롱테일 관련 글과 세스 고딘의 "Small is the new big" 에 연결된 글들을 읽으면서 좀 혼란스러웠다. 작은 것, 꼬리, 틈새의 고객에게 적절하게 도달하는 것에 그치지 않고, 거기서 거래를 발생시키려면 '작은 것' 으로는 충분하지 않다는 생각이 계속 따라붙었다.
- 꼬리는 인터넷을 기반으로한 유통시장에서 살아난다.
- 웹 기반 상거래 풀랫폼애서는 customer profiles의 구축과 활용이 더 중요해진다.
- 플랫폼의 규모의 차이가 customer profiles 의 차이를 낳는다. -> 기술이 바탕되면 꼬리의 힘도 더 커진다. ->
Restoring the Power of Brands 를 읽으니 입장 차이에서 비롯된 혼란이 해소되는 듯. 'edge' 'small is the new big' 'LongTail' 과 기업의 고객 세분화, 브랜딩이 어떻게 연결되는지 깔금하게 정리된다.
We have witnessed a broad-based shift in brand power from product brands to retailer brands. Retailers like Wal-Mart, Tesco, Best Buy, Home Depot, Nordstrom’s and CompUSA have been steadily amassing brand power at the expense of more traditional product brands. What’s going on here? We’re now on the cusp of another major shift in brand power, driven in part by the growing role of the Internet as a shopping platform.
Brand power is not going away, but it is shifting – and a new generation of brands will focus on maximizing the value of this scarce good. As customers, we will become enormously loyal to anyone who can help us quickly and effectively sort through proliferating options based on a deep understanding of our individual needs.
In broad strokes, we are moving from product-centric brands to customer-centric brands. Customer-centric brands offer a radically different promise – “buy from us because we know and understand you as an individual customer and we can tailor an appropriate bundle of products and services to meet your individual needs better than anyone else.”
In the journey from product-centric brands to customer-centric brands, many consumer companies have locked in on a transitional concept – segment-specific brands. Think of Nike with its focus on physically active consumers or Disney (at least as of a few years ago) with its focus on parents with small children. This is a significant step in the right direction and it reflects growing awareness of the power of customers, but it is not the destination.
... The second test of a customer-centric brand is whether the company in fact focuses on building profiles of, and measuring performance with, individual customers.These two tests are indeed challenging. But the rewards are significant.
- 꼬리는 인터넷을 기반으로한 유통시장에서 살아난다.
- 웹 기반 상거래 풀랫폼애서는 customer profiles의 구축과 활용이 더 중요해진다.
- 플랫폼의 규모의 차이가 customer profiles 의 차이를 낳는다. -> 기술이 바탕되면 꼬리의 힘도 더 커진다. ->
Restoring the Power of Brands 를 읽으니 입장 차이에서 비롯된 혼란이 해소되는 듯. 'edge' 'small is the new big' 'LongTail' 과 기업의 고객 세분화, 브랜딩이 어떻게 연결되는지 깔금하게 정리된다.
We have witnessed a broad-based shift in brand power from product brands to retailer brands. Retailers like Wal-Mart, Tesco, Best Buy, Home Depot, Nordstrom’s and CompUSA have been steadily amassing brand power at the expense of more traditional product brands. What’s going on here? We’re now on the cusp of another major shift in brand power, driven in part by the growing role of the Internet as a shopping platform.
Brand power is not going away, but it is shifting – and a new generation of brands will focus on maximizing the value of this scarce good. As customers, we will become enormously loyal to anyone who can help us quickly and effectively sort through proliferating options based on a deep understanding of our individual needs.
In broad strokes, we are moving from product-centric brands to customer-centric brands. Customer-centric brands offer a radically different promise – “buy from us because we know and understand you as an individual customer and we can tailor an appropriate bundle of products and services to meet your individual needs better than anyone else.”
In the journey from product-centric brands to customer-centric brands, many consumer companies have locked in on a transitional concept – segment-specific brands. Think of Nike with its focus on physically active consumers or Disney (at least as of a few years ago) with its focus on parents with small children. This is a significant step in the right direction and it reflects growing awareness of the power of customers, but it is not the destination.
... The second test of a customer-centric brand is whether the company in fact focuses on building profiles of, and measuring performance with, individual customers.These two tests are indeed challenging. But the rewards are significant.
To restore the power of brands, companies will need to master the techniques required to build customer-centric brands. It won’t be easy. It requires a fundamentally different approach to marketing that Marc Singer and I labeled “collaboration marketing” in our book, Net Worth. To do this well, companies will also need to master the skills required to capture and analyze detailed information about individual customers.
"customer-centric brands promise that, if you give them their attention, they will give you a better return on attention than anyone else."
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