February 2009 Archives

When was the last time you heard John Lennon's Instant Karma?

Well we all shine on, 
Like the moon and the stars and the sun, 
Well we all shine on, 
Ev'ryone come on. 

Instant Karma's gonna get you!

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I'm not sure if Howard Shultz is a Lennon fan, but he sure hopes that the recently announced entry of his Starbucks Via brand of instant, or should it be soluble, coffee, is gonna get you anywhere, anytime. Or, as he says in his Huffpost blog - imagine a cup of Starbucks Via ready brew on a mountain top.

Via will initially be available in 3 single serve packs ($2.95) or 12 ($9.95).  Two flavors - Columbian or Italian Roast, at Starbucks stores, Target, and Costco.
Chicago and Seattle will be the initial test markets.  For the impatient, there is always on-line ordering from starbucks.com.  But wait, it will not ship till March 3.

Will Instant Via get you?

I have a vested interest in whether it will or not.  Being an ex-Nestle brand manager, us Nestle folk, both current and alums, are very touchy about wannabes encroaching our turf.  We think we own instant coffee.  We do! Remember Nescafé?  The world's first real instant coffee brand launched in 1938.  

Shultz is positive that Via will woo, wow, and win customers. At a Feb. 17 promotional event in NY, he brushed aside the skeptics, saying that this is not the instant coffee our mothers and grandmothers drank.  He promised that Via would surprise and delight its customers

Now whenever an iconic brand strays from the script written for it by sound- byte hungry business gods and gurus you know the fallout is going to be vicious.  Remember how the marketing police absolutely ripped Mercedes-Benz when it introduced the A-class and M-class SUV models.  The doom merchants predicted a serious dilution of brand equity and a quick demise of these models. May their souls R.I.P. because none of this ever happened.  For the record, Mercedes-Benz recently unveiled redesigned 2009 models for both the A-class and M-class.

So, what are the prognostications for Via?  Personally, I think its a smart business move, for the following reasons:

  • It's a customer-driven innovation consistent with our troubled times.  Out of economic necessity and on account of life-style choices consumers are redefining value in favor of smaller quantities and lower prices - Via fits right in.

  • It's a portfolio extension in the right direction - more of the same would not have created incremental value for current or potential customers.

  • It adds new usage dimensions to the brand experience, by appealing to market segments that would like to experience Starbucks in non-store, non-office environments; in-home, on the go, on a mountain top.

  • It simplifies the brand-assortment choice.  Feature bloat, that makes brand or brand variety choices excessively complex, actually turns away customers.  A large number of people who shun Starbucks because of the perceived complexity of ordering a simple cup of coffee, may be willing to give the brand a try.  Roland Rust at UMD had an interesting article on this in the HBR a few years ago.
There is cause for concern as well:

  • The key being price-value perception; its packaging may not ooze value for money, especially for the higher pack size
  • Instant coffee drinkers are used to opening jars and seeing their coffee as powder.  I do believe that creates a more positive price-value perception than Via, where the product lies hidden in single serve packs.
  • Single serve packs have done well for Tea, they have not served the coffee category well.
  • Target and Costco is good, but why no grocery stores?  Perhaps it will be distributed there and we just haven't been told.
So, will Via winThat's the Venti dollar question.  That all depends on what's in the cup.  If informal research amongst a group of associates is to be trusted, then Dan Macsai's  informal taste test gets the Oscar.  In a small experiment conducted amongst 10 of the biggest java junkies at Fast Company he squared off - Medaglia D'Oro instant (why?), Starbucks original blend (fresh brewed, store bought), Via - Columbian, and Via - Italian Roast. 

Envelope please: the winner, Via Italian Roast. Second, third, and fourth - Via Columbian Roast, Starbucks freshly brewed, and Medaglia D'Oro, respectively.  As an ex-Nestle Brand Manager, I have to protest Dan.  No Taster's Choice!?

Now you can add one more thing to your list of things not to leave home without.  First Karl Malden and American Express taught us not to leave home without the Amex card and TC's.  Now Howard Shultz would like you to add Via to your pockets.  As it says on the back of its stylish, put-in-your-shirt-pocket packaging: never be without great coffee!
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Vindication is sweet!  Its one thing to be tooting the horn for customer-driven innovation, its another for one of the leading exponents of innovation to be actually practicing it.

Can Innovation Lead to Evolution? Toyota believes it can and wants to invite you and I to a place where we can join together to think of breakthrough ways of making the world better.  Aptly labeled - Toyota Why Not - we can submit original ideas here for others to see and share.  And what's more there is an incentive as well.  The co-creation site promises that winners of the best ideas will:

  • get a private tour of Toyota's largest manufacturing plant in Georgetown, KY
  • meet some of the country's most influential innovators
  • have their expenses paid - airfare, hotel, meals, etc.
There are several features of this customer-driven innovation initiative that are very appealing.

  • Toyota has made a conscious attempt to engage its visitors with the entire ecosystem in which it adds value.
  • Idea contributors are asked to consider the domains of water, land, air, safety, energy, and community before submitting their ideas.  This is refreshingly different from attempts where companies merely try to engage consumers with their core offering.
  • Toyota is using this site both as a consumer engagement tool and as a quasi marketing/PR tool.  For example, if you decide to post an entry in the community part of the ecosystem, you will also be presented with a tab for Toyota innovations in that space.  And if you do click on the community tab for instance, you will learn, among other things, that Toyota supports The National Center for Family Literacy, and has launched 241 initiatives, in 47 cities, in 29 states. 
  • Why Not is a very compelling invitation to participate - it does make you want to shed your anxieties that your idea may not be good enough and want to participate.  Its an invitation to be a visionary - shades of Bernard Shaw!  
Is it worth the effort?  By my yardstick - absolutely!  And by Toyota's as well; why else would they put in the time and effort?  How Toyota actually uses the recommendations remains to be seen.  The co-creation program/contest is still young.  I took a quick inventory of the top rated innovations (I am still waiting for mine to bubble up!), and found some to be truly effective and insightful.  Here are a few:

  • Tire playground - children can have fun and landfills get to breathe
  • Finding ways to pack landfills better so they take less space
  • Coming up with a fix to prevent water wastage due to broken fire hydrants
While Toyota deserves kudos for continuing to set the standard for ingenuity and innovativeness, a casual conversation with my associates skilled in the art of consumer engagement, suggests room for improvement.  

Toyota Why Not could have done a few things differently:

  • There is not much room for playfulness, its all very linear and straightforward, you enter, you read, you contribute, you share, you leave. Making room for playfulness we believe will increase participation and the quality of ideas.
  • For example, serious play concepts can be applied with experts supplying the ideas in each domain and the consumers playing with them, or kicking them around in a serious kind of way. 
  • Contributors are not able to interact with each other in real time to build and improve on each others' ideas.
  • A round robin format with the higher rated innovations being served up as raw material for the next round of brainstorming and refining would actually improve the application potential of the ideas.
  • Lastly, where are you Toyota, why so silent?  Your executives should also be part of the conversation - it would be beneficial for both the contributors and for the company.
So, dear reader, if you've not already visited this value co-creation site, please do so, and share your innovation ideas with Toyota and the rest of us.


Congratulations Huffington Post!  

For what you ask?  For treating your readers as more than mere eyeballs!

Congratulations for engaging your customers; for inviting them to dig jointly with you to determine which portions of the compromise stimulus bill represent wasteful spending and which portions aren't robust enough to be effective.

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In all the fervor surrounding the stimulus package, let's not forget that the stimulus package is essentially tax payer money.  And while it may be dangerous to assume who pays taxes and who does not, given the recent spate of high profile busts, what better way to involve tax payers in protecting their self interests than giving them a voice and a platform to be heard.  It was precisely this potent combination of platform and voice that propelled Barack Obama to the Presidency. 

All generalizations are dangerous.  So here's one - adapted from The Medici Effect.  All value lies in intersections.  Huffpost's roots lie at the intersection of news and blogging.  It created value for itself and its readers through this simple and unique combination.  Fortunately, Ariana Huffington, Ken Lerer, and their management team didn't lose their appetite for innovation.  The Help Huffpost dig through the compromise stimulus bill initiative is innovative.  It lies at the intersection of reader collaboration (I replaced customer with reader) and democracy.

It helps individual diggers create unique value for themselves and for each other, by generating and sharing insights.  By intersecting customer-driven innovation thinking with public issues, and self-interest Huffpost has added a new dimension to the dynamics of democratization and citizen empowerment. Readers interested in learning more about this should turn to John Quelch and his book Greater Good: How Good Marketing Makes for Better Democracy

So let's thank HuffPost for engaging and encouraging the voice of the customer, or the reader in your case.  Let's hope companies still sitting on the fence can learn a thing or two from you!

Later this year, Wiley will be publishing several reference volumes covering topics such as marketing strategy, innovation, and marketing research.  I have been invited to contribute an essay on Value Co-Creation for the Innovation volume and two chapters for the Marketing Research volume.  A brief excerpt from the value co-creation essay highlighting its key aspects follows.

The primary purpose of value co-creation is to create unique and specific value for individual consumers.  Contrast this with traditional marketing approaches, where value is created for average consumers, either in the total market, or in particular market segments.  A simple case study will help illustrate the dynamics of co-creation.

Imagine it's the early 1990s.  A lady, let's call her Ishee, experiences an increase in acidity and stomach pain each time she eats a major meal.  She visits a gastrointestinal specialist (GI), who diagnoses her condition as GERD (Gastroesophageal Reflux Disease), and prescribes her Zantac.  Ishee accepts the specialist's diagnosis, does not contest his expertise, asks a few clarifying questions and leaves. 

Now fast forward to 2008.  There is another lady, let's call her Nushee, who also experiences an increase in acidity and stomach pain, following each major meal.  She too visits a GI, who also diagnose her condition as GERD, but prescribes a stronger medicine, an acid suppressant called Prilosec. 

However, Nushee is not willing to merely be handed a diagnosis and a prescription. She has many questions, wants answers, and proactively engages the specialist in a conversation about her condition.

  • She informs the specialist of friends who have similar symptoms, but were diagnosed instead with IBS (irritable bowel syndrome)
  • She refers to an article discussing common stomach ailments she has printed from WebMD in preparation for her visit
  • Wikipedia informs her that proper amounts of stomach acid help digestion; she wonders whether taking a drug that suppresses stomach acid is a smart idea
  • What about alternative remedies - like natural cures and home remedies, shouldn't she try them first?

The brief case study illustrates the DNA of value co-creation.  Nushee is accepting of the specialist's expertise, but not to the total subordination of her own opinions and knowledge.  For her value does not merely lie in receiving a diagnosis and a prescription.  Her concept of value is broader.  It encompasses information, knowledge, and the assurance that the specialist is treating her as a unique patient.  What's more, she is willing to work with the specialist to this end!

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The rise of the internet-connected, well informed, globally aware consumer, has significantly altered the balance of power between manufacturers and consumers.  Today's consumers are unwilling to be passive recipients of mass-merchandised value.  Instead, through a blend of assertion, activism, and participation in web conversations, today's consumers are demanding that companies shape their offerings to uniquely meet their specific needs, in specific situations, at specific points in time.

This shift in power, with consumers no longer merely being a source of demand at the end of a value chain has fundamentally altered the way in which marketing is practiced and value is created.  In today's world, value is created jointly by a company and its many customers/non-customers.  The consumer is a fundamental resource and input in the value identification, creation, and delivery process, and the co-creation experience is an integral part of the total value offering.

The key building blocks of co-creation of value are:

  • Listening - learning about consumers' experiences; their angst, frustrations, desires, and aspirations
  • Sustaining value co-creation conversations - meaningful conversations that yield the raw material for co-creation
  • Experimenting and rapid prototyping - to manage risk, improvise, and enable speedy value co-creation
  • Execution - only when co-created value is delivered can the next round of value co-creation be initiated

 A few leading examples of co-creation of value follow:

  • Nike + iPod allows gym fitness enthusiasts and runners to co-create their own fitness experiences and share it with similar others
  • You dream it, ASUS builds it, Intel inside - ASUS and Intel are combining forces to build the first community-designed laptop
  • Can innovation lead to evolution?  Toyota believes it can.  It is engaging millions of people to co-create value in domains like water, air, and energy
As mentioned in the first para of this blog, a version of this essay will be published in Wiley International Encyclopedia of Marketing (John Wiley and Sons, Ltd.).  I will post the link to the volume once I have more details.

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This page is an archive of entries from February 2009 listed from newest to oldest.

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