Destination Emmett (Planet Pickett Collection) = Healthy Social Marketing Results:
This morning we read an impressively honest Paul Carr report on TechCrunch (AOL), making a fairly succinct, direct, and honest case for Economist magazine being its awesome profitable print “self,” even as it also serves the iPad, tablets, Web, and other experiences, online and mobile — presumably same (our addition agreeing with Paul Carr) with The Colbert Report, but on t.v. on Comedy Central (though Stephen Colbert also needs an active Twitter account, for example), and many other, different properties and destinations.
The take-away point for your survival is a newly revealed level of understanding that you must first survive-to-thrive by guesstimating certainty at which marketing platform and destination will be core for you, and which ones, plural, will be supportive to that profit model. Too much money and marketing (and quality writing and not-so-stable jobs, Paul Carr’s points) are wasted in social media not thinking through a core Clicks AND Bricks, financially-integrated marketing strategy.
Disney and Apple, each perhaps with different core marketing “profit destinations,” have also figured this out well, yet ALL (including YOU) must continue to remain flexible and vigilant about the ever-changing landscape of where, how, and why profitability arrives (or doesn’t in this VERY challenging economic environment and marketing ecosystem), and what other marketing platforms must support the core, such as the back-to-basics reinvention Starbucks COFFEE company is undergoing with the comeback of Howard Schultz as CEO.
His excellent book Onward states that the company lost its way (and profitability, at the worst possible time, no less, as broader financial markets and national economies imploded) just a few years back as too many Starbucks locations became more about selling stuffed animals to improve store sales comps even as customers were being lost from then declining coffee-drinking experiences. The stuffed animals were not the problem, per se, and could still be sold. The commoditization of the (increasingly negative) customer experience was THE problem.
THE problem was (and remains beyond Starbucks, Apple, and Disney) companies, executives, and teams that forget the financial numbers and core marketing strategy of exactly which core business they are really in, what can and should support that core, and therefore, achieving a deep, persistent, focused, yet ever-open-to-strategic change understanding of intrinsic brand value — and they (and you) must instead see, hear, touch, and feel value(s) across ALL marketing experiences of authentic, genuine customer care, appreciation, gratitude, and hum-bition, humility plus ambition, must be in that order for any enduringly net financial bottom line results for YOU.