Disturbing memo to marketers:

Here are some disturbing thoughts:

• What if your customers knew more about your product(s) — or, at least, the most important things about your product — than you do?
• What if your products and services were defined by your customers and not you?
• What if your customers were in control of the logistics of purchase: what if they determined how they would buy, where, how frequently, used or new, etc.?
• What if they determined the price?
• What if customers determined the marketing, the messages, the communications, what is said about your products?
• What if your customers — not your salespeople — actually sold the product?
• What if your customers knew your business secrets: your cost of goods, profits, manufacturing methods, finances, etc., or with easily accessible guidance could estimate them with a high degree of accuracy?
• What if your customers knew — if they wanted to — who works for you and their beliefs, interests and quirks?
• If there were problem with your product, what if your customers found out about it in hours, even before you did?
• What if your company insiders could publicly post insider secrets, gossip, etc. about your company?
• What if customer complaints didn’t just go to your complaint department, but were broadcast to all of your present and potential customers?
• What if your customers, instead of your PR, determined the reputation of your product?
• What if your customers determined brand loyalty — indeed, the identity and value of your brand?
• What if a few cranky customers could kill your product by badmouthing it?
• What if you couldn’t control who retailed, resold or even modified your products?
• What if your retailers could all get together and conspire against you?
• What if your customers made their own commercials, ads, etc. and they got more exposure than those of your ad agencies?
• What if your company were an open book for all of your customers to look into?

Most old-fashioned marketers would be horrified at the thought that these could come to pass. The New Marketers will, of course realize that virtually all of the above has already happened.

The customer is truly in charge, folks. This opens wonderful opportunities for people who want to partner with and serve the customer. Those who want to practice "Marketing Warfare" with campaigns, hits, bombardments on targets -- are doomed.

In case you think this is just theory, remember Sam Walton's "The customer is Boss." He meant it, and look what happened.

George Silverman
Word-of-Mouth Marketing Speaker and Consultant
Author, The Secrets of Word-of-Mouth Marketing
www.mnav.com      wordofmouth.typepad.com

Technorati Tags: Word-of-mouth marketing, Marketing, Web 2.0

Comments

[Justin Foster]

George - Excellent article. I have posted it on my blog at www.bluelineresults.com/agencyunderground.

[Jenny]

Well then you have a really strong product or service. Now channel the marketing around the responses or behavior of the customers. Tailor communications or promotional channels around behaviors to further engage the customer. Thank, recognize, and reward the advocates and reverse the sales or support process to reengage the upset or unsatisfied customer. Take a step back and learn as much about the product or service as they do from their perspective. - Spend a day as a customer of your company.

[Lewis Green]

George, you are right on target! But will we respond to the new marketplace or will we be too afraid to change the way we do things and, oh, by the way, tell the CEO the Company needs to reinvent itself--again? When I approach my clients with this concept, most recognize the truism but still want to do the same old marketing things. Some, fortunately for them and for my firm, get it and address it.