I first heard about Keith after reading an interview he’d given in the Washington Post, highlighting young entrepreneurs in the District. At the time I was developing a brand strategy proposal for a company who were looking to market their technology through an App – so I was keen to learn about the market, in particular how developers differentiate themselves, and communicate their value in such a crowded and dynamic market place.

The App economy is a phenomenal story, especially when you consider it didn’t exist 3 years ago. It’s estimated to be worth $4billion in 2012 (ref), and it’s fundamentally redefining the boundaries of what we can now do with mobile devices! (really?). App downloads were up 51% in December 09, compared to Nov 09, which is jaw dropping! (ref). (If you want a ton of analytics on Apps, then visit Flurry’s blog, or click on the last reference link. It’s a great resource.)

Rohit Bhargava – a DC local, brand author and director at Ogilvy 360, recently wrote “the App revolution, more than anything else, is fueled by a new level of utility in content for mobile devices. The popular tagline “there’s an app for that” is based on this ubiquitous utility. When you can find an app to enhance just about anything you are doing, the net effect becomes transformative.”  (ref)

Keith and his wife (Natalia) both run Imangi Studios.  He describes the company as a family team. “Casual developers” who believe in creating “highly polished Apps”. Their goal is to “create fun – iPhone games with unique game play that everyone can enjoy”.

Both Keith and Natalia are App Store veterans. They launched their first game in July 2008 (the iPhone was launched the year before). Back then, Keith tells me there were around 500 App games on the market – today there are closer to 150,000 Apps, mainly priced around the 99 cents price point.

So how does Keith generate revenues? They have games which are paid for, they also advertise, cross promote with other developers, or they promote games free and offer an upgrade with a small payment.

Keith explained that his company is competing in the “casual games” market, with game play intended for all ages, but particularly popular amongst teenagers. He uses blogs like www.toucharcade.com,  www.macrumors.com, www.ipodtouchfans.com to build a following, and have his ideas for graphics and game play ironed out.

Despite mentioning that many of his users were 20 years my junior, I couldn’t help admit that I download the Hippo High Dive the day before our meeting, and wondered if I was the only one my age compelled to do so?

“Not at all!” Keith replied.

It’s games like these, with their accessibility and sense of fun, that play to the kid in all of us. There are serious minded, ‘stuffy’ corporate exec’s leaving their homes for work today, briefing papers in one hand, and Hippo High Dive in the other – it plays to the need to escape we all have. In fact, Keith sees the middle age player, as the most likely segment to pay for an App game.

Keith stressed the importance of aiming their marketing at the grassroots of the tech blogs and social media, but that sounds fairly passive. The key is “relationship building”  he said. Get the influencers to know you, support what you’re doing, so when you need them to talk, they are listening. Apple is so important in this equation. It takes time, but a relationship with the guys inside Apple, may pay huge dividends in the long run. Getting yourself to the World Wide Developers Conference helps too!

Some keys to success:

• Visibility – you want to be charting in the top 25, and preferably featured by iTunes (an honor which few know how to achieve!). At one point his game Harbor Master was No.3 in the US for games.

• Understand the customer journey - (This is critical to brand planning success, and a technique I use with my clients. Go through the steps from when your core customer has the need, the options they consider, how they do research, how they make the purchase, all the way through to the added value your brand may or may not offer after the purchase.)

• In this case, you need to start with a great logo or icon that stands out and speaks to your customers need in a second! It’s got to either provoke curiosity, or be obvious at first sight. To complement that, you need compelling screen shots which draw the buyer in. Keith also talked about how joining forces with other developers, allows you to cross promote. (Click on “more games” inside an App game, and you’ll probably see umbrella brands such as “App treasures” which will direct you to more choices). How does the customer journey end? Well you can Tweet or Facebook your score to all your friends, for some subtle final promotion!

• Build buzz – a month before Harbor Master was released they teased the blogs and forums, sent a press kit along, and gave cuts and images for ‘fans’ to start guessing what was coming.

• Develop a Unique Selling Point – there are many ways to do this. Technically superior. Graphically superior. Theme or Genre. Ideas that people can relate too. The ability to have FUN.

• Marketing spend – not always the key to success, but it helps. It will cost you around $20,000 on ad spend to get to the top 100, or you just let your community take a GREAT idea, and spread it! Here is a stat that will make you sick – it costs $99 a year to put your App on iTunes, and 30% of every download goes to Apple. The strategy for Apple, is to support the App market, which in turn will sell more iPhones (that amounts to quite a few $$$ in Mr Job’s pockets!)

• Go global - 25% of Keith’s revenues come from overseas – he sees this as an untapped market, and already translates some of his games into different languages. (It may not be surprising to most, but you may need special permission if you’re thinking about selling your App games in China.)

There are hundreds, maybe thousands of developers out there who are changing the way we use our mobile devices. Google tell us the desktop won’t exist in 3 years time, and we’re all going mobile.

There are some incredible stories of ‘accidental developers’ becoming overnight millionaires! However, my conversation with Keith demonstrated that it helps to know what you’re doing, and taking a long term view also pays off. Success is not only about being a smart developer. Your relationships with your community is key, first impressions mean everything, and tapping into a piece of insight – a pain point – that customers are willing to drop $0.99 at, could drive you onto the holy grail of the Top 25 list on iTunes.

I’d love to hear from anyone who is in the same position as Imangi studios? How do you see the future? What’s your success story?

Pls comment or contact me directly on rob@manonthemoonconsulting.com

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In many ways, the damage is done in the short term – instead greater resource and attention is hopefully being focused on preserving and building their brand (their reputation …their biggest asset)

So, what has Tiger Woods got to do with Toyota?

Well, most Tiger fans buy into the ‘Tiger brand’, not because of his moral standing, but because he’s a winner – and we all want to be winners.

If Tiger come back and starts winning championships, then his brand lives on …and his endorsement will help sell more Nike merchandise etc.

With this principle, Tiger Woods probably hasn’t affected his core brand asset

Toyota have a bigger problem, their core brand asset has been badly damaged – it was build on reliability (durability and value).

They will need to prove to their customers that they still stand for reliability, and that this was an isolated incident. If you believe this Reuters article, it sounds like there is more to come.

I’m sure the mighty competitors of Ford, GM, and Honda are not wasting any time, as they prepare to move in on this brand space.

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If you’re not familiar with Georgetown, it the premier shopping / historic district, located in North West Washington DC.

I was struck at how empty the place was – Sisley, the clothing store had their “tops for $15” sign in the window, with bland mannequins occupying useful space.

I made my way into the atrium of the mall, walking past a bored make up lady reading a magazine. I passed the music store showing off buckets of CD’s with 80% off stickers, and made my way to the DMV. Apart from the 2 security guards having a chat about the weather – the place was DEAD.

Where was the buzz? What’s the draw? Where is the experience? Where is the value?

I asked the lady in the DMV about it (!) and she said it’s been quiet for about 2 years now.

2 years!!

Who’s been bank rolling this? Why didn’t they just open it up to the schools without space, the homeless, to entrepreneurs desperate for office space, art exhibitions, meet up groups for mums ….?

Oh dear….

I’m sure there are plenty of urban / commercial planners thinking about innovative ways to reinvent the shopping mall, but I’m not sure they understand how irrelevant the old formula has become.

So what’s changed in 2 years?

• If we can get it online, why do we need to go out?
• We have more choice than ever (I can order any product and service in the world now)
• High street brands haven’t caught up with creative online experiences
• The coffee shop / Apple Mac tribe is a movement who are spending money on anyone who serves drinks and has an Internet connection!
• We have less money
• We want more value

And it’s the first 4 trends that should be sliced, analyzed, brainstormed, and design thinking applied.

This is not a time to take on internet shopping – instead seek uncontested market space.

So how where is the point of difference? The uncontested market space?

I recently read a fantastic book called Buyology, which highlights how our five senses are stimulated when we make choices. When it comes to Internet shopping, we are happy making buying decisions using SIGHT and SOUND – so we’ll buy a album, a book, groceries, a new TV perhaps. (Unless of course, virtual reality goes to a new level – click here)

In addition to this, Internet shopping is really a homogeneous experience – meaning you shop for one brand, or category – whereas the shopping mall potentially offers choices, added value and a broader experience.

What does that leave us with?

1. Who provides you with products, services and experiences that rely on my need to Smell, Touch, Taste.
2. Can this marry up with your need for socialize, hangout, get out of the house, and be part of a cultural ‘real’ experience?

Practical steps?

Tear up the present formula – knock down the internal walls – change the thinking – bang some heads together at those urban planning meetings.

Within the shopping mall, design themes in each quarter of the atrium – each one providing a unique set of cultural experiences based around food, drink, clothing, physical art, shows, live music, theatre.  Meshed into all of this should be seated areas, with wireless, AC plug in – give today’s customers what they want!!

Think of the experience – think of the buzz!

Interactive – Vendors should distribute (for free!) creative samples of food, plants, flowers, art, drink, that focus on stimulating my 3 senses (which remember are left neglected by my internet addiction!!) – “come to me – don’t make me come find you!!”

If I want to shop I can do that too – and when I say shop, I emphasize an experience which I CAN’T get on the internet – for example for clothes, have the customer talk to designers, learn, see a fashion show, see clothes being made, allow me to feel, try, talk, share – then have digital hubs in store, where I can make the purchase of the product I want.

Call the new Mall  “the senses you need to inspire”

Shopping malls need a redesign – the present model is irrelevant.

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I came across Ready Set DC on Twitter, just as they were developing their blog. On Thursday night they held a launch party at Long View Gallery, with hundreds turning up (including a flying visit from the Fojol Bros of Merlindia - the best local brand in DC I’ve seen!).

The Ready Set DC mission – “We do this for the LOVE of DC, for the love of its people, for the love of its culture and for the future progression of our beloved home. We seek to spotlight this city and the creatives behind the scenes. DC is now ground zero for creative development. ReadysetDC is a place to share ideas, discover culture, spark discussion and inspire. The time is now. Ready. Set. Go create”

Here are a few pics from our night!

DC culture is redefining “brand DC”. If you’re an organization starting up here, or reinventing your brand, dare to be different, and take some inspiration from Ready Set DC and the Fojol Bros!

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For all those reading this state side, Happy Thanksgiving. I hope you eat well, and have a relaxing time during the break!

I also hope the illustration above, makes you smile and nod in agreement!!

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I’m a brand strategy guy, and I personally wanted to hear more from him about how he grew ‘Total Wine and more’ into a leading retail brand that customers trust. I also wanted to take home some insights, (or slip ups!) so I could get a real sense of how this guy works, but he was totally professional, organized, and kept to script! The lecture from Mr. Trone highlighted more than anything that he has good business judgment, and clearly doesn’t suffer fools. The backbone to his success was down to strict financial discipline, high sales per sq foot, and high margins. He opened one store at a time (didn’t rush to expand) and has never had to close one – an incredible achievement. He spoke at length for his dislike of regulation and the number of court cases of the past (and present) due to complicated and fragmented laws that each state imposes in regards to retail and liquor sales. Perseverance and good lobbying seemed to be the advice of the day. He also talked about cutting out the middleman (wholesaler) where they can, to deliver value to the customer.

The key nuggets relating to brand development that I took away were:

He said he had a very clear strategy when he started the business, and it was pursued with total focus. However, he emphasized over and over again the reality of “mid course changes”, and identified the need to “hire the smartest people with deep retail experience” to help navigate the rocky waters, whilst he keeps a firm grip maintaining the strategy. Strategy scares people – it sounds so rigid and final. But strategy gives you and your organization the long-term focus and clarity of purpose to achieve your goals. How you get there is another question. It was impressive how he seemed to acknowledge his own strengths, and brings in experts to fill in for his weaknesses.

Walk in your customers’ shoes and your competitors’ stores – he made the points a few times, and made it clear that he will take time to walk around competitor stores, with the intention of copying, or bettering their ideas! I must admit, competitor analysis when I was working on multi million dollar brands in my previous role, and with clients today, tends to get downgraded on the list of priorities. Often, I (and my clients) will want to jump straight to the ‘main course’ of thinking about our own brand. Allen Adamson, the CEO of Landor, an international branding company, once wrote, “knowing your enemy is a battle plan – this should not be a casual assignment”. Mr. Trone used a great example of knowing his enemy in California, and predicted this retailer would want to expand to the state of Arizona – so what did he do? He built stores in Arizona quickly. The competitors still made the move, but were unable to be successful. “Anticipate their move, and cut them off,” he said …(I told you this guy doesn’t suffer fools!)

The final nugget I took away….

“Stay focused and dive deep, not broad” – this was in response to a question from the audience, and he didn’t labor the point. However, it’s so important. Brands can’t be all things to all people – organizations should understand a core group of customers with shared needs, and dig deep. Get to know them better than they know themselves! Apple are market leaders for the over ‘$1000+ personal computer market’ – however they’ve barely dented the “ total personal computer market”. Why should they? Steve Jobs set up the organization to make high quality personal computers. Why do something they won’t be very good at? They focus, and offer unrivaled value for one customer segment.

For those in the wine industry who need that one juicy insight that may turn into a game changer – Mr. Trone made an interesting comment at the end. He said he tells the CEO of Sam Adams, and others, that “beer is the new wine” because of the complexity of flavors and choices now available, and the growing demand for selection.  He said ‘Total Wine and more’ would be investing heavily in this new opportunity (opening up beers classes etc). For me, this may be a growing trend, but they’d make more of a dent in this market by opening up a new store called “Total Beer” – otherwise where is the focus that he advocated? I know they have some beer in stock at present, but ‘Total wine’ is ‘America’s wine superstore’ as it says on their website – that’s what they represent, and they mainly serve customers who drink wine. Will a true beer lover say “yep, just running down to Total Wine to get my case of Dogfish beers, because they really understand what I want!”. Beer buffs are a different tribe with different needs.

Earlier this year, I did some branding work with a boutique wine chain, and developed some great insights through in depth interviews with customers. Given what I know, the Internet probably poses the greatest threat to large value retailers such as ‘Total Wine and more’ because the best selection and price can also be found online. Boutique wine stores, with personalized service, and unique wines will continue to be strong, because the online experience can’t compete with the reasons customers love them in the first place.

My thanks to the NABOE for putting the meeting together today.

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In the last two days the pharmaceutical and life sciences industry, healthcare marketing agencies, NGO’s and patient groups fell upon Washington DC to attend a public hearing set up by the FDA to review their policy on the promotion of medicines using social media. Each one of about 50 organizations had 10 minutes to present their case to the panel (including Pfizer, PhRMA, WOMMA, WebMD, Patients like me, Yahoo, Ogilvy – only 4 pharmaceutical companies presented)

I attended a meeting late last night at the offices of Ogilvy – the global PR firm – for a wrap up session, with other marketing agencies, to discuss the issues of the day. I’ve also been following the events on Twitter.  So here’s my interpretation, and a few quotes from both days!

• “We need guidance”: There is considerable need for ‘balanced direction’ from the FDA. Without this direction the industry will reduce it’s desire to invest and innovate in it’s ability to provide “wellness and education” to consumers online.

• Brand accountability – “How can you regulate the web?”: The sheer size and volume of user generated content makes it “impossible” to monitor, control and regulate, so the key question being asked is, “at what point do the pharmaceutical companies stop being accountable?”  ’Side wiki’s’ are an example of this. Pharma agree they should be responsible for training bloggers and agents of blogs / social media, and welcome similar suggestions.  There was also considerable discussion around the idea of a universally recognized logo for patients (like food standards), that make it clear the site they are on is sponsored by pharma in some way, and approved by the FDA.

• “Innovation chilling effect”: The present policy vacuum, has caused a “chilling effect” on innovation, where pharmaceutical companies are investing less in social media campaigns, and as a consequence “patients won’t receive accurate information”. This view may also stem from the relatively guarded approach from the FDA panel today, regarding giving out their opinion.

• “It works for HCP’s”: The present benefits of user generated content and instant peer reviewed opinions amongst physicians and HCP’s communities is a good thing, and should be acknowledged by the FDA.

• ADR’s / Pharmacovigilance: According to WOMMA, only 1% of consumers report adverse events through social media – which might bring some perspective to present and future proceedings.

• A “sophisticated consumer”: Some within the pharma industry were arguing that the “consumer is sophisticated” when they seek information on medicines, so “without content lead by the companies, patients may be subject to unregulated, bogus information”, which goes against the interests of the FDA and consumer protection. (Personally I’m not so convinced the consumer takes a more sophisticated approach to information seeking. They are still prone to the powerful effect of emotional advertising, and I think the FDA will challenge that argument). Our discussion acknowledged the need for more insight into this area, and we (marketers) could do more to invest in understanding what consumers are really doing online, and what impact social media is having.

• “Future policy will take a phased approach”: The FDA simply aren’t in a position to lead on this now. The speaker last night summarized Day 1 as “the FDA really wanted an education today”.

A fascinating couple of days. From what I’ve heard, the FDA aren’t yet ready to draw up tight regulation, as they don’t understand Web 2.0 (still in the Web 1.0 mindset!), and perhaps have their “head in the sand” – according to some. Most expect some guidance, but policy change will be incremental and slow. Expectations of fundamental change is low. In the meantime, it was felt we need to break out of the “chilling effect”, as there is plenty that pharmaceutical companies can still do in terms of social media initiatives to educate patients, which are risk adverse. J&J were cited as having some great examples. (click here for examples of other brand sponsored patient communities).

What next? There is clearly much more to come on this and it’s a complex issue. The FDA are taking comments until the 28^th Feb – so if you were not able to attend today’s hearing there is still time to influence the final decision.

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So, now is the right time to commit to my own brand, and communicate what it stands for.

I’ve always been inspired by the moon landing – the impossible made possible – a bold vision leading to action. It’s what this firm offers. The tagline “redefining your market and brand boundaries” is the very essence of what I hope to achieve every day in the eyes of our customers. It sums up our need to innovate for them, to challenge, joint ambition for improvement, and to seek more value from what the market and brand situation is!

I hope you like the new Man on the Moon Consulting website, and I’d welcome any feedback!

Branding is, quite simply, the true meaning and value that your product, service  or organization holds in the mind of your stakeholders. It’s a reputation. It’s what’s your product or service stands for. It really doesn’t matter what you or others internally think your brand should be – it only matters what your stakeholders think.

You can measure the value of your brand by conducting a brand audit, reviewing marketing materials, interviewing staff, and conducting customer market research studies. This gives you a position to build from.

The role of the entire management should then be to actively maneuver your brand through the market, as part of the fight to make it ever more relevant. Setting an aspirational brand goal, and building a plan to get there, is brand strategy development.

Once you’ve defined your brand goal, you should ensure that every interaction that your stakeholders has with your company (or brand touch points) supports the values and brand associations set. Does your office space have the culture, look and feel of your website? Does it support the press release posted last week, or the language your customer service representative is saying? The packaging on the product box? Aim for consistency, meaning and impact in everything you do and say.

So what’s changed?

Big spending advertising campaigns and large sales forces could previously control your brand  – you could drown out the competitors. Digital media has changed all that – now customers have more access to information about your offering and others. Competitors is global now – not local. Customers don’t trust marketing messages like they used to, and seek endorsements from communities of users and opinion leaders. It doesn’t matter whether your community is B2B, government or consumer – news and gossip is now viral. These communities require answers to their questions quickly, and love transparency in companies. You will need to find ways to collaborate and communicate with your customers, so that you maintain some control over your reputation.

That’s why branding isn’t a last minute campaign, or logo. Your brand (your reputation) is a strategic asset, and needs investment over time.

So if we use the definition of branding above, why else do Tech companies need branding?

Buyer or end user?

So you’ve developed a component, some software or a new medical device, which hopefully has some unique features. The difference between tradition B2B services or consumer products is that tech companies probably have a end user and a buyer – two very different groups, with very different needs. Intel sell their processor to PC manufacturers, who sell their PC’s to consumers who benefit from the processor in the overall PC experience. When you’re developing your brand story and compelling messages, you’ve got to identify why each group really really really needs what you have. Getting out there, talking to different groups, conducting customer insight research is key to understanding, and building a tailored, meaningful argument for each to use your product.

The best technical features wins – right?

Branding originates from fast moving consumer goods (FMCG) – and is perhaps considered a ‘nice to have’, rather than a strategic asset, amongst technology developers. These innovators are fighting to be the first to make their product run faster, be more heat resistant, have greater capacity and cheaper manufacturing costs etc etc.

My background is in marketing pharmaceuticals, and I can understand a data led approach to achieving credibility with customers, but often that’s not compelling, it’s not memorable, it’s too easily beaten by ‘better data’ and it won’t build loyalty to the organization’s future pipeline of new products.

Your brand story should tap into the true meaning and value that your brand provides for the customer. For example:

“Intel – sponsors of tomorrow”

….big fat bold statements like this inspire and breed confidence in a product line both with customers, internal employees and shareholders alike. It tells me ‘this is the place to be – the future’.

Alternatively, they could have been led by technical features, and said: “Intel – better processor base frequency”

Hmmmmm??

Try to use your data – the rational stuff – as supporting arguments when you need to use them. It’s vital information, but don’t be too keen to shout about it – you’ve got to get your stakeholders compelled in the first place! Intel, like other great company brands have a larger purpose. What does your company stand for? How will you inspire new and loyal customers with your story?

Develop customer insight at the design stage

Typically technology is designed, and then it’s up to smart product directors to find markets that could benefit. A Marketing Requirements Document is usually completed to give the technical engineers some guidelines about what customers in specific markets want and need.

Fine, but lets see if we can take it to another level.

1)   Bring together a “design and brand team” of product, marketing and engineers specialists and make all decisions together.

2)   Through market research, identify customer groups that are underserved, and ask some big questions seeking out uncontested market space, looking outside traditional market boundaries. Why are some customer groups not using your product?

3)   Get the entire design and brand team to observe how your customers use and interact with your product throughout their day. Are your customers having to make trade off’s to work your product? What frustrates them? What pleases them most? It’s a hugely empowering exercise.

As well as observational research, innovative tech companies in particular could try investing in ethnographic research. It’s still in its infancy as a widely used technique, but larger companies are benefiting from it in big way. It’s when you literally joined with your customer at the hip, to study their culture, their values, their true reasons for making choices. Tim Brown at IDEO has been a leader of “design thinking” – the basis for re designing processes, products and services. Worth checking out. I’m reading his book at the moment “Change by design”.

Narrow thinking is about being convinced that impressive features and benefits will sell the product alone.

New thinking considers where your product sits within the wider goal of the customer. What need your product fulfills in the wider context of their whole day, hour or minute.

Tech products have very short product life cycles, so you don’t have long!

Because technology is changing so fast, you need to recap R&D costs quickly, before either you (hopefully) or your competitor innovates and captures you’re market share.

You need impact and focus – that means having a compelling and unique story to tell, based on understanding what a specific customer group really wants from your product class. (This means developing a brand that gives meaning to the innovators & maverick customers at launch, and then the more conservative customers later in the life cycle) Not only that, successful tech companies are innovating and developing new products. Set your company the goal of developing customer loyalty to the company brand – not just the product. This way, new products are a constant, whilst your company find greater meaning and value in your long term purpose.  Think “Windows” – now we’re at version 7 – and they are fighting hard to keep loyal customers compelled with what the Windows brand stands for!

Technology – an ever more cluttered industry

I acknowledge technology is a broad umbrella term. It’s made up of online service companies, hardware and software developers, communication companies, silicon chip manufacturers etc. However, the sector is growing fast in this recession (along with healthcare and fast food…! Oh the irony!)

Barriers to entry have pretty much disappeared – anyone can develop software – and the market place is crowded!

To quote from a brilliant branding and design thinker, Martin Neumeier there is only one thing to do when you come across clutter – you ZAG! You must radically differentiate yourself from the competitor. Seek out a customer insight – find something so deep rooted in their psyche, which only your brand can speak to, and develop that connection with your buyer.

Summary:

Dr Patrick Dixon, a leading thinker in business today, often speaks of his frustration with the technology industry and points to short falls in realizing deep rooted customer needs. “It’s about connecting with emotions that consumers have”. “In the Technology industry, the few companies who deliver every time on their promise, can charge a premium price up to 30% more”

In my earlier career I led the repositioning of a pharmaceutical brand, developing greater relevance and meaning in brand communications.  At the time, we were taking on the big boys of Swarz pharma and Glaxo SmithKline – huge companies with big marketing budgets. We dented their market share not by shouting louder, but by turning clinical data and scientific features into a relevant and meaningful brand that helped the doctors and patients achieve both their rational and emotional goals.

I urge technology companies of any size to install strong brand management practices internally. Bring this thinking to board level, and ensure it’s part of your product development process. Understand what makes your customers tick. Gain insight – understand their goals, frustrations and desires. Set some ambitious brand goals. Develop a compelling and unique brand, communicate internally, and to customers externally. Be consistent in your brand, in everything your organization does.

I’m conscious this is a broad topic, and one in which I hope to dig deeper with time.

Like you, me, your business, your NGO, Seth Godin is also a brand, and a powerful one at that. When he speaks, his community of followers listens. When he recommends a book, that book tends to sell more. For me, his brand stands for entrepreneurial street smarts, inspiration, common sense, innovation, new, clarity, the future. When I read one of his blog posts, more often than not, he gives me hope as a small business owner.  Above all, he stands for value – it’s his big talking point. He takes on topics like “why should we pay for learning” …etc

So last week, it struck me as slightly controversial and hypocritical when he posted an open invitation, first come first served, to a one off seminar and a roundtable workshop in New York. Oh …and it’s going to cost you a lot of money to attend!

“2 sessions:

Seminar:

At the fabulous Helen Mills Theatre, this is an all day seminar built around your questions. I give an overview from 9:15 to 10:15, and then spend the rest of the day (until around 4) answering your questions.

Most of the stuff we’ll be working through (how ideas spread, permission, storytelling, engagement, the new media, leadership) is conceptual, but we’ll also do live website review on the big screen if you like.

The cost for this seminar is $880 per person. I’m encouraging you to invite one other person from your team to buy a seat as well, as there is definitely strength in numbers when you get back.

Admission is first-come, first-served, and in the past, we’ve always sold out, so please don’t wait. See below for ordering instructions.

Round table:

There are only ten seats available. The session lasts from 9:25 to 3 pm, and we work straight through lunch. The cost is $3,200 per person in the form of a check payable directly to the Acumen Fund. Seats are by application only… you need to send me an email (seth [at] sethgodin.com) and tell me why you’d like to come and what you hope to ultimately do with the stuff we cover. I’ll get back to you as soon as I can”

So he’s going to charge $3,200 per person for what seems to be 5.5 hrs (minus lunch break) for a chat and a brainstorm. Arguably, this will transform the way you think about your business, but how much is that advice worth to your brand? His other live performance will set you back nearly $900, so that’s better right! But you’ll be in a theater audience attending a Q&A session!

(Bear with me here – I’m not a Seth Godin hater. Quite the opposite. I admire the guy …I wish I was my own version of him.)

Now – demand is a given here. He will sell out, even if he charged twice as much. So then it becomes an issue about why is he doing it?  Does he need the cash? I don’t think so (and it seems like he’s giving the roundtable sales to the ‘Acumen fund’ which is admirable). Is he playing with his followers – teasing them with exclusive, one-off offers? Perhaps …but why charge that amount of money? It rules out many groups that his brand speaks to. The tone of his message is very casual too. This is happening in New York (either in his office or down the road) and you get the impression he’ll rehash a talk he gives most weeks to companies. What does this move do to build and enhance his own brand? How much is it worth?

So has our dear leader, Seth Godin sold his soul? Is he exploiting his brand? He’ll sell out, and get bums on seats, but there won’t be much ripple effect. His brand won’t grow. The audience will be exclusively New Yorkers – and probably a strange mix of die-hard fans (whoever applied first), and wealthy New York business execs who can shell out the cash, and want to say to fellow execs “I attended a Seth Godin seminar!”

He’s going against, and diluting the very brand he’s spent years to build.

If I were advising Seth Godin I’d like to see him being true to his brand – I’d like to see him announce a new speaker tour which:

1)   Takes him outside New York – around the country

2)   Is 100% free (he’ll sell more in books by doing this tour, than he’ll earn in ticket sales!). Charity donations should made by the audience – it’s up to them to decide how much they think they should pay.

3)   Has a selection criterion of the people he stands for, namely American entrepreneurs, small business owners, and innovators

What better way to support American innovation and business in a recession – what better way to solidify your brand!!

How much would you pay for Seth Godin? Support this post and forward the idea of a ‘free Seth Godin tour of the country’

Seth’s email address: seth@sethgodin.com