All of us have been indoctrinated into absorbing the various ‘Ps’ of Marketing. In fact, as technology and trends have caught up, moved on, been rendered obsolete, before catching up again in an endless spiral, the number of ‘Ps’ in a marketer’s arsenal has only increased over time. Anyone possessing a basic degree would be able to reel out a majority of the P’s even when abruptly aroused from a slumber – Product, Price, Promotion, Positioning, Publicity…
Seth Godin, the founder and CEO of Squidoo and one of the world’s foremost business bloggers in his book “Purple Cow: Transform Your Business By Being Remarkable” postulates that every aspiring entrepreneur and marketer should never lose sight of an additional ‘P’ which can make or break a business. This ‘P’ (as many of the readers may have guessed by now) is the ‘Purple Cow.’ Purple Cow is in plain terms, a synonym for remarkable. Hence unless a business can offer something remarkable, there is very little which it can do by way of progress and potential. If this sounds extraordinarily obvious, it is the obvious that is invariably and incredulously ignored. The very essence of remarkability is explained in a remarkable fashion by Mr. Godin:
“When my family and I were driving through France a few years ago, we were enchanted by the hundreds of storybook cows grazing on picturesque pastures right next to the highway. For dozens of kilometers, we all gazed out the window, marveling about how beautiful everything was. Then, within twenty minutes, we started ignoring the cows. The new cows were just like the old cows, and what once was amazing was now common. Worse than common. It was boring. Cows, after you’ve seen them for a while, are boring.
They may be perfect cows, attractive cows, cows with great personalities, cows lit by beautiful light, but they’re still cows.
A Purple Cow though. Now that would be interesting. (For a while.)
The essence of the Purple Cow is that it must be remarkable.”
The essential need for and relevance of a Purple Cow is demonstrated by Mr. Godin as he urges us to take a quick visit to the drugstore. A search for aspirin turns up the following unbelievable array of choices: Advil, Aleve, Alka-Seltzer Morning Relief, Anacin, Ascriptin, Aspergum, Bayer, Bayer’s Children, Bayer’s Regimen, Bayer Women’s, BC, Bufferin, Cope, Ecotrin, Excedrin Extra Strength, Goody’s, Motrin, Nuprin, St Joseph, Tylenol and Vanquish. “Imagine how much fun it must have been to be the first person to market aspirin. Here was a product that just about every person on earth needed and wanted. A product that was inexpensive, easy to try, and immediately beneficial.”
Thus, run-of-the-mill is passe. Mr. Godin asserts that we are living through revolutionary times where “the TV-industrial complex” phenomenon fails to deliver. This phenomenon represented, “the symbiotic relationship between consumer demand, TV advertising, and ever-growing companies that were built around investments in ever-increasing marketing expenditures.” Mr. Godin believes that companies would do well to experiment with inviting their potential and existing customers to alter their behavior thereby making the company’s offerings work exponentially better instead of sticking with the tried tested and clichéd formula of tinkering with technology and expertise to tailor make ‘better’ products. A classic case in point: Otis Elevators. “When you approach the elevators, you key in your floor on a centralized control panel. In return the panel tells you which elevator will take you to your floor. Otis has managed to turn every elevator into an express. Your elevator takes you immediately to the twelfth floor and races back to the lobby. This means that buildings can be taller, they need fewer elevators for a given number of people, the wait is shorter, and the building can use precious space for people, not for elevators.”
So how does one go about being remarkable? One of the suggested means is by resorting to specialized, targeted or niche marketing. Instead of trying to – and futilely so – impressing an entire market, a company ought to strategically appeal to a small percentage of “Early Adopters”. These are the mavericks, heretics, lateral thinking ‘nuts’ possessing the necessary wherewithal to not only experiment and evaluate a future “Purple Cow” but also disseminate its utility across the market. If impressed the Early Adopters may well be the vehicles of “free advertising” (Mr. Godin calls them sneezers) for the brand: this act will in turn influence the major constituents of the market (“Early and Late Majority”).
Mr. Godin draws our attention to the fact that points out that 80% of the 30 newest entrants to Interbrand’s top 100 brand list attained their repute and rewards more due to word of mouth campaigns rather than the power of advertising. Super star brands such as IKEA, Starbucks, SAP, Krispy Kreme, Jet Blue, Google are a few examples.
Once the creation of a “Purple Cow” has yielded benefits, there is however, a real danger that a company might just being coasting along in a sea of complacency. This dangerous trend needs to be nipped in the bud. “Once you’ve managed to create something truly remarkable, the challenge is to do two things simultaneously:
- Milk the Cow for everything it’s worth.
- Create an environment where you are likely to invent a new Purple Cow in time to replace the first one when its benefits inevitably trail off.”
Purple Cow is Mr. Godin’s timely warning to companies urging them to shed to cobwebs of complacency and instead think seriously about reinventing, repurposing and repositioning themselves before their customers. A right step in this direction would be a transformation from the unremarkable to a “Purple Cow.”