shackles of sameness.
Insurance premiums, petrol prices and tyre costs can be, and are stereotypically perceived to be the same. One essential variance is ready and immediate access to a local service provider. Priceless.
CALL TO ACTION
The current challenge is to compete with and beat yourself. It is one sure way to cast off the cloak of sameness.
Barry Urquhart
Marketing Focus
Business Strategist
M: 041 983 5555
E: Urquhart@marketingfocus.net.au