Comments on: How to Be the Most Believable Marketer in Your Space http://www.marketingrevisited.com/how-to-be-the-most-believable-marketer-in-your-space/ Tue, 06 Jan 2009 06:53:08 +0000 http://wordpress.org/?v=2.0.5 by: Tom Blue http://www.marketingrevisited.com/how-to-be-the-most-believable-marketer-in-your-space/#comment-3740 Wed, 16 Jan 2008 14:55:26 +0000 http://www.marketingrevisited.com/how-to-be-the-most-believable-marketer-in-your-space/#comment-3740 Respectfully, I disagree that these principles are outdated in any way. Rather, I think that these tired, old marketers have somehow forgotten the concepts of REAL reasons to believe and DRAMATIC difference... to say nothing of the fact that their products are shockingly inferior to their foreign competitors and no longer have an overt benefit short of 0% financing. When your category becomes crowded, and new product innovations are no longer meaningful, differentiation can always be found in the provision of service and standing behind what you say... building new and REAL reasons to believe. Since you cited the automotive industry, let me direct the discussion to Lexus and ask if these principles are in any way failing to serve Toyota. Lexus actually follows through on its lofty ideals that are beautifully and stirringly articulated in its covenant with customers: The Lexus Covenant "Lexus will enter the most competitive, prestigious automobile race in the world. Over 50 years of Toyota automotive experience has culminated in the creation of Lexus cars. They will be the finest cars ever built. Lexus will win the race because Lexus will do it right from the start. Lexus will have the finest dealer network in the industry. Lexus will treat each customer as we would a guest in our home. If you think you can't, you won't... If you think you can, you will! We can, we will." What happens when these ideals are assaulted by real-life? Lexus rises to the occasion. Nancy Fein, vice president for customer services with Lexus recently told the story of a minor technical glitch that effected some 3,000 of its inaugural LS 400 sedans nearly 20 years ago. Lexus discovered the problem and responded NOT by hoping no one would notice... NOT by asking their new buyers to return to the dealership for repairs... but by sending some 300 of its executives to the homes of the affected customers to apologize in person, hand-deliver a gift, and repair the problem (with the help of a technician) right there in the customer's driveway. Last year, a similar issue arose with some 700 of its ES 350 models that had been delivered with faulty transmissions. In this case, Lexus did ask these customers to return to the dealership to drop off their cars.... but not for repairs. Rather - to pick up their BRAND NEW replacement - no questions asked. Not surprisingly, follow-up surveys show that these customers were MORE LOYAL to Lexus than buyers who experienced no problems at all. So I ask - is it the principles or the marketers that are outdated? Respectfully, I disagree that these principles are outdated in any way. Rather, I think that these tired, old marketers have somehow forgotten the concepts of REAL reasons to believe and DRAMATIC difference… to say nothing of the fact that their products are shockingly inferior to their foreign competitors and no longer have an overt benefit short of 0% financing.

When your category becomes crowded, and new product innovations are no longer meaningful, differentiation can always be found in the provision of service and standing behind what you say… building new and REAL reasons to believe.

Since you cited the automotive industry, let me direct the discussion to Lexus and ask if these principles are in any way failing to serve Toyota. Lexus actually follows through on its lofty ideals that are beautifully and stirringly articulated in its covenant with customers:

The Lexus Covenant
“Lexus will enter the most competitive,
prestigious automobile race in the world.
Over 50 years of Toyota automotive experience
has culminated in the creation of Lexus cars.
They will be the finest cars ever built.

Lexus will win the race because
Lexus will do it right from the start.
Lexus will have the finest
dealer network in the industry.

Lexus will treat each customer
as we would a guest in our home.

If you think you can’t, you won’t…
If you think you can, you will!
We can, we will.”

What happens when these ideals are assaulted by real-life? Lexus rises to the occasion.

Nancy Fein, vice president for customer services with Lexus recently told the story of a minor technical glitch that effected some 3,000 of its inaugural LS 400 sedans nearly 20 years ago.

Lexus discovered the problem and responded NOT by hoping no one would notice… NOT by asking their new buyers to return to the dealership for repairs… but by sending some 300 of its executives to the homes of the affected customers to apologize in person, hand-deliver a gift, and repair the problem (with the help of a technician) right there in the customer’s driveway.

Last year, a similar issue arose with some 700 of its ES 350 models that had been delivered with faulty transmissions. In this case, Lexus did ask these customers to return to the dealership to drop off their cars…. but not for repairs. Rather - to pick up their BRAND NEW replacement - no questions asked.

Not surprisingly, follow-up surveys show that these customers were MORE LOYAL to Lexus than buyers who experienced no problems at all.

So I ask - is it the principles or the marketers that are outdated?

]]> by: Fram Chowenhill http://www.marketingrevisited.com/how-to-be-the-most-believable-marketer-in-your-space/#comment-3694 Tue, 15 Jan 2008 19:41:18 +0000 http://www.marketingrevisited.com/how-to-be-the-most-believable-marketer-in-your-space/#comment-3694 I would like to believe what you say. And in fact, way back in the day, ay around 1950, much of this was true, in the abscence of category competition. But now I look at marketers such as GM, Ford and Chrysler, who have these principles down to a science - and they still hemorrage business to rivals. By following these principles, believing in their correctness, marketers converge on commodity positions saying and doing these things for themselves in their own ways. As a result, McKinsey & Company reports that despite solid balance sheets and healthy bottom lines many companies and categories have lost their glow, and the executives within wonder where their growth will come from. So as Emeril says, 'BAM!" How can companies bump it up a notch beyond the advice of Eureka Ranch? I would like to believe what you say. And in fact, way back in the day, ay around 1950, much of this was true, in the abscence of category competition. But now I look at marketers such as GM, Ford and Chrysler, who have these principles down to a science - and they still hemorrage business to rivals. By following these principles, believing in their correctness, marketers converge on commodity positions saying and doing these things for themselves in their own ways. As a result, McKinsey & Company reports that despite solid balance sheets and healthy bottom lines many companies and categories have lost their glow, and the executives within wonder where their growth will come from. So as Emeril says, ‘BAM!” How can companies bump it up a notch beyond the advice of Eureka Ranch?

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