Category Archives: Marketing

Chasm and the Tipping Point

Crossing the Chasm by Geoffrey Moore and The Tipping Point by Malcolm Gladwell are two extraordinary books focusing on the concept of how something can be taken from a few early adopters to have an epidemic effect and reach the late majority. Crossing the Chasm explains how to market and sell high-tech products to mainstream customers. In the Tipping Point, Gladwell examines the epidemics occurring around us. Both books are great reads in themselves, but they somewhere touch on one common thing in the World of marketing that I think is worth talking about. That common thing is how any product or service, or a trend or a concept, that starts with a few individuals takes off and becomes widely accepted. In other words, how and when something becomes a mainstream phenomenon.

The thing that fascinates me the most is how this simple concept of mainstream adoption can be explained in two completely different yet related ways using the viewpoints of these two experts. To dive deeper in the comparison, let us analyze one of the most successful mainstream product (or you can call trend or fashion) adoption of the recent times: the iPod. The design genius of this product apart, let’s see how Apple marketed iPod to become a mainstream phenomenon.

Apple introduced iPod to its loyal customer base of Macintosh users (remember the days when iPod only worked with Mac!) The early adopters eagerly adopted iPod to envy of every PC user. How did iPod cross the chasm? The product supporters and specialists played a vital role in increasing the popularity of the music player making it more interesting and wannable for the pragmatists. Apple came out with the whole product which included the iTunes software to work on PC and Mac, and a set of dozens of accessories, count of which increased exponentially with a whole industry revolving around the iPod. This positioned iPod perfectly for the mass market adoption hence making it a mainstream phenomenon. 

Let’s see how, when and what “tipped” the iPod. I think the three things that were instrumental in tipping the iPod were the trendy appeal of the product, the passionate drive of the mavens and the consecutive releases of the iPod targeting the right customer at the right time. When Apple came out with this sleek, all white music player, it instantly became the fashion symbol of the cool kids. Those white earphones defined the social status of the college students hopping between classes and the health conscious folks running in the parks. These people, who paid the premium to get this expensive device, played the role of mavens for Apple best to their capacity. And to help further, Apple attracted the right customer at the right time by coming out with a version of iPod ranging from $100 to $400 for every type of customer. All this together helped the iPod tip by the 2004 holiday season.

Both outlooks, the one by Geoffrey Moore and the one by Malcolm Gladwell, are adept in describing, or teaching, how a product reaches mass adoption. Where do they meet? To put it in very simple words, I think we can define the tipping point as the point where the chasm ends. It is that inflection point from where the mainstream adoption starts. To think tipping point as that magical moment when a trend crosses a threshold, tips and spreads like wildfire makes perfect sense when you look back at all the efforts put by the parent company to create a support ecosystem, and acknowledge the early adopters, the mavens, the connectors and the salesmen who put the right efforts, knowingly or unknowingly, pushing the trend across the chasm.

The empowered mavens

Malcolm Gladwell has emphasized the importance of connectors, mavens and salesmen very clearly in The Tipping Point. Mavens, the people who are experts on a subject matter, play a critical role in success or failure of a product. They are different from paid consultants, because they pass on their advice not for money or business, but for the love of it. They are the product enthusiasts, the people who are willing to shell out a premium to be the first ones to use a product. This zeal of these seemingly weird people adds a greater credibility to whatever they have to say.

Mavens are the people who kick start the word of mouth epidemic. They are the ones on whom their friends or neighbors or coworkers rely to get expert advice. But in this connected World, mavens have become a more powerful force than ever before. They have got new weapons in the form of blogs and newsgroups to spread the word and extend their reach. They have the channels to start and spread the epidemic faster. So quite obviously, the companies need to find and embrace the mavens, more than ever before.

The accent of information age has made one thing easier for the companies, that is, finding the mavens. The companies can set their maven traps on the web and locate the mavens. Mavens on the web are the early adopters, the beta participants, the feedback providers and the newsgroup contributors. Though locating mavens on the web in no way, shape or form should substitute the much more outreaching maven traps, but it makes it easier for the companies to communicate to the mavens, listen to them and give credibility to them.

Now let’s talk about embracing the mavens. If there is only one thing a marketing organization can do right for launching a product, it should be this. The most important task for any marketing organization is to connect to the customers. And who are better people to connect to than the mavens? Every company should welcome the feedback given by these product enthusiasts, and more important than that, make sure they know that their feedback is being noted and taken seriously. How you can embrace the mavens in the Internet age? Share the spotlight with them. Thank them publicly in newsgroups or blogs for their advice. When they reply to someone else’s query, back them up as if they are part of your company.

Mavens can sometimes be a big pain to deal with. But remember, it’s not the 0.1 percent of your customer base that makes a lot of noise, it’s the 0.1 percent of your customer base that can make or break the remaining 99.9 percent of your market. There are lots of examples where the mavens have shifted the dynamics of the market. They have the unique capacity of making or breaking a brand. If a company handles the mavens in their industry with care, they can add a virtual sales force to their marketing team which is unmatched to anything else in the World! 

Why are Elephants going Guerilla?

Guerilla Marketing, the unconventional way of performing promotional activities, has long been used by small businesses to market their products (and services). But recently, more and more big companies are resorting to this tactic for marketing and advertising their products. This new trend of big companies being attracted towards Guerilla marketing highlights some issues of concern with traditional advertising mediums and some major benefits of Guerilla marketing.

I think the stickiness factor of advertising is one of the most important reasons why companies are looking for alternative ways of product promotion. Due to the developments in information technology, the mediums to which a customer is exposed to has risen dramatically. On an average, a typical individual has access to more than 50 television channels and a dozen radio stations. Along with this there are tens of magazines coming out every month and millions of websites on Internet. This has risen the number of advertisments the customer is exposed to, reducing drastically the stickiness of the messages. Guerilla marketing may look like a rescue for advertisers to attract the customers, or even a boon if the size of budget involved in the effort is comparitively small.

I think budget, though a very big factor, doesn’t seem to be the only factor. Companies with hundreds of millions in marketing budget are also resorting to Guerilla marketing efforts. Guerilla maketing is pulling companies towards itself because it is one of the most targeted way of marketing products. Take for example Red Bull, the highly caffeinated energy drink. Red Bull is one of the companies with the most unconventional advertising strategies in the World. Some Guerilla efforts that made Red Bull the most popular sports drink in the World are organizing extreme events from cliff diving in Hawaii to skateboarding in San Fransisco to support atheletes who compete in these sports and attract a very targeted customer base. Red Bull also conduct a slew of not so typical promotional activities to make it a staple at hip bars around the World including creating student brand managers and consumer educators (read more about Red Bull marketing in Sep 2001 issue of Fast Company)

Another important advantage of some of the bigger Guerilla marketing efforts is the free media attension earned by the companies. Guerilla marketing does miracles in creating a buzz and start people talking about the brand. Consider the KFC campaign to become the first logo visible from outer space right when online firms were investing millions in publishing arial images of the earth. The campaign created more buzz for KFC than any other promotional activity for any fast food company. This also clears a misconception that all Guerilla marketing efforts you see out there are on small budgets. It took more than 50 engineers, designers, architects and other professionals working nearly 3 months round the clock to create the World’s largest logo.

Talking more about the budget, Guerilla marketing normally has the advantage of smaller budget than running campaigns on traditional mediums. One of the more recent successes of Guerilla merketing is the launch of Mini by BMW in the US for a budget of about $13 million. How did BMW pull this successfully in a country where every third advertisement on any conventional advertising medium is of a car? By deploying some great Guerilla marketing tactics.

Guerilla marketing broadens, or we can say removes, the limits of creativity in the space of marketing and advertising. Companies irrespective of their size, products and marketing budgets can use Guerilla marketing to promote their products. And when elephants dance well to the tunes of Guerilla, it readily attracts the customers’ attension and keeps the cash register ringing!

Purpose-driven Branding

As the competition in a market increases, the challenge of attaining and retaining customers for a company in that market increases as well. Customers quite rightly believe, until they are shown otherwise, that hidden motive of any brand is to sell something. This reduces their affinity towards a brand, and with the growing number of options available in the market, it is easier than ever for a brand to loose customers to competition. But if the brand is able to prove to the customers that its profit making is only a by-product of a larger purpose, it gains affection of the customers making it harder for the competition to break this customer-brand bonding. This concept of branding, where a company works towards a larger purpose considering profit-making to be a by-product, is known as purpose-driven branding.

Now let’s look into how this purpose-driven branding works. Each company has a mission which gives it the direction in the long run. Any company that is successful has a very clear mission statement. The company founders and leaders have a vision which is the primary driver for attaining that mission. Some brands have a mission that is more than just selling something or being a market leader in some area. This “larger purpose” mission is something that, knowingly or unknowingly, sets the brand on this incredible path of purpose-driven branding, making success a definite “by-result”.

The first brand that comes to mind while talking about purpose-driven branding is Whole Foods. Whole Foods clearly states that its a company that works towards setting the standards of excellence for food retailers. You visit a Whole Foods store and you get a vibe that this is not a place where making profits is the primary objective (even though the items at Whole Foods are more expensive than those at a Krogers or Safeways). Whole Foods creates an affinity with its customers by making them realize that its primary objective is not to sell them groceries, but to work towards a larger goal of providing them with better stuff, stuff that is good for them and is also good for the environment. You hear Whole Foods founder John Mackey talk, or read the company blog, and you will certainly get a feeling that this company is doing more than just making profits, placing it right at the top of the list for Purpose-driven brands.

Another brand that is able to do purpose-driven branding successfully is Google. Google made its customers believe that its primary objective is not to make profits but just to organize the World’s information and make it universally accessible. Google does not alter its search results to push up sponsored pages and marks sponsored links clearly to prove that they are sticking to their mission. This has won the brand great customer affinity in a market where barrier to entry is almost negligible.

A not so typical example of purpose-driven branding is Wikipedia, the free encyclopedia. It’s a brand driven by volunteers who maintain the most up-to-date information repository in the World. It’s not so typical, because making profits is not even a by-product over here. Another purpose-driven brand to watch for in the future is Wikia, which is founded by Jimmy Wales (the founder of Wikipedia), and has profit making as a by-product.

Purpose-driven branding is not something that can be easily faked by the brand managers. Brands should really keep themselves away from posing as if they are working towards a larger purpose to attract customers. Customers are too smart to identify a poser and such tactics can lead to permanently damaging the image of the brand. The drive towards the larger purpose should be there in the roots of the brand. It should be something that the customers are able to sense, not something they are to be told explicitly. Authenticity is very essential for the success of purpose-driven branding, and if a brand gets that right, it develops the muscles to even take on competitors with far deeper pockets than theirs.

Advertising Customer Service

Customers are always looking for differentiating factors between different products and services available in the market. In many industries today, like insurance, car rentals and personal computers, the products are getting more and more standardized. They have the same look and feel, similar terms and conditions and in most cases, the same price tag. In such industries, to locate a differentiating factor is very difficult. Some factors which were previously not taken that seriously can now play a more important role in affecting the customers’ buying decision. One of such factors is customer service.

Customer service has always been a very important factor to ensure long term success in any industry. But normally, customer service is something that comes under the radar when something goes wrong with the product, or in other words, after the product is already bought. We can draw an interesting parallel between customer service and product design. When the design of something is not upto the mark, it is noticed, but when the design is good, it is taken to be as expected and goes unnoticed. Similarly, if the customer service is bad, people notice it and talk about it, but if it is good, it is taken to be granted. It is the job of the company to expose this good customer service and make sure people consider it before making a buying decision. 

There are several ways to expose customer service. With the growing interaction between customers and companies through new mediums like blogs, newsgroups and message boards, it is becoming easier then ever to expose customer service. Another very effective way to expose customer service is through advertisements. It’s true that many companies advertise in order to create brand awareness, but along with that, advertisements should also be used to highlight factors that may be able to influence the customers. Something that the customer can remember when making a buying decision. Something that can put your product above the competing products. If your company has the customer service that can play this crucial role, make sure you bring it up in your advertisements.

One company that does a stellar job in advertising customer service is Avis. Avis has designed everything from its tagline (We try harder) to television commercials around its customer service. The car rental company tries to make sure that they communicate to the customers that it will put extra effort to provide the best customer service. Another company that falls under this league is Dell Computers. Customer Service at Dell is exposed right from the moment the customer thinks of buying a computer. Dell makes sure they communicate to the customer that the computer they make is made just for you. Dell commercials and the company blog does an excellent job in to expose both their pre-purchase as well as post-purchase customer service to the customers.

The unique thing to notice about these companies is that they are highly customer focused and they make sure the customer realizes that. They have great customer service divisions and they make sure that the customer takes customer service into account while making the buying decision. No matter which industry your company falls under, you should put in great effort to join this league by following these two steps – first, provide great customer service to your customers, and second, advertise customer service, make sure you communicate to the customer that customer service is an important thing and you are the best option available out there.

iPhone – iPod way or Mac route?

Apple released its much awaited iPhone on June 29th. The wait, the hype and the buzz around the product was expected, but still it’s really hard to believe the overnight queues outside the AT&T and Apple showrooms on June 29th. People waited hours in the queue to buy a mobile phone. In the industry where the service providers give away the phone for free, or sometimes even with cash back, people are eager to buy a $500 iPhone. Well they are the loyal Apple early adopters, but the million dollar question is: will iPhone do an iPod or will it go down the memory lane like the Macintosh?

iPhone is a very closely protected product like Macintosh was in the early 80s. Steve Jobs is well known for controlling the end-to-end development of his products. (If Apple had the strength of laying down their own cellphone network, it would not have surprised me if they went for that.) So in order to control its product closely Apple released the product only with At&T as the sole service provider. This is not the only tight coupling in iPhone. Apple has its Mac OS on the iPhone, and through it Apple controls what software can run on the phone and what cannot. Like Apple has put Google products like Maps and YouTube on the phone. In short, Apple is doing the same thing that they did with the Mac, creating a closed ecosystem for its product. This makes me wonder if this is a call to a Microsoft to come up with a more open ecosystem and concur the World?

iPhone is a design genius just like iPod. Each reviewer who reviewed iPhone gave great reviews. Walter Mossberg of WSJ and Steven Levy of Newsweek describe iPhone to be revolutionary and the best product in its class that lives up to the expectation. People admire the design work of Apple. iPod is the most sold personal music player in the World.  So just like Apple took over the personal music player market from Sony and others, there is no denying of the possibility of them doing the same with the iPhone.

iPhone does differ from iPod in some significant ways. The release of iPod was a modest release. The expectations were limited and there was no hype. And as expected, the big players in the personal music player market did not take it that seriously. But in case of iPhone, the case is different. Steve Jobs has become a design icon with each successful release of iPod and the expectations here were set as high as possibly can. And of course, all the major players in the mobile phone as well as other related business are on high alert to take on the iPhone. As per the early reviews, iPhone meets or beats the high bar set by Apple for Apple. Another significant difference is the product dependency. Apple went all alone with the iPod with its own software, music store and the hardware. But in case of iPhone, if they want a similar global reach, they will have to do partnerships with service providers around the World (which Apple is known for not liking that much).

iPhone release has stricking similarities with both iPod and Macintosh. iPhone is sure to change the entire dynamics of the cell phone device business. I think they also got the price equation pretty correct (people who are willing to buy iPods for $300, will happily pay $100 or $200 extra to get the best phone in the market, which is also an iPod). Within a few years, Apple will have a whole range of iPhones in the market with different functionalities and price tags to meet the needs of different customer segments. The thing to watch for is the partnership strategy of the company. Will the company learn from its past and go for a better approach to be more open for partnerships or will the competition come up with better strategic positioning and send iPhone the Mac route? But if they get this one aspect right this time, there is no denying that iPhone is going to rock the World the iPod way!

Techno-centric or Customer-centric

The rate of failure for high-tech products is remarkably high. For every Facebook or YouTube, there are thousands of start-ups that have failed. Why? Were their products technologically inferior? Most of the time, no. They fail because they are more focused towards the technology they are trying to develop than the reason for which they are developing the technology. They are, what we can call, techno-centric companies.

Techno-centric high-tech companies are the ones that think of technology as the center of their universe. They focus on technological innovation in product development without considering the potential customers of their product. The strategy adopted by these companies is to let the engineers and designers come up with the product and then sell the product to the potential customers. But this approach has a major flaw. People are always a bit reluctant towards adapting new technology. In general, masses do not accept new technology unless it is absolutely required to solve some problem they are facing. Of course, there will be early adopters who like to be at the cutting edge of technology who will readily go for the innovation, but in general, the common person will not go out and buy an expensive gadget if it is not absolutely essential. This makes it harder to cross the chasm, making it even harder for the products to become mainstream.

On the other end of the spectrum are the companies that do product innovation focusing on the needs of the customer. These customer-centric companies identify the problems faced by the customer and then develop solutions for these problems using technological innovation. The basic difference here is that the product or the service which is delivered is addressing a need of the customer, making it comparitively easier for the product to get mass adoption. By being customer-centric, it also becomes easier for the companies to develop the complete solution, because the basic reason for development is solving the problem.

Of course, there are exceptions where companies have hit the jackpot by just concentrating on the technology and then marketing the product to the customer. This can be attributed to the right timing of these companies, the massive backing of the early adopters, or coincidence of the technological innovation addressing an important problem faced by the customer. But I think the probability of this happening is too low for anyone to bet their company’s future on it (unless you are one of the blue-chip companies with deep pockets and great R&D budget).

It is also important to make sure we understand that just by being customer-centric, the company will not attain the ultimate success. You will always find products which are developed focussing on customer requirements but are not very successful. Customer-centric innovation is just a piece, a really big piece, of the puzzle. Along with this, you need to get a lot of other things correct to make your product a real success. Some of the important ones are good marketing set-up, ease of adoption, competitive pricing stategy and great customer service.

Ted Levitt, author of the Marketing Imagination, once wrote, “When people buy quarter-inch drill bits, it’s not because they want the bits themselves…they want quarter-inch holes.” This summarizes the high-tech marketing success mantra in very simple words. To be successful in high-tech marketing, you need to identify what your customers want, or what problems they are trying to fix, use technology to address those problems and then make sure you market the solutions to the problems. That’s customer-centric techno-powered innovation bound to sell!

Why pay the premium?

Starbucks, iPod and BMW – what is the one thing common in these three brands? Each one of them command a premium over similar products of other brands. It is amazing to see how the customer who creeps so much in filling gas at $4 per gallon, feels so good buying a grande (about 350 ml) latte from Starbucks for the the same price, even when the same coffee at other places is available for much less. Similar comparisons can be drawn for other products varying from a music player (iPod) to a pair of running shoes (Nike) to a car (BMW) to almost anything else.

There are a few things that help companies sell their products for a premium price. First and the most important one is the ecosystem. These brands create a unique ecosystem of some kind of sophestication around them. iPod, for example, creates an urbane and hip ecosystem around itself. iPod advertisements and Apple outlets lays the foundation for this ecosystem. Then every famous personality owning one makes it even more of a premium product. Talk show hosts ask the guests – “what songs do you carry on your iPod?” (instead of “what songs do you like to listen?”). iPod becoming a fashion symbol or more of a necessity adds to this ecosystem. The last leg of the ecosystem is the iTunes software and the whole array of accessories that go with the iPod. A customer can buy special speakers for their iPod, get docking stations, covers and what not. This ecosystem provides a lot of value to the product and helps the company earn a premium. 

A very important thing to note about the premium branded products is their superior quality. Many times we forget talking about this aspect of the products delivered by the premium brands and just focus on the marketing strength of the companies. The premium branded products are most of the time better when compared to the nearest competitor.

Emotional factor also plays a major role in paying the premium. The customers actually pay the premium to treat themselves. Buying these branded products give them satisfaction and help generate a good feeling about themselves. Take car for example. A customer pays a good amount to buy a BMW. Yes it is one of the best cars available out there, but how important is that while making a buying decision? The most important factor that kicks in here is the emotional feeling of the customer for the car. Some people have it in the list of their “things to buy when they can”. Others use it as a factor to satisfy themselves of attaining a certain level of success in life and yet others just buy it to treat themselves luxuriously (and assemble speeding tickets ;)).

Now let’s talk about how some companies are able to put their brands at that level which makes them important for the customers to have even at a premium. To answer this in a couple of words- Expressive Branding. This gives the customers a very straightforward way of making a statement about themselves. Each of these premium branded products have a certain level of luxury attached with them. And believe it or not, every common person loves luxury. People are obsessed by trading up. They will go to a coffee shop and ask for a cup of something which is not less then a tongue-twister for trading up. These brands promote themselves as a channel that people can use to trade up or to make a statement about themselves.

But it is not a bed of roses. When a company does expressive branding, it takes some major risks. When the brand plays the role of creating an identity statement for the customer, it always runs into the risk of a certain segment of people hating it. You will always find people who would never ever buy a certain brand because it’s not their type. The companies going for expressive branding make a very clear statement to the World – love us or hate us, but don’t ignore us. After all, if you want to earn a premium, you have to pay a price for it!

Customer segmentation – it’s all about the connection!

Customer segmentation is no longer a good to have feature. With more and more companies using customer segmentation as the base of their marketing and advertising efforts, it is something that is required for success in any industry. Effective use of customer segmentation will no longer give you a competitive edge, but in-fact it has become a feature that will keep your company competitive in the market. So what is the use of customer segmentation? You can find good amount of literature on this topic, but to sum it all up in a few of words – effective customer connection.

Online stores like Amazon and retailers like Best Buy have done great work in this area. Amazon pioneered the space with customized recommendations for the customers and a personalized home page. Best Buy’s application of customer segmentation in the brick-and-mortar World is very impressive. They remodelled their specific sections and at some places entire stores based on the segmentation data, trained their store associates accordingly and sent out coupons and set discounts based on this data. Best Buy now has radically different strategies to target different segments from young professionals to soccer moms.

To put it in very simple words, what these companies are doing is trying to get their customer what they think the customer is interested in. To lay parallels with an everyday example, you go to your favorite deli or coffee shop around the corner and the person attending you comes and asks – “the regular?” and (most of the time, if you are not in mood for the complete opposite or something else,) you say yes! That’s customer connection in its purest form. But if your business is not the deli or coffee shop where you can remember all the customers, with the help of computing power and analytical software, you can very well “remember and recall” what the customer is looking for and connect to the customer in a proactive way.

Another way customer connection can be enhanced is by proposing the customers what meets their requirement based on what features they used or products they purchased in the past. This can be done using the techniques of inference. Going back to our analogy of the deli, you order a specific sandwich most of the time, and the deli just came up with something that goes well with that sandwich or is a new sandwich similar to your favorite one, the person attending you can suggest it to you and most of the time you might go for it. Customers love suggestions or recommendations when they are sensible and unobtrusive. By forming segments, it can be inferred what the customers in this virtual segment will be interested in and can be served accordingly.

So let’s look into the specific contribution of segmentation over here. I think segmentation provides a couple of very important handles in the entire concept of customer connection. It helps companies deal with large number of customers. Most of the times it is practically impossible to connect to each customer one-on-one. So in order to give a close to one-on-one experience, the marketers can segment customers into buckets and connect with a segment of customers in the same way. Another benefit of segmentation is adding relevancy. By reviewing the activity of customers in a segment, a pattern can be derived and used to target that particular type of customer. The basic concept is to add relevancy to what customer is looking for, whether it is in form of showing relevant advertisements, promoting products or providing relevant content. By adding relevancy to the advertisements, they are not obstructive, but in-fact informative. Same is true for product promotion. If the product you are promoting is useful to the customer, it is not hard-selling, it is being helpful to the customer.

To sum it all up, segmentation basically provides the touch of practicality to the entire process of customer connection. In today’s World, where customers have lots of options and their time is more valuable than ever, proper customer connection is becoming a required feature. And to scale this to millions of customers in this global economy, customer segmentation is nothing but an essential tool.

Applemania

Applemania1Look for a cool Apple sign in any prominent location. Follow it and you will enter a glass clad store with a big trendy posters on the walls and series of Macs, iPods and other Apple products. But one special thing to notice there is it looks more like a hangout place or a cyber cafe than a store. What you will see is lots of people standing around surfing the Web and playing with Apple products and accessories.

Applemania3So what is Apple trying to do with these stores? Retail sales of iPods or Macs is certainly not the primary objective of these stores. Let alone primary, I think its not even the secondary objective (in fact when I was taking to a sales person about an iPod, she told me that I might want to think about buying it online, because then I can get a personal message engraved on the back of it). The primary objective is to maintain a cool brand image that Apple is well known for. Secondary objective is to let people use the Macs and other Apple products and let them know that there is another alternative available for them. And then if the store sells products and accessories, great!

Applemania2First of all, its worth admiring the artistic architecture of these stores. They look more like museums than stores. The one in New York on the fifth avenue is truely mesmerizing. Next thing to notice is the relaxed and calmed atmosphere in the stores. Customers are made to feel at home and they get close to home like experience while playing with the products. This is really a great strategy. People who are so used to using Personal Computers get exposed to Mac as an alternative and all the i list of products that work only with it.

Applemania5Another way Apple is marketing Mac and the bundled software at these stores is by arranging free training sessions (this is something I experienced in New York). Everyday they have guests from different fields varying from film editors talking about iMovies to web site designer giving a demo of how to use iWeb. By doing this, Apple is trying to create a thought process in minds of customers that anything cool they want to do on a computer can be done using a Mac.

Applemania7An interesting way to look at these Apple stores is to look at them as really expensive billboards on busy streets. Billboards that talk to the customers, let them get in and experience the products and educate them on how to use the products. Billboards that are updated regularly to expose the new products and create buzz about the forthcoming products.

Travel in metros, take a walk down any public park or just wander on busy streets, you will see one thing in common, every third person will be listening to an iPod. And this is not specific to a certain city, the same thing is happening everywhere. iPod has created a confidence in customers for Apple products. Now Apple is exposing the same customers to other products. If Apple gets the price equation straight for its products, it won’t be surprising to see them creating Applemania in other markets as well.