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15 Marketing Case Study Examples With Standout Success Stories

Some marketing campaigns leave a lasting impression. We’ve gathered insights from CEOs and marketing leaders to share one standout marketing case study that resonates with them.

Tomas Laurinavicius

Table of Contents

Dove’s real beauty campaign impact, oatly’s bold brand strategy, rockervox’s tax credit success, local bookstore’s community engagement, coca-cola’s personalized brand experience, dropbox’s viral referral program, authentic influencer marketing for cpg brand, airbnb’s “we accept” social impact, amul’s topical and humorous campaigns, axe’s “find your magic” brand refresh, squatty potty’s humorous viral video, old spice’s viral humor campaign, red bull stratos’s high-flying publicity, maple dental’s seo success story, dollar shave club’s viral launch video.

Some marketing campaigns leave a lasting impression.

We’ve gathered insights from CEOs and marketing leaders to share one standout marketing case study that resonates with them.

From Dove’s Real Beauty Campaign’s impact to Dollar Shave Club’s viral launch video, explore fifteen memorable marketing triumphs that these experts can’t forget.

• AXE’s ‘Find Your Magic’ Brand Refresh

One marketing case study that has always stayed with me is the Dove Real Beauty Campaign. It really struck a chord when it launched in 2004, challenging the beauty standards and celebrating women’s diversity. What made it stand out was the “Real Beauty Sketches” video, where women described themselves to a sketch artist. Seeing the stark contrast between their self-perceptions and how others saw them was incredibly eye-opening and touching.

What I found so compelling about this campaign was its message of self-acceptance and empowerment. Dove didn’t just try to sell products; they took a stand for something much bigger, and it resonated deeply with people. Using video storytelling was a genius move as it made the message more impactful and shareable. I believe Dove showed how brands can make a real difference by addressing important social issues in an authentic and meaningful way.

Nicole Dunn , CEO, PR and Marketing Expert, Dunn Pellier Media

As a content and brand marketer, Oatly’s brand strategy always inspires me. They are a textbook example of comprehensive brand-building.

Their visual style is instantly recognizable—bold, disruptive, and often filled with humor, making oat milk a statement and something you’d be proud to display on your shelves or socials.

Their tone of voice is witty, sometimes cheeky. They’ve even printed negative feedback on their packaging, which really just shows how they court controversy to spark conversations and enhance their brand’s visibility.

And there’s a strong story behind Oatly, too. They promote sustainability and aren’t shy about their environmental impact, which has simply helped them grow an enthusiastic community of environmental advocates. Clever in endless ways, such that tons of oat milk brands have followed suit.

Wisia Neo , Content Marketing Manager, ViB

One standout marketing case study that sticks with me is the implementation of our RockerVox Restaurant Bundle, aimed at optimizing cash flow through targeted use of employer-based tax credits. The power of this case study lies in its immediate financial impact on the client, a local restaurant chain that was struggling to keep its doors open in the wake of the pandemic.

By integrating the Work Opportunity Tax Credit (WOTC) and other relevant tax schemes into their payroll setup, we enabled the restaurant to reclaim a significant amount in tax credits. The real game-changer was not just the financial relief but also how it was achieved. We combined this with StaffedUp’s Applicant Tracking System, which improved their hiring processes and decreased employee turnover. This holistic approach led to a sustainable improvement in their operations and cash flow.

What made this case study so great was its tangible results. The restaurant saw a cash flow improvement of over 100%. This wasn’t just a number on a report—it meant being able to invest back into the business, enhance their services, and ultimately, keep their community fed and employed. This approach of integrating technology with financial strategy can be adapted by other businesses striving for similar resilience and growth, especially in times of economic difficulty.

Philip Wentworth, Jr , Co-Founder and CEO, Rockerbox

Certainly, one particularly impactful marketing strategy I led at FireRock Marketing involved a small local bookstore that was facing steep competition from online retailers. Our challenge was to increase foot traffic and reinforce the store’s brand presence in a highly digitalized market.

We initiated a campaign called “Local Pages, Local Stages,” where we leveraged digital marketing alongside community engagement. The bookstore held monthly events featuring local authors and artists, which we promoted heavily through targeted social media ads, email marketing, and local influencer partnerships. This multifaceted approach tapped into the community’s growing interest in supporting local ventures, enhancing visibility significantly.

The outcomes were remarkable. Over the campaign’s six-month duration, in-store sales increased by 40%, and the bookstore saw a 65% rise in attendance at events, which also boosted ancillary revenue from merchandise and cafe sales. Additionally, social media engagement metrics increased by over 150%, reflecting greater brand awareness.

This case study sticks with me because it exemplifies the power of combining digital strategies with community-based marketing to create a sustainable growth model. It shows how businesses can use holistic, integrated approaches to effectively adapt to new consumer behaviors and competitive landscapes.

Ryan Esco , Chief Marketing Officer, FireRock Marketing

A memorable marketing case study is the “Share a Coke” campaign by Coca-Cola. Initially launched in Australia in 2011, this campaign personalized the Coke experience by replacing the iconic Coca-Cola logo on bottles with common first names.

The idea was to encourage people to find bottles with their names or those of their friends and family, creating a more personal connection to the brand. The campaign was an enormous hit and was quickly rolled out worldwide, incorporating more names and even terms of endearment in different languages.

The brilliance of this campaign lay in its use of personalization, which tapped directly into the social media trend of sharing personal moments. People enthusiastically shared their personalized Coke bottles on various social media platforms, significantly amplifying the campaign’s reach beyond traditional advertising media.

This strategy boosted sales and reinforced Coca-Cola’s position as a fun and innovative brand. The “Share a Coke” campaign is a powerful example of how traditional products can be revitalized through creative marketing strategies that engage consumers personally.

Sahil Kakkar , CEO and Founder, RankWatch

For me, a standout marketing case study that really sticks with me is Dropbox’s referral program strategy back in their early days. By offering free storage space for every successful referral, they incentivized existing users to spread the word organically, resulting in exponential growth at virtually no acquisition cost.

What made this case study so brilliant was how elegantly it aligned product experience with viral sharing. Users had a vested interest in sharing Dropbox since it directly expanded their own cloud storage. This created a self-perpetuating cycle where better product engagement fueled more referrals, which then improved engagement further.

It was an ingenious lever that capitalized on the inherent sharing dynamics of their service to ignite explosive growth. The simplicity and potency of this growth hack is what truly resonates as a paragon of effective guerrilla marketing.

Ben Walker , Founder and CEO, Ditto Transcripts

One marketing case study that has always stuck with me was a campaign I led for a major CPG brand a few years back. The goal was to increase awareness and trial of their new line of organic snacks among millennial moms in a crowded market.

We developed an influencer seeding strategy focused on relatable mom micro-influencers on Instagram. Instead of just sending products, we worked with the influencers to develop authentic content that told real stories about the role of snacking and nutrition in busy family life. The photos and videos felt genuine, not overly polished or promotional.

Engagement was through the roof—the content resonated so strongly with the target audience. By the end of the 3-month campaign, we increased awareness by 45% and trial by over 20%. The CPG brand was thrilled, and the case study became an example we still reference today of the power of influencer marketing done right. Authenticity wins.

Gert Kulla , CEO, RedBat.Agency

One marketing case study that stuck with me was the Airbnb “We Accept” campaign, launched in 2017, focusing on social impact. This response to the global refugee crisis aimed to promote inclusivity, diversity, and acceptance within communities worldwide.

What made this case study remarkable was its ability to leverage the Airbnb platform to facilitate connections between hosts and displaced persons, providing them with temporary housing and support.

Airbnb demonstrated its commitment to using its platform for social good and making a tangible difference in the lives of those in need. This aligned with its mission to create a world where anyone can belong anywhere.

At the end of the day, Airbnb’s “We Accept” campaign was a compelling case study showing brands how to address social issues, promote inclusivity, and drive positive change in communities worldwide.

Peter Bryla , Community Manager, ResumeLab

One standout marketing case study that sticks with me is the “Amul” marketing campaigns by Amul, the iconic Indian dairy cooperative, make for excellent and impactful case studies as well. Here’s why Amul’s marketing stands out:

The Amul Girl – The mascot of a mischievous, friendly butter girl has become one of India’s most recognizable brand icons since her inception in 1966. Her presence on topical ads commenting on the latest news and pop culture trends has made Amul’s billboards a long-standing source of joy and relevance.

Topicality – Amul’s billboards and newspaper ads are renowned for their topicality and ability to humorously comment on major events, celebrity happenings, and political developments within hours. This real-time marketing has kept the brand part of daily conversations for decades.

Humor – The not-so-secret sauce is the brilliant use of puns, wordplay, and satirical humor that Amul consistently delivers through the eyes of the Amul Girl. The healthy, inoffensive jokes have earned a cult following.

Longevity – Very few brands can boast an equally iconic and successful campaign running for over 50 years, still keeping audiences engaged across multiple generations. The long-running property itself has become a case study in sustaining relevance.

Local Connect – While achieving pan-India recognition, the puns often play on regional language nuances, striking a chord with Amul’s Gujarati roots and building a personal connection with local consumers.

The impact of Amul’s long-running topical billboard campaign is unmatched—it has not only strengthened brand recognition and loyalty but has also made the cooperative a beloved part of India’s popular culture and daily life. Creativity, agility, and contextual marketing at its best!

Yash Gangwal , Founder, Urban Monkey

Axe (Lynx in the UK) had created a problematic brand image from past marketing efforts. Their focus on ‘attraction is connected to conquest’ hadn’t dissuaded men from buying their deodorants, but had a toxic effect on perceptions of women. Research conducted on brand equity showed that brand equity was declining, with this perception of the brand aging poorly and desperately needing a refresh to continue allowing the brand to be relevant for the future.

That led to a superb partnership with creative agency 72andSunny Amsterdam. Unilever was able to tap into an entirely new philosophy for its brand:

Empower men to be the most attractive man they could be – themselves.

With that idea in mind, 2016 saw the launch of the AXE ‘Find Your Magic’ commercial, a stunning celebration of the diversity of modern masculinity. The campaign also saw the release of a new range of premium grooming products and a supporting influencer marketing campaign featuring brand ambassadors, including John Legend.

While not all parts of the creative were successful, the campaign drove more than 39 million views and 4 billion media impressions in the first quarter after the launch. But most critically, AXE saw a 30+% increase in positive perception of their brand.

This campaign will stand the test of time because it combines several important and brave initiatives:

• A forward-thinking mentality that the brand image you have today may not be suited for a future world
• A broader understanding of what your customer base looks like – women also play a big role in men’s choice of deodorant
• A big and bold attempt to change the way your brand is perceived – and succeeding with flying colors.

Yannis Dimitroulas , SEO and Digital Marketing Specialist, Front & Centre

One standout marketing case study that sticks with me is the campaign for Squatty Potty. The brand created a humorous video featuring a unicorn pooping rainbow ice cream to demonstrate the benefits of using their product. This unconventional approach garnered widespread attention and went viral, generating millions of views and shares on social media platforms.

The success of this campaign can be attributed to its creative storytelling, humor, and shock value, which made it memorable and engaging for viewers. By thinking outside the box and taking a risk with their messaging, Squatty Potty was able to create a unique and effective marketing strategy that resonated with consumers.

This case study serves as a reminder that creativity and originality can set a brand apart in a crowded marketplace, ultimately leading to increased brand awareness and customer engagement.

Carly Hill , Operations Manager, Virtual Holiday Party

The Old Spice ‘The Man Your Man Could Smell Like’ campaign remains etched in my memory. Its brilliance lies in its humor and creativity. By featuring a charismatic spokesperson and employing absurd scenarios, it captured viewers’ attention and went viral.

The campaign seamlessly integrated across platforms, from TV to social media, maximizing its reach. Its cleverness and entertainment value made it unforgettable, setting a benchmark for engaging marketing strategies. The case study showcases the importance of storytelling and humor in capturing audience interest and driving brand awareness.

Dan Ponomarenko , CEO, Webvizio

A marketing case study that has made a lasting impression on me is the Red Bull Stratos Jump. This campaign was for Felix Baumgartner’s record-breaking jump from the edge of space, sponsored by Red Bull. The goal of this campaign was to create buzz and generate brand awareness through this extreme event.

The reason why this case study stands out to me is because of its successful execution in capturing the attention and interest of not just extreme sports enthusiasts, but also the general public.

The live broadcast of Baumgartner’s jump on various channels and social media platforms garnered over 52 million views, making it one of the most-watched live events ever. Red Bull’s strategic use of real-time marketing, storytelling, and high-quality visuals made this campaign a huge success, resulting in a significant increase in sales and brand recognition for the company.

This case study serves as a great example of how a well-planned and executed marketing campaign can effectively reach and engage with a wide audience.

Brian Hemmerle , Founder and CEO, Kentucky Sell Now

One standout marketing case study that resonates with me is the SEO transformation for Maple Dental. This campaign dramatically improved their local online visibility, leading to a substantial increase in new patient appointments. The integration of Google Maps SEO proved to be a game-changer, emphasizing the power of local search optimization in attracting nearby clients.

What made this case study exceptional was the measurable impact on the clinic’s business. For instance, the campaign led to a 230% increase in phone calls and a 223% increase in website visits. Such clear, quantifiable results showcased a direct contribution to business growth. These metrics are vital for demonstrating the return on investment in digital marketing efforts.

Additionally, the use of a targeted approach to enhance Google Maps visibility was particularly compelling. By optimizing their presence on Google Maps, Maple Dental saw a 250% increase in monthly maps impressions, which directly correlated with increased patient inquiries and visits.

Ihor Lavrenenko , CEO, Dental SEO Expert

One case study that always comes to mind is Dollar Shave Club’s launch video in 2012. It was called “Our Blades Are F*cking Great,” and let’s just say it got people talking! This video was hilarious and totally different from those fancy shaving commercials we were used to seeing. It spoke directly to guys, poked fun at expensive razor prices, and offered a way to get awesome blades for much less.

Additionally, it told everyone to check out their website. It was short, catchy, and made a huge impact. This is a perfect example of how a creative and funny video can grab attention, make people remember your brand, and get them to become customers.

Perry Zheng , Founder and CEO, Pallas

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10 Marketing Case Study Examples: Learn How to Master Them in Your Campaigns

There are millions of blog posts, articles, and videos across the internet that try to give you advice about marketing. According to Google, at least 7,050,000 unique content pieces include the phrase “marketing tips.”

But with plenty of outdated and filler content creation to just build out a website, it’s hard to find applicable advice that actually works online.

In this article, you’ll learn from marketing case study examples that demonstrate what it takes to master channels like social media, email marketing , and PPC, as well as how to use case studies in your own campaigns.

Don’t rely on empty words. Learn powerful marketing best practices that are backed up with examples and data.

What is a marketing case study?

In marketing, a case study is an in-depth study of the effectiveness of a certain tool, tactic, or strategy. It focuses on measurable outcomes, like an increase in sales, visitors, or production hours.

Typically, it includes a few key elements:

• Introduction to the customer/client
• The problem the client needed to solve (should align with problems prospective clients also need to solve)
• The solution (and context of why your company/software was the right fit)
• Data from before and after implementing the solution

In a sense, a case study documents the journey of working with your company. And it gives potential future customers a reason to trust your company.

What are the different types of case studies in marketing?

In marketing, three main types of case studies are commonly used:

1. Third-person or client case studies: These highlight the experience of a specific client working with your company or using your product.

2. Explanatory case studies: These case studies explore the impact of a phenomenon or tactic, such as the company’s marketing strategy, and how it impacted its growth. In this case, it’s not based on first-hand experience, but rather observation and inference.

3. Implementation case studies: An implementation case study takes the average client case study a bit further, focusing on the actual implementation and covering it in detail.

You can also divide the case studies further by the type of medium they use — video or text.

And in 2024, video case studies are becoming more and more popular. Many companies even use them as remarketing ads to address potential objections.

Why should you use case studies?

Case studies are a powerful way to prove that your products or services work, showcase your expertise, and build trust with potential customers.

It’s a way to transition away from just “telling” your customers and instead start “showing” them through examples. There’s a reason the old copywriting maxim goes, “Show, don’t tell.”

Consumers’ trust in companies to tell the truth in advertising materials is lower than ever. In 2020, only 14% of consumers said they trust advertising to be honest about a product or service.

But that doesn’t mean you can’t generate trust with your company’s website.

Consumers trust third-party reviews, testimonials, and data. In fact, 91% of 18–34-year-olds trust online reviews as much as personal recommendations.

So you need social proof. And client case studies — especially those that interview the current clients — are the best of both worlds. You get to highlight data while getting powerful social proof that shows that your product works.

When just adding a simple customer testimonial to your website can increase conversion rates by up to 34% , imagine what a detailed, compelling case study can do.

1. Email marketing case study: Your Therapy Source

If you think that email is a marketing medium of the past, think again. At ActiveCampaign, we have hundreds of recent case studies that prove the opposite.

For example, Your Therapy Source receives a 2000% return on investment (ROI) from our campaigns simply by taking advantage of basic marketing automation .

In particular, a basic abandoned cart email represents around 30% of all revenue generated by automations.

With ActiveCampaign, that’s incredibly easy to set up. You can take advantage of our integrations with key e-commerce platforms like WooCommerce , Shopify , and more.

Because the case study goes into detail about exactly how the company achieved the results, it’s a combination of an implementation case study and a regular third-person case study.

2. Instagram marketing case study: Converse

If you look at all the top Instagram accounts in clothing, Converse has a much higher engagement rate than its competitors.

At 1.79%, their social media posts have an organic engagement rate over 15 times higher than Nike.

Why is that?

Let’s take a closer look at how they achieve these numbers:

When looking at Converse’s top Instagram posts, you quickly notice a trend. Collaborations with influential creators and artists — lately Tyler, the Creator — get a different level of engagement.

The post promoting their new collaboration shoe got over 183,000 likes in a few weeks. Converse even took it a step further and produced a short film with Tyler.

If you want to reach a wider number of people, combining audiences is a great strategy.

This is an example of an explanatory case study.

First, we worked backward from Converse’s powerful Instagram results. Then, we identified tactics that contribute to their high levels of engagement.

Because we didn’t work directly with Converse, and we’re only observing as an outsider, this is an explanatory case study.

3. Content marketing case study: porch.com

Fractl is a content marketing agency that worked with porch.com for over a year to earn 931 unique domain links, 23,000 monthly organic visits, and more.

The case study focuses on results over method — that means it’s a typical third-person case study.

They’re showcasing the results the company generated for a specific outside client without getting into the how-to.

These types of case studies are most useful for persuading hesitant potential customers to get on board. Showing that you’ve generated results for similar companies or people in the past is the best way to prove your skill set.

Depending on your target audience, going into detail with an implementation case study may be a better option.

4. SEO case study: Zapier study by Ryan Berg

This in-depth case study by Ryan Berg is a perfect example of how you can use explanatory case studies in your marketing.

It breaks down Zapier’s SEO strategy and how they created over 25,000 unique landing pages to improve their search rankings for different search terms.

Zapier’s main strategy revolves around targeting relevant long-tail keywords like “app A + app B integration.” That’s the key they used to generate serious organic traffic over the long term.

By breaking down industry leaders and how they rose to success, you can borrow some of their brand power and credibility.

You can use these kinds of case studies if your current clients don’t allow you to go into detail about the tactics you use to grow their online presence.

These case studies demonstrate to potential clients that you know what you’re talking about and have the expertise needed to help them succeed in their industry.

5. PPC case study: Google Ads and Saraf Furniture

When it comes to pay-per-click (PPC) advertising, Google was one of the earliest innovators. And in 2021, it’s still the largest digital advertiser globally, with $146.92 billion in ad revenue in 2020.

You might not think they need any more credibility, but Google still uses case studies, especially in emerging markets like India.

This case study shows how Google Ads helped Saraf Furniture generate 10 times more inbound leads each month and hire 1,500 new carpenters as a result.

Without going into details about the methods, it’s another typical third-person case study designed to build trust.

6. Video marketing case study: L’Oréal and YouTube

In this case study, various members of L’Oréal’s global marketing team break down exactly how they used YouTube ads to launch a new product.

As a result of the campaign, they were able to establish their new product as the No. 2 in its category and earn 34% of all mass sales across a network of online retailers.

The case study breaks down how they used YouTube for different stages — from awareness to loyalty. It’s another example of a third-person implementation case study.

7. Remarketing case study: AdRoll and Yoga Democracy

AdRoll is a remarketing platform that tracks your visitors and lets you show them targeted ads across the internet.

Their case study with Yoga Democracy perfectly showcases the power of the platform.

Look at these highlights:

• 200% increase in conversions
• 50% reduction in CPA
• 19% of total revenue attributed to AdRoll

These are metrics you’d love to show any potential customer. The case study goes into detail about how they built an effective remarketing campaign, including cart recovery emails and ads.

Because of the detail, you can classify this as an implementation case study.

8. Influencer marketing case study: Trend and WarbyParker

This influencer marketing case study from Warby Parker and Trend showcases how you can use influencer marketing even with a limited budget.

The “Wearing Warby” campaign was centered around showcasing influencers wearing Warby Parker glasses in their everyday life.

From mundane tasks like eating breakfast to artists creating a new masterpiece — it showcased Warby Parker’s products in use and made the brand more approachable for influencers’ followers.

This is another third-person case study, as it doesn’t go into much detail beyond the results.

9. Customer experience case study: App Annie and Coca-Cola

In this case study, Greg Chambers, the director of innovation for Coca-Cola, explains what App Annie brings to the table.

Instead of specific numbers and metrics, it focuses on the big-picture benefits that App Annie has on Coca-Cola’s customer experience.

The video interview format is also perfect for driving trust with potential customers.

Again, this is a typical third-person case study that you see a lot in the marketing world.

10. SaaS case study: Asana and Carta

Of course, it’s not just agencies and advertising platforms that need to master the use of case studies in digital marketing.

Let’s explore an example of a case study outside the marketing industry, in this case specifically for B2B marketers.

Asana is a project management platform that helps companies make their workflows more efficient.

It’s a good example of a case study that focuses more on the lived experience and less on the metrics.

This is a third-person case study that is closer to a client interview or testimonial, which is a good option if it’s hard to quantify improvements with metrics.

Best practices: How to use case studies in your own marketing campaigns

In this section, you’ll learn best practices to help you maximize the value of case studies in your own marketing campaigns.

Let’s look at four steps you can take to effectively use case studies.

Include a dedicated case study/customer stories page on your website

Most companies with a successful online presence have one of these pages. Emulate the top competitors in your industry by creating an improved version of their pages.

You can also add a case studies section to your resources page or blog.

Build CTAs into your case study pages

The chances are low that a random Googler will make it to your case studies. Most likely, it’s someone who thinks they might need your product.

So don’t be afraid to include calls to action throughout your case study pages.

Share case studies as part of your email marketing campaigns

Email marketing is hands-down the best channel for nurturing potential needs . That means you should always use case studies and customer success stories in your campaigns.

But it’s important that it doesn’t feel too promotional. Instead, share the unique steps they took to ensure success to deliver value, not just pitch.

Use case study video ads to overcome objections

When you’re thinking about buying a product, it’s easy to talk yourself out of it.

“It’s too expensive.” “It won’t work for me.” There are a lot of excuses and objections out there.

A case study video can be a powerful tool to overcome these objections in potential buyers.

Don’t overlook case studies when you’re planning your next marketing campaign. Towards the bottom end of the funnel, in stages like decision and action, they’re a powerful marketing tool.

When used right, case studies will help you fill your sales pipeline and provide your sales team with qualified leads.

Hopefully, the examples in this article taught you how you can use case studies in social media, email, and content marketing strategy to further your business goals.

You should also have learned how to use case studies to sell your company’s expertise.

If you want to grow your business, it’s crucial to learn from the people who have gone before you. In marketing, trying to learn all principles from scratch through trial and error would be a costly mistake.

If you’re ready to take advantage of marketing automation and email marketing tools that help similar businesses generate ROIs of 20x or higher, start your ActiveCampaign trial today .

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• Harvard Business School →
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• November 2019 (Revised April 2020)
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Purple Innovation, Inc.: The Online to Offline Marketing Challenge

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• Faculty Research
• Purple Innovation, Inc.: The Online to Offline Marketing Challenge  By: Elie Ofek
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• Digital Marketing Strategy and Planning
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Amazon.com marketing strategy 2023: E-commerce retail giant business case study

What goes into the Amazon marketing strategy secret sauce? Our business case study explores Amazon's revenue model and culture of customer metrics, history of Amazon.com and marketing objectives

In the final quarter of 2022, Amazon reported net sales of over $149.2 billion. This seasonal spike is typical of Amazon's quarterly reporting , but the growth is undeniable as this was the company's highest quarter ever.

There is no doubt that the e-commerce retail giant continues to lead the way in e-commerce growth. The Amazon marketing strategy we are familiar with today has evolved since it was founded in 1994.

I've highlighted the Amazon marketing strategy case study in my books for nearly 20 years now since I think all types of businesses can learn from their digital business strategy. Their response to the pandemic is impressive but not entirely surprising for a brand that is ' customer obsessed '.

From startups and small businesses to large international businesses, we can all learn from their focus on the customer, particularly at this time, testing market opportunities made available by digital technology, and their focus on testing and analysis to improve results.

Their focus on customer experience put Amazon in the role of a thought leader in e-commerce experience. However, whether due to diminished customer service, or increasing customer expectations, or a mixture of the two, fulled by a global pandemic - notably, 2020 was the first time Amazon's ACSI customer satisfaction rating dropped below 80 since launch, to 65%.

With customer satisfaction now measuring at 79% in 2022 , customer satisfaction in Amazon has risen again, but is still not as high as it once was.

Currently, Forbes gives a consensus recommendation to buy Amazon stock, giving a return on assets (TTM) of 1.73%. The stock performance is not as high as we saw in 2020 and 2021, but it did show some growth in late 2022 - early 2023.

I aim to keep this case study up-to-date for readers of the books and Smart Insights readers who may be interested. In it, we look at Amazon's background, revenue model, and sources for the latest business results.

We can also learn from their digital marketing strategy, since they use digital marketing efficiently across all customer communications touchpoints in our RACE Framework :

• Reach : Amazon's initial business growth based on a detailed approach to SEO and AdWords targeting millions of keywords.
• Act : Creating clear and simple experiences through testing and learning.
• Convert : Using personalization to make relevant recommendations and a clear checkout process that many now imitate.
• Engage : Amazon's customer-centric culture delights customers and keeps them coming back for more.

Looking to optimize your marketing strategy? We've got marketing solutions for your e-commerce business. From startups to retail giants, our bespoke marketing training empowers e-commerce marketers to plan, manage and optimize their marketing strategies, with marketing tools proven to generate growth. Find out more.

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Amazon's growth and business model evolution

Forbes credits Amazon's success to 3 rules which it breaks, but we 'probably shouldn't'!

• Strategy is about focus - although Amazon has an incredible number of strands to the business today.
• Don’t throw good money after bad - with criticism in particular of Amazon's investment in groceries.
• Your core competencies determine what you can and can’t do - developing the Kindle with no hardware manufacturing experience.

In this way, Forbes outlines a 'risky' approach to marketing strategy which, for Amazon, paid off in dividends. So, there is plenty to learn from studying this company, even if we decide not to replicate all tactics and strategies.

Amazon.com mission and vision

When it first launched, Amazon’s had a clear and ambitious mission. To offer:

Earth’s biggest selection and to be Earth’s most customer-centric company.

Today, with business users of its Amazon Web Service representing a new type of customer, Amazon says:

this goal continues today, but Amazon’s customers are worldwide now and have grown to include millions of Con-sumers, Sellers, Content Creators, Developers, and Enterprises. Each of these groups has different needs, and we always work to meet those needs, by innovating new solutions to make things easier, faster, better, and more cost-effective.

20 years later, Amazon are still customer-centric, in fact, in the latest Amazon Annual report , 2021, Jeff Bezos of Amazon explains customer obsession.

"We seek to be Earth’s most customer-centric company and believe that our guiding principle of customer obsession is one of our greatest strengths. We seek to offer our customers a comprehensive selection of products, low prices, fast and free delivery, easy-to-use functionality, and timely customer service. By focusing obsessively on customers, we are internally driven to improve our services, add benefits and features, invent new products, lower prices, increase product selection, and speed up shipping times—before we have to."

Amazon business and revenue model

I recommend anyone studying Amazon checks the latest annual reports, proxies, and shareholder letters. The annual filings give a great summary of eBay business and revenue models.

The 2020 report includes a great vision for Digital Agility (reprinted from 1997 in their latest annual report) showing testing of business models that many businesses don't yet have. Amazon explain:

"We will continue to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will continue to learn from both our successes and our failures".

They go on to explain that business models are tested from a long-term perspective, showing the mindset of CEO Jeff Bezos:

We will continue to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term Wall Street reactions.

The latest example of innovation in their business model is the launch of Amazon Go, a new kind of store with no checkout required. Boasting a "Just Walk Out Shopping experience",the Amazon Go app users enter the store, take the products they want, and go with no lines and no checkout.

More recently, there have been a range of business model innovations focussed on hardware and new services: Kindle e-readers, Fire Tablet, smartphone and TV, Echo (using the Alexa Artificial Intelligence voice-assistant), grocery delivery, Amazon Fashion and expansion to the business-oriented Amazon Web Services (AWS). Amazon Prime, an annual membership program that includes unlimited free shipping and then involved diversification to a media service with access to unlimited instant streaming of thousands of movies and TV episodes.

AWS is less well-known outside of tech people, but Amazon is still pursuing this cloud service aggressively. They now have 10 AWS regions around the world, including the East Coast of the U.S., two on the West Coast, Europe, Singapore, Tokyo, Sydney, Brazil, China, and a government-only region called GovCloud.

Amazon marketing strategy

In their 2008 SEC filing, Amazon describes the vision of their business as to:

“Relentlessly focus on customer experience by offering our customers low prices, convenience, and a wide selection of merchandise.”

The vision is still to consider how the core Amazon marketing strategy value proposition is communicated both on-site and through offline communications.

Of course, achieving customer loyalty and repeat purchases has been key to Amazon’s success. Many dot-coms failed because they succeeded in achieving awareness, but not loyalty. Amazon achieved both. In their SEC filing they stress how they seek to achieve this. They say:

" We work to earn repeat purchases by providing easy-to-use functionality, fast and reliable fulfillment, timely customer service, feature-rich content, and a trusted transaction environment.

Key features of Amazon include:

• editorial and customer reviews;
• manufacturer product information;
• web pages tailored to individual preferences, such as recommendations and notifications; 1-Click® technology;
• secure payment systems;
• image uploads;
• searching on our websites as well as the Internet;
• browsing; and the ability to view selected interior pages and citations, and search the entire contents of many of the books we offer with our “Look Inside the Book” and “Search Inside the Book” features.

The community of online customers also creates feature-rich content, including product reviews, online recommendation lists, wish lists, buying guides, and wedding and baby registries."

In practice, as is the practice for many online retailers, the lowest prices are for the most popular products, with less popular products commanding higher prices and a greater margin for Amazon.

Free shipping offers are used to encourage increase in basket size since customers have to spend over a certain amount to receive free shipping. The level at which free shipping is set is critical to profitability and Amazon has changed it as competition has changed and for promotional reasons.

Amazon communicates the fulfillment promise in several ways including the presentation of the latest inventory availability information, delivery date estimates, and options for expedited delivery, as well as delivery shipment notifications and update facilities.

This focus on customer has translated to excellence in service with the 2004 American Customer Satisfaction Index giving Amazon.com a score of 88 which was at the time, the highest customer satisfaction score ever recorded in any service industry, online or offline.

Round (2004) notes that Amazon focuses on customer satisfaction metrics. Each site is closely monitored with standard service availability monitoring (for example, using Keynote or Mercury Interactive) site availability and download speed. Interestingly it also monitors per minute site revenue upper/lower bounds – Round describes an alarm system rather like a power plant where if revenue on a site falls below $10,000 per minute, alarms go off! There are also internal performance service-level-agreements for web services where T% of the time, different pages must return in X seconds.

The importance of technology and an increased focus on Artificial Intelligence and Machine Learning

According to founder and CEO, Jeff Bezos, technology is very important to supporting this focus on the customer. In their 2010 Annual Report (Amazon, 2011) he said:

“Look inside a current textbook on software architecture, and you’ll find few patterns that we don’t apply at Amazon. We use high-performance transactions systems, complex rendering and object caching, workflow and queuing systems, business intelligence and data analytics, machine learning and pattern recognition, neural networks and probabilistic decision making, and a wide variety of other techniques." And while many of our systems are based on the latest in computer science research, this often hasn’t been sufficient: our architects and engineers have had to advance research in directions that no academic had yet taken. Many of the problems we face have no textbook solutions, and so we — happily — invent new approaches”… All the effort we put into technology might not matter that much if we kept technology off to the side in some sort of R&D department, but we don’t take that approach. Technology infuses all of our teams, all of our processes, our decision-making, and our approach to innovation in each of our businesses. It is deeply integrated into everything we do”.

The quote shows how applying new technologies is used to give Amazon a competitive edge. A good recent example of this is providing the infrastructure to deliver the Kindle “Whispersync” update to ebook readers. Amazon reported in 2011 that Amazon.com is now selling more Kindle books than paperback books. For every 100 paperback books Amazon has sold, the Company sold 115 Kindle books. Kindle apps are now available on Apple iOS, Android devices and on PCs as part of a “ Buy Once, Read Anywhere ” proposition which Amazon has developed.

Some of the more recent applications of AI at Amazon are highly visible, for example, the Amazon Echo assistant and technology in the Amazon Go convenience store that uses machine vision to eliminate checkout lines.

In their 2017 report, they describe the increased use of machine learning and AI ‘behind the scenes’ at Amazon:   "much of what we do with machine learning happens beneath the surface. Machine learning drives our algorithms for demand forecasting, product search ranking, product and deals recommendations, merchandising placements, fraud detection, translations, and much more. Though less visible, much of the impact of machine learning will be of this type – quietly but meaningfully improving core operations".

Amazon Customers

Amazon defines what it refers to as three consumer sets customers, seller customers and developer customers.

There are over 76 million customer accounts, but just 1.3 million active seller customers in it’s marketplaces and Amazon is seeking to increase this. Amazon is unusual for a retailer in that it identifies “developer customers” who use its Amazon Web Services, which provides access to technology infrastructure such as hosting that developers can use to develop their own web services.

Members are also encouraged to join a loyalty program, Amazon Prime, a fee-based membership program in which members receive free or discounted express shipping, in the United States, the United Kingdom, Germany, and Japan.

We've got marketing tools and templates to help you compete in a challenging environment, grow your market share, and win more customers. Join thousands of savvy Smart Insights Business Members using our marketing solutions integrated across the RACE Framework to drive the results they need.

As we know, e-commerce marketing is all about the customers. Our RACE Growth System down your customer journeys into a simple 5-step structure of plan - reach - act - convert - engage. Create a winning retail e-commerce marketing strategy with Smart Insights, to acquire and retain more customers, and accelerate your ROI. Get started today.

Competition

In its 2017 SEC filing Amazon describes the environment for our products and services as ‘intensely competitive’. It views its main current and potential competitors as:

• 1) online, offline, and multichannel retailers, publishers, vendors, distributors, manufacturers, and producers of the products we offer and sell to consumers and businesses;
• (2) publishers, producers, and distributors of physical, digital, and interactive media of all types and all distribution channels;
• (3) web search engines, comparison shopping websites, social networks, web portals, and other online and app-based means of discovering, using, or acquiring goods and services, either directly or in collaboration with other retailers;
• (4) companies that provide e-commerce services, including website development, advertising, fulfillment, customer service, and payment processing;
• (5) companies that provide fulfillment and logistics services for themselves or for third parties, whether online or offline;
• (6) companies that provide information technology services or products, including on- premises or cloud-based infrastructure and other services; and
• (7) companies that design, manufacture, market, or sell consumer electronics, telecommunication, and electronic devices.

It believes the main competitive factors in its market segments include "selection, price, availability, convenience, information, discovery, brand recognition, personalized services, accessibility, customer service, reliability, speed of fulfillment, ease of use, and ability to adapt to changing conditions, as well as our customers’ overall experience and trust in transactions with us and facilitated by us on behalf of third-party sellers".

For services offered to business and individual sellers, additional competitive factors include the quality of our services and tools, their ability to generate sales for third parties we serve, and the speed of performance for our services.

From Auctions to marketplaces

Amazon auctions (known as zShops) were launched in March 1999, in large part as a response to the success of eBay. They were promoted heavily from the home page, category pages and individual product pages. Despite this, a year after its launch it had only achieved a 3.2% share of the online auction compared to 58% for eBay and it only declined from this point.

Today, competitive prices of products are available through third-party sellers in the ‘Amazon Marketplace’ which are integrated within the standard product listings. A winning component of the Amazon marketing strategy for marketplaces was the innovation to offer such an auction facility, initially driven by the need to compete with eBay. But now the strategy has been adjusted such that Amazon describe it as part of the approach of low-pricing.

Although it might be thought that Amazon would lose out on enabling its merchants to sell products at lower prices, in fact Amazon makes greater margin on these sales since merchants are charged a commission on each sale and it is the merchant who bears the cost of storing inventory and fulfilling the product to customers. As with eBay, Amazon is just facilitating the exchange of bits and bytes between buyers and sellers without the need to distribute physical products.

Amazon Media sales

You may have noticed that unlike some retailers, Amazon displays relevant Google text ads and banner ads from brands. This seems in conflict with the marketing strategy of focus on experience since it leads to a more cluttered store. However in 2011 Amazon revealed that worldwide media sales accounted for approximately 17% of revenue!

Whilst it does not reveal much about the Amazon marketing strategy approach in its annual reports, but there seems to be a focus on online marketing channels. Amazon (2011) states “we direct customers to our websites primarily through a number of targeted online marketing channels, such as our Associates program, sponsored search, portal advertising, email marketing campaigns, and other initiatives”.

These other initiatives may include outdoor and TV advertising, but they are not mentioned specifically. In this statement they also highlight the importance of customer loyalty tools. They say: “while costs associated with free shipping are not included in marketing expense, we view free shipping offers and Amazon Prime as effective worldwide marketing tools, and intend to continue offering them indefinitely”.

How ‘The Culture of Metrics’ started

A common theme in Amazon’s development is the drive to use a measured approach to all aspects of the business, beyond the finance. Marcus (2004) describes an occasion at a corporate ‘boot-camp’ in January 1997 when Amazon CEO Jeff Bezos ‘saw the light’. ‘

At Amazon, we will have a Culture of Metrics’, he said while addressing his senior staff. He went on to explain how web-based business gave Amazon an ‘amazing window into human behaviour’.

Marcus says: ‘Gone were the fuzzy approximations of focus groups, the anecdotal fudging and smoke blowing from the marketing department' - the Amazon marketing strategy was reborn!

A company like Amazon could (and did) record every move a visitor made, every last click and twitch of the mouse. As the data piled up into virtual heaps, hummocks and mountain ranges, you could draw all sorts of conclusions about their chimerical nature, the consumer. In this sense, Amazon was not merely a store, but an immense repository of facts. All we needed were the right equations to plug into them’.

James Marcus then goes on to give a fascinating insight into a breakout group discussion of how Amazon could better use measures to improve its performance. Marcus was in the Bezos group, brainstorming customer-centric metrics. Marcus (2004) summarises the dialogue, led by Bezos:

"First, we figure out which things we’d like to measure on the site", he said.

"For example, let’s say we want a metric for customer enjoyment. How could we calculate that?"

"There was silence. Then somebody ventured: "How much time each customer spends on the site?"

"Not specific enough", Jeff said.

"How about the average number of minutes each customer spends on the site per session" someone else suggested. "If that goes up, they’re having a blast".

"But how do we factor in the purchase?" I [Marcus] said feeling proud of myself.

"Is that a measure of enjoyment"?

"I think we need to consider the frequency of visits, too", said a dark-haired woman I didn’t recognize.

“Lot of folks are still accessing the web with those creepy-crawly modems. Four short visits from them might be just as good as one visit from a guy with a T-1. Maybe better’.

"Good point", Jeff said. "And anyway, enjoyment is just the start. In the end, we should be measuring customer ecstasy"

It is interesting that Amazon was having this debate about the elements of RFM analysis (described in Chapter 6 of Internet Marketing), 1997, after already having achieved $16 million of revenue in the previous year. Of course, this is a minuscule amount compared with today’s billions of dollar turnover. The important point was that this was the start of a focus on metrics which can be seen through the description of Matt Pounds work later in this case study.

Amazon marketing strategy experiments!

Amazon have created their own internal experimentation platform called a “Weblab” that they use to evaluate improvements to our websites and products. In 2013, they ran 1,976 Weblabs worldwide, up from 1,092 in 2012, and 546 in 2011. Now many companies use AB testing, but this shows the scale of testing at Amazon.

One example of how these are applied is a new feature called “Ask an owner”.  From a product page, customers can ask any question related to the product, Amazon then route these questions to owners of the product who answer.

From human to software-based recommendations

Amazon marketing strategy has developed internal tools to support this ‘Culture of Metrics’. Marcus (2004) describes how the ‘Creator Metrics’ tool shows content creators how well their product listings and product copy are working. For each content editor such as Marcus, it retrieves all recently posted documents including articles, interviews, booklists and features. For each one it then gives a conversion rate to sale plus the number of page views, adds (added to basket) and repels (content requested, but the back button then used).

In time, the work of editorial reviewers such as Marcus was marginalised since Amazon found that the majority of visitors used the search tools rather than read editorial and they responded to the personalised recommendations as the matching technology improved (Marcus likens early recommendations techniques to ‘going shopping with the village idiot’).

Experimentation and testing at Amazon.com

The ‘Culture of Metrics’ also led to a test-driven approach to improving results at Amazon. Matt Round, speaking at E-metrics 2004 when he was director of personalisation at Amazon describes the philosophy as ‘Data Trumps Intuitions’. He explained how Amazon used to have a lot of arguments about which content and promotion should go on the all important home page or category pages. He described how every category VP wanted top-center and how the Friday meetings about placements for next week were getting ‘too long, too loud, and lacked performance data’.

But today ‘automation replaces intuitions’ and real-time experimentation tests are always run to answer these questions since actual consumer behaviour is the best way to decide upon tactics.

Marcus (2004) also notes that Amazon has a culture of experiments of which A/B tests are key components. Examples where A/B tests are used include new home page design, moving features around the page, different algorithms for recommendations, changing search relevance rankings. These involve testing a new treatment against a previous control for a limited time of a few days or a week. The system will randomly show one or more treatments to visitors and measure a range of parameters such as units sold and revenue by category (and total), session time, session length, etc. The new features will usually be launched if the desired metrics are statistically significantly better.

Statistical tests are a challenge though as distributions are not normal (they have a large mass at zero for example of no purchase) There are other challenges since multiple A/B tests are running every day and A/B tests may overlap and so conflict. There are also longer-term effects where some features are ‘cool’ for the first two weeks and the opposite effect where changing navigation may degrade performance temporarily. Amazon also finds that as its users evolve in their online experience the way they act online has changed. This means that Amazon has to constantly test and evolve its features.

With the latest announcement from Google to sunset their Google Optimize A/B testing , digital marketers will do well to look out for new technology to assist in their testing efforts. We'll keep our members updated with announcements

Amazon.com technology marketing strategy

It follows that the Amazon technology infrastructure must readily support this culture of experimentation and this can be difficult to achieved with standardised content management. Amazon has achieved its competitive advantage through developing its technology internally and with a significant investment in this which may not be available to other organisations without the right focus on the online channels.

As Amazon explains in SEC (2005) ‘using primarily our own proprietary technologies, as well as technology licensed from third parties, we have implemented numerous features and functionality that simplify and improve the customer shopping experience, enable third parties to sell on our platform, and facilitate our fulfillment and customer service operations. Our current strategy is to focus our development efforts on continuous innovation by creating and enhancing the specialized, proprietary software that is unique to our business, and to license or acquire commercially-developed technology for other applications where available and appropriate. We continually invest in several areas of technology, including our seller platform; A9.com, our wholly-owned subsidiary focused on search technology on www.A9.com and other Amazon sites; web services; and digital initiatives.’

Round (2004) describes the technology approach as ‘distributed development and deployment’. Pages such as the home page have a number of content ‘pods’ or ‘slots’ which call web services for features. This makes it relatively easy to change the content in these pods and even change the location of the pods on-screen. Amazon uses a flowable or fluid page design unlike many sites which enables it to make the most of real-estate on-screen.

Technology also supports more standard e-retail facilities. SEC (2005) states: ‘We use a set of applications for accepting and validating customer orders, placing and tracking orders with suppliers, managing and assigning inventory to customer orders, and ensuring proper shipment of products to customers. Our transaction-processing systems handle millions of items, a number of different status inquiries, multiple shipping addresses, gift-wrapping requests, and multiple shipment methods. These systems allow the customer to choose whether to receive single or several shipments based on availability and to track the progress of each order. These applications also manage the process of accepting, authorizing, and charging customer credit cards.’

Data-driven Automation

Round (2004) said that ‘Data is king at Amazon’. He gave many examples of data driven automation including customer channel preferences; managing the way content is displayed to different user types such as new releases and top-sellers, merchandising and recommendation (showing related products and promotions) and also advertising through paid search (automatic ad generation and bidding).

The automated search advertising and bidding system for paid search has had a big impact at Amazon. Sponsored links initially done by humans, but this was unsustainable due to range of products at Amazon. The automated programme generates keywords, writes ad creative, determines best landing page, manages bids, measure conversion rates, profit per converted visitor and updates bids. Again the problem of volume is there, Matt Round described how the book ‘How to Make Love Like a Porn Star’ by Jenna Jameson received tens of thousands of clicks from pornography-related searches, but few actually purchased the book. So the update cycle must be quick to avoid large losses.

There is also an automated email measurement and optimization system. The campaign calendar used to be manually managed with relatively weak measurement and it was costly to schedule and use. A new system:

• Automatically optimizes content to improve customer experience
• Avoids sending an e-mail campaign that has low clickthrough or high unsubscribe rate
• Includes inbox management (avoid sending multiple emails/week)
• Has growing library of automated email programs covering new releases and recommendations

But there are challenges if promotions are too successful if inventory isn’t available.

Your Recommendations

Customers Who Bought X…, also bought Y is Amazon’s signature feature. Round (2004) describes how Amazon relies on acquiring and then crunching a massive amount of data. Every purchase, every page viewed and every search is recorded. So there are now to new version, customers who shopped for X also shopped for… and Customers who searched for X also bought… They also have a system codenamed ‘Goldbox’ which is a cross-sell and awareness raising tool. Items are discounted to encourage purchases in new categories!

See the original more detailed PDF article on Amazon personalization / recommendation collaborative filtering system .

He also describes the challenge of techniques for sifting patterns from noise (sensitivity filtering) and clothing and toy catalogues change frequently so recommendations become out of date. The main challenges though are the massive data size arising from millions of customers, millions of items and recommendations made in real time.

Amazon marketing strategy for partnerships

As Amazon grew, its share price growth enabled partnership or acquisition with a range of companies in different sectors. Marcus (2004) describes how Amazon partnered with Drugstore.com (pharmacy), Living.com (furniture), Pets.com (pet supplies), Wineshopper.com (wines), HomeGrocer.com (groceries), Sothebys.com (auctions) and Kozmo.com (urban home delivery). In most cases, Amazon purchased an equity stake in these partners, so that it would share in their prosperity. It also charged them fees for placements on the Amazon site to promote and drive traffic to their sites.

Similarly, Amazon marketing strategy was to charge publishers for prime-position to promote books on its site which caused an initial hue-and-cry, but this abated when it was realised that paying for prominent placements was widespread in traditional booksellers and supermarkets. Many of these new online companies failed in 1999 and 2000, but Amazon had covered the potential for growth and was not pulled down by these partners, even though for some such as Pets.com it had an investment of 50%.

Analysts sometimes refer to ‘Amazoning a sector’ meaning that one company becomes dominant in an online sector such as book retail such that it becomes very difficult for others to achieve market share. In addition to developing, communicating and delivering a very strong proposition, Amazon has been able to consolidate its strength in different sectors through its partnership arrangements and through using technology to facilitate product promotion and distribution via these partnerships. The Amazon retail platform enables other retailers to sell products online using the Amazon user interface and infrastructure through their ‘Syndicated Stores’ programme.

For example, in the UK, Waterstones (www.waterstones.co.uk) is one of the largest traditional bookstores. It found competition with online so expensive and challenging, that eventually it entered a partnership arrangement where Amazon markets and distributes its books online in return for a commission online. Similarly, in the US, Borders a large book retailer uses the Amazon merchant platform for distributing its products.

Toy retailer Toys R’ Us have a similar arrangement. Such partnerships help Amazon extends its reach into the customer-base of other suppliers, and of course, customers who buy in one category such as books can be encouraged to purchase into other areas such as clothing or electronics.

Another form of partnership referred to above is the Amazon Marketplace which enables Amazon customers and other retailers to sell their new and used books and other goods alongside the regular retail listings. A similar partnership approach is the Amazon ‘Merchants@’ program which enables third party merchants (typically larger than those who sell via the Amazon Marketplace) to sell their products via Amazon. Amazon earn fees either through fixed fees or sales commissions per-unit. This arrangement can help customers who get a wider choice of products from a range of suppliers with the convenience of purchasing them through a single checkout process.

Finally, Amazon marketing strategy has also facilitated formation of partnerships with smaller companies through its affiliates programme. Internet legend records that Jeff Bezos, the creator of Amazon was chatting to someone at a cocktail party who wanted to sell books about divorce via her web site. Subsequently, Amazon.com launched its Associates Program in July 1996 and it is still going strong.

Here, the Amazon marketing strategy has created a tiered performance-based incentives to encourage affiliates to sell more Amazon products.

Amazon Marketing strategy communications

In their SEC filings Amazon state that the aims of their communications strategy are (unsurprisingly) to:

• Increase customer traffic to our websites
• Create awareness of our products and services
• Promote repeat purchases
• Develop incremental product and service revenue opportunities
• Strengthen and broaden the Amazon.com brand name.

Amazon also believes that its most effective marketing communications are a consequence of their focus on continuously improving the customer experience. This then creates word-of-mouth promotion which is effective in acquiring new customers and may also encourage repeat customer visits.

As well as this Marcus (2004) describes how Amazon used the personalisation enabled through technology to reach out to a difficult to reach market which Bezos originally called ‘the hard middle’. Bezos’s view was that it was easy to reach 10 people (you called them on the phone) or the ten million people who bought the most popular products (you placed a superbowl ad), but more difficult to reach those in between. The search facilities in the search engine and on the Amazon site, together with its product recommendation features meant that Amazon could connect its products with the interests of these people.

Online advertising techniques include paid search marketing, interactive ads on portals, e-mail campaigns and search engine optimisation. These are automated as far as possible as described earlier in the case study. As previously mentioned, the affiliate programme is also important in driving visitors to Amazon and Amazon offers a wide range of methods of linking to its site to help improve conversion.

For example, affiliates can use straight text links leading direct to a product page and they also offer a range of dynamic banners which feature different content such as books about Internet marketing or a search box. Amazon also use cooperative advertising arrangements, better known as ‘contra-deals’ with some vendors and other third parties. For example, a print advertisement in 2005 for a particular product such as a wireless router with a free wireless laptop card promotion will feature a specific Amazon URL in the ad. In product fulfilment packs, Amazon may include a leaflet for a non-competing online company such as Figleaves.com (lingerie) or Expedia (travel). In return, Amazon leaflets may be included in customer communications from the partner brands.

Our Associates program directs customers to our websites by enabling independent websites to make millions of products available to their audiences with fulfillment performed by us or third parties. We pay commissions to hundreds of thousands of participants in our Associates program when their customer referrals result in product sales.

In addition, we offer everyday free shipping options worldwide and recently announced Amazon.com Prime in the U.S., our first membership program in which members receive free two-day shipping and discounted overnight shipping. Although marketing expenses do not include the costs of our free shipping or promotional offers, we view such offers as effective marketing tools.

Marcus, J. (2004) Amazonia. Five years at the epicentre of the dot-com juggernaut, The New Press, New York, NY.

Round, M. (2004) Presentation to E-metrics, London, May 2005. www.emetrics.org.

By Dave Chaffey

Digital strategist Dr Dave Chaffey is co-founder and Content Director of online marketing training platform and publisher Smart Insights. 'Dr Dave' is known for his strategic, but practical, data-driven advice. He has trained and consulted with many business of all sizes in most sectors. These include large international B2B and B2C brands including 3M, BP, Barclaycard, Dell, Confused.com, HSBC, Mercedes-Benz, Microsoft, M&G Investment, Rentokil Initial, O2, Royal Canin (Mars Group) plus many smaller businesses. Dave is editor of the templates, guides and courses in our digital marketing resource library used by our Business members to plan, manage and optimize their marketing. Free members can access our free sample templates here . Dave is also keynote speaker, trainer and consultant who is author of 5 bestselling books on digital marketing including Digital Marketing Excellence and Digital Marketing: Strategy, Implementation and Practice . In 2004 he was recognised by the Chartered Institute of Marketing as one of 50 marketing ‘gurus’ worldwide who have helped shape the future of marketing. My personal site, DaveChaffey.com, lists my latest Digital marketing and E-commerce books and support materials including a digital marketing glossary . Please connect on LinkedIn to receive updates or ask me a question .

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BRIAN KENNY: The theory of disruptive innovation was first coined by Harvard Business School professor Clayton Christensen in his 1997 book, The Innovator’s Dilemma . The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, and affordability where complication and high cost are the status quo. Think Netflix disrupting the video rental space. Over the years, the term has been applied liberally and not always correctly to other examples, but every so often, an idea comes along that really fits the bill. Enter Uber, the ridesharing behemoth that turned the car service industry on its head. In a few short years after launching in 2010, Uber became the largest car service in the world, as measured in ride count. Last year, Uber drove 6.2 billion riders. Today’s case takes us to London in 2019, where Uber is facing the latest in a long list of challenges from regulators threatening their ability to continue operating in that important market. In this episode of Cold Call , we welcome Alexander MacKay to discuss the case entitled, “Uber: Competing Globally.” I’m your host, Brian Kenny, and you’re listening to Cold Call on the HBR Presents network.

Alexander MacKay is in the strategy unit at Harvard Business School. His research focuses on matters of competition, including pricing, demand, and market structure. Alex, thanks for joining us on Cold Call today.

ALEX MACKAY: Thank you, Brian. Very happy to be here.

BRIAN KENNY: The idea of Uber seems so simple, but it was revolutionary in so many ways. And Uber has been in the headlines many times for both good and bad reasons in its decade of existence. So we’re going to touch on a lot of those things today. So thanks for sharing the case with us.

ALEX MACKAY: Brian, I’m very happy to. It’s a little funny, we’ve actually started to see the first few students who have never hailed a traditional taxi in our classrooms. So I think increasingly, the contrast between the two is going to be pretty difficult for people to fully understand.

BRIAN KENNY: Let me ask you to start by telling us what your cold call would be when you set up the class here.

ALEX MACKAY: The case starts off with the current legal battle going on in London. And so the first question I just ask to start the classroom is: What’s the end game for Uber in London? What do they look like 10 years from now? In the midst of this ongoing legal battle, there has been back and forth, some give and take from both sides, Transportation for London, and also on the Uber side as well. And there’s actually a recent court case that has allowed Uber to have a little more time to operate. They bought about 18 more months of time, but this has been also brought with additional, stricter scrutiny, and 18 months from now, they’re going to be at it again trying to figure out exactly what rules Uber’s allowed to operate under.

BRIAN KENNY: It seems like 18 months in the lifetime of Uber is like a decade. Everything seems to happen so quickly for this company. That’s a long period of time. What made you decide to write this case? How does it relate to the work that you’re doing in your research?

ALEX MACKAY: A big focus of my research is on competition policy, particularly the realms of antitrust and regulation. And here we have a company, Uber, whose relationship with regulation has been really essential to its strategy from day one. And I think appreciating the effects of regulation and how its impact Uber’s performance in different markets, is really critical for understanding strategy and global strategy broadly.

BRIAN KENNY:  Let’s just talk a little bit about Uber. I think people are familiar with it, but they may not be familiar with just how large they are in this space. And the space that they’ve sort of created has also blown up and expanded in many ways. So how big is Uber? Like what’s the landscape of ridesharing look like and where does Uber sit in that landscape?

ALEX MACKAY: Uber globally is the biggest ridesharing company. In 2018, they had over $10 billion in revenue for both ridesharing and their Uber Eats platform. And you mentioned in the introduction, that they had over 6 billion rides in 2019. That’s greater than 15 million rides every day that’s happening on their platform. So really, just an enormous company.

BRIAN KENNY: So they started back in 2010. It’s been kind of an amazing decade of growth for them. How do you explain that kind of rapid expansion?

ALEX MACKAY: They were financed early on with some angel investors. I think Kalanick’s background really helped there to get some early funding. But one of the critical things that allowed them to expand early into many markets that helped their growth was they’re a relatively asset light company. On the ground, they certainly need sales teams, they need translation work to move into different markets, but because the main asset they were providing in these different markets was software, and drivers were bringing their own cars and riders were bringing their own phones, the key pieces of hardware that you need to operate this market, they really didn’t have to invest a ton of capital. In fact, when they launched in Paris, they launched as sort of a prototype, just to show, “Hey, we can do this in Paris without too much difficulty,” as their first international market. So being able to really scale it across different markets really allowed them to grow. I think by 2015, their market cap was $60 billion, five years after founding, which is just an incredible rate of growth.

BRIAN KENNY: So they’re the biggest car service in the world, but they don’t own any cars. Like what business are they really in, I guess is the question?

ALEX MACKAY: They’re certainly in the business of matching riders to drivers. They’ve been able to do this in a way that doesn’t require them to own cars, just through the use of technology. And so what they’re doing, and this is I think pretty well understood, is that they’re using existing capital, people who have cars that may be going unused, personal cars, and Uber is able to use that and deploy that to give riding services to different customers. Whereas in the traditional taxi model, you could have taxis that you didn’t necessarily own, but you leased them or you rented them, but they had the express purpose of being driven for taxi services. And so it wasn’t using idle capital. You kind of had to create additional capital in order to provide the services.

BRIAN KENNY: So you mentioned Travis Kalanick a little bit earlier, but he was one of the co-founders of the company, and the case goes a little bit into his philosophy of what expansion into new markets should look like. Can you talk a little bit about that?

ALEX MACKAY: Certainly. Yeah. And I think it might even be helpful to talk a bit about his background, which I think provides a little more context before Uber. He dropped out of UCLA to work on his first company, Scour, and that was a peer-to-peer file sharing service, a lot like Napster, and actually predated Napster. And where he was operating was sort of an evolving legal gray area. Eventually, Scour got sued for $250 billion by a collection of entertainment companies and had to file for bankruptcy.

BRIAN KENNY: Wow.

ALEX MACKAY: He followed that up with his next venture, Red Swoosh, and that was software aimed at allowing users to share network bandwidth. So again, it was a little bit ahead of its time, making use of recent advances in technology. Early on though, they got in trouble with the IRS. They weren’t withholding taxes, and there were some other issues with his co-founder, and there was sort of a bad breakup between the two. Despite this, he persevered and ended up selling the company for $23 million in 2007. And after that, his next big thing was Uber. So one thing I just want to point out is that at all three of these companies, he was looking to do something that leveraged new technology to change the world. And by nature, sometimes businesses like that operate in a legal gray area and you have very difficult decisions to make. Some other decisions you have to make are clearly unethical and there’s really no reason to make some of those decisions, like with the taxes and with some other things that came out later on at Uber, but certainly one of the things that any founder who’s looking to change the world with a big new technology company has to deal with, is that often, the legal framework and the regulatory framework around what you’re trying to do isn’t well established.

BRIAN KENNY: Obviously drama seems to follow Travis where he goes. And his expansion strategy was pretty aggressive. It was almost like a warlike mentality in terms of going into a new market. And you could sort of sum it up as saying ask forgiveness. Is that fair?

ALEX MACKAY: Yeah. Yeah. Ask for forgiveness, not permission. I think they were really focused on winning. I think that was sort of their ultimate goal. We describe in the case there’s this policy of principle confrontation, to ignore existing regulations until you receive pushback. And then when you do receive pushback, either from local regulators or existing sort of taxicab drivers, mobilize a response to sort of confront that. During their beta launch in 2010, they received a cease-and-desist letter from the city of San Francisco. And they essentially just ignored this letter. They rebranded, they used to be UberCab, and they just took “Cab” out of their name, so now they’re Uber. And you can see their perspective in their press release in response to this. They say, “UberCab is a first to market cutting edge transportation technology, and it must be recognized that the regulations from both city and state regulatory bodies have not been written with these innovations in mind. As such, we are happy to help educate the regulatory bodies on this new generation of technology and work closely with both agencies to ensure compliance.”

BRIAN KENNY: It’s a little arrogant.

ALEX MACKAY: Yeah, so you can see right there, they’re saying, what we’re operating in is sort of this new technology-based realm and the regulators don’t really understand what’s going on. And so instead of complying with the existing regulations, we’re going to try to push regulations to fit what we’re trying to do.

BRIAN KENNY: The case is pretty epic in terms of it sort of cuts a sweeping arc across the world, looking at the challenges that they faced with each market they entered, and none more interesting I think the New York City, which is obviously an enormous market. Can you talk a little bit about some of the challenges they faced going into New York with the cab industry being as prevalent as it was and is?

ALEX MACKAY: Yeah, absolutely. I mean, I think it’s pretty well known for people who are familiar with New York that there were restrictions on the number of medallions which allowed taxis to operate. So there was a limited number of taxis that could drive around New York City. This restriction had really driven up the value of these medallions to the taxi owners. And if you had the experience of taking taxis in New York City prior to the advent of Uber, what you’d find is that there were some areas where the service was very, very good. Downtown, Midtown Manhattan, you could almost always find a taxi, but there are other parts of the city where it was very difficult at times to find a cab. And when you got in a cab, you weren’t sure that you were always going to be given a fair ride. And so Uber coming in and providing this technology that allowed you to pick up a ride from anywhere and sort of track the route as you’re going on really disrupted this market. Consumers love them. They had a thousand apps signups before they even launched. Kalanick mentioned this in terms of their launch strategy, we have to go here because the consumers really want us here. But immediately, they started getting pushback from the taxicab owners who were threatened by this new mode of transportation. They argued that they should be under the same regulations that the taxis were. And there were a lot of local government officials that were sort of mobilized against Uber as well. De Blasio, the Mayor of New York, wrote opinion articles against Uber, claiming that they were contributing to congestion. There was a lot of concern that maybe they had some safety issues, and the taxi drivers and the owners brought a lawsuit against Uber for evading these regulations. And then later on, and this was the case in many local governments, de Blasio introduced a bill to put additional restrictions on Uber that would make them look a lot more like a traditional taxi operating model, with limited number of licenses and strict requirements for reporting.

BRIAN KENNY: And this is the same scenario that’s going to play out almost with every city that they go into because there is such an established infrastructure for the taxi industry in those places. They have lobbyists. They’re tied into the political networks. In some instances, it was revealed that they’ve been connected with organized crime. So not for the faint of heart, right, trying to expand into some of the biggest cities in the United States.

ALEX MACKAY: Absolutely. Absolutely. And what’s sort of fascinating about the United States is it’s actually a place where a company can engage in this battle over regulation on the ground. And de Blasio writes his opinion article and pushes forward this bill. Uber responds by taking out an ad campaign, over $3 million, opposing these regulations and calling out de Blasio. So again, we sort of have this fascinating example of Uber mobilizing their own lobbyists, their lawyers, but also public advertising to sort of convince the residents of New York City that de Blasio and the regulators that are trying to come down on them are in the wrong.

BRIAN KENNY: Yeah. And at the end of the day, it’s consumers that they’re really making this appeal to, because I guess my question is, are these regulations stifling innovation? And if they are, who pays the ultimate price for that, Uber or the consumer?

ALEX MACKAY: Consumers definitely loved Uber. And I don’t think any of the regulators were trying to stifle innovation. I don’t think they would say that. I think their biggest concern, their primary concern was safety, and a secondary and related concern here was losing regulatory oversight over the transportation sector. So this is a public service that had been fairly tightly regulated for a long time, and there was some concern that what happens when this just becomes almost a free market sector. At the same time, these regulators have the lobbyists from the taxicab industry and other interested parties in their ear trying to convince them that Uber really is like a taxi company and should be regulated, and really emphasizing the safety concerns and other concerns to try to get stricter regulations put on Uber. And part of that may be valid. I think you certainly should be concerned about safety and there are real concerns there, but part of it is simply the strategic game that rivals are going to play between each other. And the taxicab industry sees Uber as a threat. It’s in their best interest to lobby the regulators to come down on Uber.

BRIAN KENNY: And what’s amazing to me is that while all this is playing out, they’re not turning their tails and running. They’re continuing to push forward and expand into other parts of the world. So can you talk a little bit about what it was like trying to go into countries in Latin America, countries in Asia, where the regulations and the regulatory infrastructure is quite different than it is in the US?

ALEX MACKAY: In the case, we have anecdotes, vignettes, one for each continent. And their experience in each continent was actually pretty different. Even within a continent, you’re going to have very different regulatory frameworks for each country. So we sort of pick a few and focus on a few, just to highlight how the experience is very different in different countries. And one thing that’s sort of interesting, in Latin America, we focus on Bogota in Colombia, and what’s sort of interesting there is they launched secretly and they were pretty early on considered to be illegal, but they continue to operate despite the official policy of being illegal in Colombia. And they were able to do that in a way that you may not be able to do it so easily in the United States, just because of the different layers of enforcement and policy considerations that are present in Colombia and not necessarily in the United States. Now, when I talk about the current state of Uber in different countries, this is continually evolving. So they temporarily suspended their operations early in 2020 in Columbia. Now they’re back. This is a continual back and forth game that they’re playing with the regulators in different markets.

BRIAN KENNY: And in a place like Colombia, are they not worried about violence and the potential for violence against their drivers?

ALEX MACKAY: Absolutely. So this is true sort of around the world. I think in certain countries, violence becomes a little bit more of a concern. And what they found in Colombia is they did have more incidents where taxi drivers decided to take things into their own hands and threaten Uber drivers and Uber riders, sometimes with weapons. Another decision Uber had to make that was related to that was whether or not to allow riders to pay in cash. Because in the United States, they’d exclusively used credit cards, but in Latin America and some other countries like India, consumers tended to prefer to use cash to pay, and allowing that sort of opened up this additional risk that Uber didn’t really have a great system in place to protect them from. Because when you go to cash, you’re not able to track every rider quite as easily, and there’s just a bigger chance for fraud or for robbery and that sort of thing popping up.

BRIAN KENNY: Going into Asia was also quite a challenge for them. Can you talk a little bit about some of the challenges they faced, particularly in China?

ALEX MACKAY: They had very different experiences in each country in Asia. China was a unique case that is very fascinating, because when Uber launched there, there were already existing technology-based, you might call them, rideshare companies, that were fairly prominent, Didi and Kuaidi, And these companies later merged to be one company, DiDi, which is huge. It’s on par with Uber in terms of its global presence as a ridesharing company. When Uber launched there, they didn’t fully anticipate all the changes they would have to make to going into a very different environment. In China, besides having established competitors, Google Maps didn’t work, and they sort of relied on that mapping software to do their location services. So they had to completely redo their location services. They also, again, relied on credit cards for payments, and in China, consumers increasingly used apps to do their payments. And this became a little bit of a challenge because the main app that Chinese customers used, they used WeChat and Alipay primarily, they were actually owned by parent companies of the rival ridesharing company. So Uber had to essentially negotiate with its rivals in order to have consumers pay for their ridesharing services. And so here are a few sort of localization issues that you could argue Uber didn’t fully anticipate when they launched. The other thing about competing in China that’s sort of interesting is that Chinese policy regarding competition is very different from policy in the United States and much of Europe. For the most part, there’s not the traditional antitrust view of protecting the consumers first and foremost. That certainly comes into play, but the Chinese government has other objectives, including promoting domestic firms. And so if you think about launching into a company where there’s a large established domestic rival that certainly increases the difficulty of success, because when push comes to shove, the government is likely to come down on the side of your rival, which is the domestic company, and not the foreign entrant.

BRIAN KENNY: Yeah, which is understandable, I guess, to some extent. This sounds exhausting, to be sort of fighting skirmishes on all these fronts in all these different places in the world. How does that affect the morale or tear at the fabric maybe of the culture at a company like Uber, where they’re trying to manage this on a global scale and running into challenges every step of the way?

ALEX MACKAY: It certainly has an effect. I think Uber did a very good job at recruiting teams of people who really wanted to win. And so, if that’s the consistent message you’re sending to your teams, then these challenges may be actually considered somewhat exciting. And so I think by bringing in that sort of person, I think they actually fueled this desire to win in these markets and really kept the momentum going. One of the downsides of this of course is that if you exclusively focus on winning and getting around the existing regulations, there does become this challenge of what’s ethical and what’s not ethical? And in certain business areas, there actually often is a little bit of a gray line. I mean, you can see this outside of ridesharing. It’s a much broader thing to think about, but regulation of pharmaceuticals, regulation of use of new technologies such as drones, often the technology outpaces the regulation by a little bit and there’s this lag in trying to figure out what actually is the right thing to do. I think it’s a fair question whether or not you can disentangle this sort of principle of confrontation that’s so pervasive throughout the company culture when it comes to regulation from this principle confrontation of other ethical issues that are not necessarily business driven, and whether or not it’s easy to maintain that separation. And I think that’s a fair question, certainly worthy for debate. But what I think is important is you can set up a company where you are abiding by ethical issues that are very clear, but you’re still going to face challenges on the legal side when you’re developing a new business in an area with new technology.

BRIAN KENNY: That’s a great insight. I mean, I found myself asking myself as I got through the case, I can’t tell if Uber is the victim or the aggressor in all of this. And I guess the answer is they’re a little bit of both.

ALEX MACKAY: Yeah. I think it’s fair to characterize them as an aggressor, and I think you sort of need to be if you want to succeed and if you want to change the world in a new technology area. In some sense, they’re a victim in that we’re all the victim as consumers and as firms of regulations that are sometimes difficult to adapt in real time to changing market conditions. And there’s a good reason why they are sticky over time, but sometimes that can be very costly. Going back to something we talked about earlier, I think there are hardly any consumers that wanted Uber kicked out of New York City. I think everyone realized this was just so much superior to any other option they had, that they were really willing to fight to keep Uber around in the limited ways they could.

BRIAN KENNY: So let’s go back to the central issue in the case then, which is, how important is it to them, in terms of their global strategy, to have a presence in a place like London? They’re still not profitable by the way, we should point that out, that despite the fact that they are the largest in the space, they haven’t turned the corner to profitability yet. I would imagine London’s kind of important.

ALEX MACKAY: Absolutely. London is a key international city, and a presence there is important for Uber’s overall brand. So many people travel through London, and it’s a real benefit for anyone who travels to be able to use the same service at any city you stop in. At the same time, they’re facing these increasing regulatory pressures from London, and so it’s a real question whether or not, 10 years from now, they look substantially different from the established taxi industry that’s there. And you can kind of see this battle playing out across different markets. As another example, in Ghana. When they entered there, they actually entered with a framework for understanding. They helped build the regulations for ridesharing services in Ghana when they entered. But over time, that evolved to additional restrictions as the existing taxi companies pushed back on them. So I think a key lesson here in all of this is that the regulations that you see at any given point in time aren’t absolutely fixed, for anyone starting a technology-based company, there will be regulations that do get created that affect your business. Stepping outside of transportation, we can see that going on now with the big tech firms and sort of the antitrust investigations they’re are under. And the policymakers in the US and Europe are really trying to evolve the set of regulations to reflect the different businesses that Apple, Facebook, Microsoft, Google are involved in.

BRIAN KENNY: One thing we haven’t touched on, and it’s not touched on in the case obviously because it just sort of started fairly recently, is the pandemic and the implications of the pandemic for the rideshare industry as fewer people find themselves in need of going anywhere. Have you given any thought to that and whether that’s going to have any effect on the regulations?

ALEX MACKAY: It certainly could. Uber is in a somewhat fortunate position, at least if you judge by their market capitalization, with respect to the pandemic. Initially their stocks took a pretty big hit, but rebounded pretty quickly, and part of this is because the primary part of their business is the transportation through Uber X, but they do also offer the delivery services through Uber Eats, and that business has really picked up during this pandemic. There’s certainly a mix of views about the future, but I think most people do believe that at some point we’ll get back to business as usual, at least for Uber services, when we come up with a vaccine. I think most people anticipate that they’ll be resuming use of Uber once it becomes safe to do so. And I think, to be frank, a lot of people already have resumed using Uber, especially people who don’t have cars or who see it as a valuable alternative or a safer alternative to public transit.

BRIAN KENNY: Yeah, that’s a really good point. And the Uber Eats thing is interesting as another example of how it’s important for businesses to re-imagine the business that they’re in because that, in many ways, may be helping them through a really tough patch here. This has been a really interesting conversation, Alex, I want to ask you one final question, which is, as the students are packing up to leave class, what’s the one thing you want them to take away from the case?

ALEX MACKAY: So I would hope the students take away the importance of regulation in business strategy. And I think the case of Uber really highlights that. And if you look at the conversation around Uber I’d say for the first 10 years of their existence, it was essentially around the superiority of their technology and not so much how they handled regulation. If you think back to the cease-and-desist letter that San Francisco issued in 2010, if Uber had simply stopped operations then, we wouldn’t have the ridesharing world that we have today. So their strategy of principle confrontation with respect to regulation was really essential for their future growth. Again, this does raise important ethical considerations as you’re operating in a legal gray area, but it’s certainly an essential part of strategy.

BRIAN KENNY: Alex, thanks so much for joining us on Cold Call today. It’s been great talking to you.

ALEX MACKAY: Thank you so much, Brian.

BRIAN KENNY: If you enjoy Cold Call, you might like other podcasts on the HBR Presents Network. Whether you’re looking for advice on navigating your career, you want the latest thinking in business and management, or you just want to hear what’s on the minds of Harvard Business School professors, the HBR Presents Network has a podcast for you. Find them on Apple podcasts or wherever you listen. I’m your host, Brian Kenny, and you’ve been listening to Cold Call , an official podcast of Harvard Business School on the HBR Presents Network.

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Amazon Marketing Strategy: Case Study

The Amazon Marketing Strategy has been largely responsible for the company’s meteoric rise to becoming one of the most powerful players in the global market. Dissimilar to conventional marketing approaches, Amazon’s strategy has revolutionized the way businesses operate, reach out to customers, and leave a lasting impact on their shelves, both virtual and physical.

This article will explore Amazon’s marketing goals and objectives, target audience, marketing mix, key strategies, marketing channels, and provide insights on how to apply Amazon marketing strategy to your own business. 

By understanding and leveraging Amazon’s strategies, brands can enhance their own marketing efforts and achieve significant growth.

Amazon Marketing Goals and Objectives

Amazon’s marketing strategy aims to create a seamless shopping experience, increase customer loyalty, and expand its market share. It revolves around customer satisfaction through data-driven decision-making. This approach has helped Amazon maintain a competitive edge and achieve sustained growth. The primary goals and objectives of Amazon’s marketing strategy include:

• Customer Satisfaction : Ensuring a high level of customer satisfaction through excellent service and a user-friendly shopping experience.
• Market Expansion : Continuously expanding its market presence by entering new regions and launching new product categories.
• Brand Loyalty : Building and maintaining strong brand loyalty through programs like Amazon Prime, which offers exclusive benefits and faster shipping.
• Innovation : Investing in innovative technologies to improve operations and enhance the customer experience.

Who is Amazon Target Audience?

Amazon’s target audience encompasses a wide range of individuals, reflecting the company’s broad appeal and diverse customer base. To effectively understand who Amazon’s customers are, it’s essential to analyze their customer segmentation from various perspectives: demographic, geographic, behavioral, and psychographic aspects.

Examining the demographic segmentation , Amazon primarily targets adults aged 18 to 60, with a significant proportion falling within the 35-49-year-old age bracket. This age group represents a critical segment that actively engages in online shopping and has the financial means to purchase products from Amazon. In addition, this demographic represents a sizable market segment that is likely to have access to technology and is already accustomed to online shopping practices.

When exploring Amazon’s geographic target audience , it becomes evident that the company’s vast customer base primarily comes from the United States. More than 60% of Amazon’s website traffic is from the US alone. This highlights the dominance of Amazon in the American market and its efforts to capture a significant share of the e-commerce sector within the country.

From a behavioral standpoint , Amazon’s customer segmentation sets apart casual customers (non-Prime) from those with a Prime membership. The behavior of these two groups differs significantly in terms of purchasing frequency. While 37% of casual customers make multiple purchases throughout the year, those with a Prime membership go a step further. Nearly half of Prime members make at least one purchase every week, and a compelling 74% purchase monthly. This data highlights the appeal and loyalty that Amazon Prime membership generates, often leading to increased engagement and frequency of purchases.

Psychographic segmentation also plays a vital role in understanding Amazon’s target audience. Widespread customer surveys, analysis of purchase patterns, and engagement data have provided insights into the preferences, hobbies, and interests of Amazon customers. Amazon caters to various psychographic segments such as technology enthusiasts, bookworms, fitness enthusiasts, home improvement enthusiasts, fashion-forward individuals, and many more. By identifying and catering to the psychographic needs and preferences of its customers, Amazon can successfully offer tailored shopping experiences and personalized product recommendations.

To illustrate how Amazon efficiently reaches and entices its target audience, consider several examples. Firstly, by targeting adults between the ages of 18 and 60, Amazon acknowledges that this demographic constitutes a significant proportion of online shoppers, possesses purchasing power, and uses technology consistently. Consequently, Amazon tailors its marketing strategies and initiatives to effectively reach this age group through various digital channels such as social media, email marketing, search engine optimization, and targeted online advertising.

Furthermore, with a predominant customer base in the United States, Amazon directs many of its marketing efforts toward reaching American consumers. The company invests in national campaigns, partnerships with popular institutions, sponsorship of major events, and targeted advertising on regional platforms. Additionally, Amazon positions its warehouses strategically throughout the country to offer prompt shipping and delivery services, ensuring it caters efficiently to the needs and preferences of American customers.

Amazon’s segmentation by behavioral aspects enables the company to personalize its marketing efforts. By focusing on emphasizing the benefits of Prime membership such as faster shipping, exclusive discounts, and access to various services like Prime Video and Prime Music, Amazon can ignite loyalty and encourage their development as loyal, returning customers. This approach fosters greater trust and familiarity between Amazon and its customers, upholding the formation of a dedicated consumer base.

Moreover, the utilization of various psychographic segments offers Amazon the opportunity to resonate with a broad range of customer types. By carefully curating product suggestions, recommending items related to specific hobbies or interests, and providing customization options, Amazon leverages intricate algorithms to captivate its customers. Catering to different personalities, aspirations, and financial statuses speaks volumes about Amazon’s adaptable marketing strategies, solidifying its reputation as an e-commerce giant capable of satisfying everyone’s preferences and needs.

Marketing Mix of Amazon

Amazon’s marketing mix, also known as the 4Ps, involves various strategies that align with its extensive range of products. This mix includes the product offerings, place or distribution channels, promotional activities, and pricing strategies employed by the company.

Amazon’s product mix is undeniably vast. The company initially started as an online bookstore and gradually expanded into an online retail giant. Besides retail goods and services, the company has diversified its product line to include various products . One such product is Amazon Prime, which provides subscribers with free shipping, and access to Prime Video, Prime Music, and more.

In addition, Amazon has ventured into consumer electronics, such as e-readers, smart speakers, and streaming devices. The Kindle e-reader, Echo smart speakers, and Fire TV have gained significant popularity.

Another crucial part of Amazon’s product mix includes digital content distribution services. It offers various e-books, music, movies, and TV shows through its digital platforms like Kindle Store, Amazon Music, and Amazon Video.

Amazon’s product mix also includes Amazon Web Services (AWS), a cloud computing platform. AWS offers a range of services such as storage, computing power, server hosting, database management, and more. This has allowed Amazon to tap into the business-to-business (B2B) market successfully.

Amazon Publishing, another part of its product mix, allows authors to self-publish and sell their books through the Kindle Direct Publishing platform. This has revolutionized the publishing industry, empowering aspiring authors to reach a wide audience with ease.

Amazon has also expanded into physical retail with the acquisition of Whole Foods Market. This move provided Amazon with brick-and-mortar retail stores, allowing customers to make purchases offline as well.

Amazon adopts various pricing strategies as part of its overall marketing mix. One of their key strategies is a market-oriented pricing approach. By considering the price competitiveness of their products alongside rival offerings, Amazon strives to offer products at competitive price points, often ensuring that customers receive good value for their money.

Additionally, Amazon employs a differential pricing strategy. It offers different pricing tiers for its services, targeting different customer segments. For instance, Amazon Prime offers multiple subscription options, catering to customer preferences based on the frequency of usage.

Amazon also employs a freemium pricing strategy for several of its products and services. By offering a baseline service for free, they entice customers to upgrade to paid versions. The AWS free tier is a prime example.

Lastly, Amazon utilizes a pay-as-you-go pricing strategy for its cloud services, AWS. Rather than requiring an upfront payment or subscription, customers are charged for the actual usage of the service. This allows businesses to have flexibility and scalability for their computing needs.

Amazon’s distribution channels include its online platform, physical stores like Amazon Go, and partnerships with third-party sellers.

Amazon’s official e-commerce platforms, websites, and apps serve as the primary distribution channels for its products. Customers can access Amazon’s wide range of offerings from anywhere in the world through its user-friendly websites or mobile apps. The company leverages a robust logistics network, including fulfillment centers and last-mile delivery services, to ensure fast and reliable shipping.

Also, with its physical stores like Amazon Go and Whole Foods Market, Amazon has brick-and-mortar stores in its distribution channels. This allows customers to physically visit their supermarkets and experience the convenience of shopping at both traditional retail stores and online.

Amazon’s strategic use of various distribution channels allows it to reach a wide audience and provide a seamless shopping experience, regardless of the customer’s location.

Advertisement plays a significant role in Amazon’s promotional mix. Through its extensive online and offline advertising campaigns, Amazon reaches millions of potential customers worldwide. With an ample marketing budget, Amazon utilizes various channels such as TV, radio, print media, digital ads, and sponsored advertisements on social media platforms.

Sales promotions are another component of Amazon’s promotional mix. Special deals like “Deals of the Day” and “Lightning Deals” encourage customers to make purchases by offering time-limited discounts. In addition, Amazon conducts seasonal sales like “Prime Day” and “Black Friday” that boost sales significantly.

Public relations activities, such as strategic partnerships and collaborations, help Amazon maintain a positive brand image. Launching new services with the involvement of well-known companies or educational institutions garners attention and credibility.

While Amazon excels in digital marketing, it also utilizes direct marketing initiatives. For instance, customers receive personalized emails based on their browsing behavior, which highlights products they may be interested in. Direct communication via mail and text messages also keeps customers informed about upcoming sales and promotions.

What are Amazon Marketing Strategies?

Customer-Centric Approach

Amazon’s customer-centric approach is one of the core pillars of its marketing strategy. It encompasses a wide range of tactics and initiatives that are all aimed at enhancing the shopping experience for their customers. By putting the needs and desires of their customers at the forefront, Amazon has been extremely successful in building strong relationships and driving repeat business.

One of the key aspects of Amazon’s customer-centric approach is its personalized recommendation system. By analyzing customer behavior and purchase history, Amazon is able to offer highly targeted recommendations that are tailored to individual preferences. For example, when a customer purchases a book, Amazon’s algorithm can suggest similar books that the customer may find interesting. This not only enhances the overall shopping experience but also increases cross-selling opportunities. 

Consider the “Customers who bought this also bought” feature on Amazon product pages. When a customer views a specific product, Amazon displays a list of other products that customers who have bought the same item often purchased. This serves as an effective cross-selling tactic as it exposes customers to related products they may be interested in, thus encouraging additional purchases.

To further reinforce their customer-centric approach, Amazon ensures a hassle-free returns process. They understand that customer satisfaction goes beyond the purchasing experience and extends even after the product has been received. Amazon’s generous return policy allows customers to easily return items they are unsatisfied with or received incorrectly. The ease and convenience of their return process earn customer trust and loyalty. This positive experience not only promotes customer satisfaction but also assists in building long-term relationships with their customers.

Another significant element of Amazon’s customer-centric approach lies in its exceptional customer service. Maintaining prompt and efficient customer support is crucial for any business, and Amazon recognizes this. They have invested heavily in establishing excellent customer service channels to address any concerns or issues customers may have. Whether it is through phone support, email communications, or their live chat feature, Amazon ensures their customers receive timely assistance for a positive shopping experience.

One of the reasons Amazon values customer loyalty and retention is the profitability it brings. Research reveals that acquiring a new customer can cost five times as much as retaining existing customers . By prioritizing their customers and focusing on building strong relationships, Amazon increases the chances of repeat business and reduces customer churn. When customers have positive experiences, not only are they more likely to continue shopping on Amazon but they are also more inclined to recommend the platform to others.

Innovation and Technology

Amazon’s commitment to innovation and technology is one of the primary factors that sets it apart in the e-commerce industry. The company consistently invests in advanced technologies to deliver excellent customer experiences, streamline operations, and maintain its position as a global market leader. With a customer-centric approach, Amazon focuses on developing disruptive technologies that revolutionize not only its internal processes but also the way customers interact with the brand.

One of the most notable examples of Amazon’s innovation and technology is its voice-controlled virtual assistant, Alexa. Introduced with the Amazon Echo smart speaker, Alexa has become an integral part of many households worldwide. With Alexa, customers can simply use their voice to interact with Amazon, including purchasing products, managing their shopping lists, and even controlling various compatible smart home devices. This advancement has made online shopping more intuitive and convenient, offering a seamless experience where customers can just ask Alexa to order products without browsing through a website or mobile app.

Amazon also leverages artificial intelligence (AI) and machine learning (ML) algorithms to optimize its operations and enhance the overall customer experience. Through AI-powered algorithms, Amazon constantly analyzes customer behavior, purchase patterns, and preference data to generate personalized product recommendations. By tailoring product selection for each customer, Amazon creates a more personalized shopping experience, boosting customer satisfaction and driving loyalty.

In addition, Amazon’s inventory management systems utilize AI and ML to predict customer demand and automate stock replenishment processes. With advanced algorithms, the company can optimize inventory levels, reducing overstock and ensuring products are available when customers need them. This not only improves efficiency and reduces carrying costs but also decreases instances of stockouts and disappointed customers. By harnessing the power of AI, Amazon commits to consistently delivering on its promise of fast and reliable product delivery.

Amazon Go stores are another groundbreaking innovation from the company. These stores utilize an array of technologies to offer customers a cashier-less shopping experience. Automated cameras, sensors, and computer vision technology enable customers to simply pick up items they need while Amazon’s retail platform tracks the products they select. Upon leaving the store, customers are automatically charged for their purchases through their Amazon accounts. The Amazon Go concept prioritizes speed and convenience, as customers can seamlessly shop without the need for traditional checkouts and cashier lines.

Moreover, Amazon persists in improving its logistics capabilities through innovative technologies. The company has experimented with delivery drones to expedite the shipping process, especially for lightweight, small packages. Amazon believes that utilizing unmanned aerial vehicles will ultimately decrease delivery time and enhance efficiency, although regulatory challenges are slowing down widespread adoption. Nevertheless, it exemplifies Amazon’s quest for cutting-edge solutions to improve logistics performance and exceed customer expectations.

Market Expansion

Amazon continuously seeks opportunities to expand its market presence by entering new regions and launching new product categories. This approach allows Amazon to diversify its offerings, capture a larger share of the market, and ultimately drive growth.

A prime example of Amazon’s market expansion strategy is the acquisition of Whole Foods in 2017. With this strategic move, Amazon not only established its foothold in the brick-and-mortar retail space but also sought to integrate online and offline retail. The acquisition provided Amazon with instant access to a well-established customer base, a nationwide network of physical stores, and recognized brand equity. By combining its e-commerce capabilities with Whole Foods’ physical presence, Amazon expanded its reach and further solidified its position as a leading retailer globally.

Amazon’s entry into emerging markets also plays a significant role in its market expansion strategy. For instance, the company made a strategic attempt to acquire the Indian local e-commerce giant Flipkart in 2018 ( Flipkart rejected the deal however, and sold to Walmart ). In addition, Amazon actively partners with local businesses and sellers in various countries to boost its presence and offer localized products and services. This approach not only allows the company to cater to specific regional needs but also helps it navigate regulatory requirements and establish strong relationships with local communities.

Amazon’s market expansion strategy also involves continuously expanding its product category offerings. While initially starting as an online bookstore, the company gradually expanded its range to include electronics, household goods, apparel, and much more. By diversifying its product offerings, Amazon appeals to a broader range of customers and attracts new customer segments. For example, the launch of Amazon Devices, including the highly popular Kindle e-readers and Fire tablets, not only serves as a source of revenue but also ties customers more closely to the Amazon ecosystem.

In addition to acquiring existing businesses and broadening its product categories, Amazon actively experiments with innovative business ventures and digital services. One notable example is the Amazon Prime membership program. Through this initiative, Amazon provides fast and free shipping, access to exclusive content and deals, and perks like Prime Video and Prime Music. By creating a loyal customer base through the Prime program, Amazon unlocks various avenues for cross-selling and upselling. For instance, Prime members are more likely to purchase Amazon Echo devices, emphasizing the strategy of integrating hardware and software within the Amazon ecosystem.

Content Marketing

Content marketing allows Amazon to effectively engage with its customers and build trust. By leveraging content marketing initiatives such as Amazon Originals and user-generated reviews, Amazon has been able to create a deep connection with its audience and establish itself as a reliable source of products and information.

One of the prominent content marketing initiatives by Amazon is Amazon Originals, which includes a vast array of exclusive TV shows and movies available for streaming through its Prime Video service. By releasing high-quality, original content, Amazon aims to attract and retain subscribers to its Prime membership program. The compelling and diverse selection of Amazon Originals not only keeps consumers engaged but also differentiates Amazon’s Prime Video platform from its competitors such as Netflix and Hulu. The ability to produce and distribute exclusive content has also allowed Amazon to tap into the growing trend of “binge-watching,” further strengthening its position as a major player in the streaming entertainment industry.

Amazon’s unique content marketing emphasizes user-generated reviews, creating a community where customers freely leave reviews and ratings. These reviews provide valuable insights, helping prospective buyers make informed decisions. This transparency builds trust, as customers trust fellow consumers’ opinions more than advertisements or brand-provided descriptions. By facilitating an honest platform for sharing thoughts, Amazon has become a go-to destination for impartial product reviews, enhancing its reputation as a trusted online marketplace.

Moreover, Amazon utilizes content marketing as a means to attract and support content creators through services like Kindle Direct Publishing (KDP). KDP empowers aspiring authors and publishers to self-publish their books and reach a wide audience of Kindle e-book readers. This author-friendly platform enables independent authors to turn their passion into published works accessible to millions of Amazon users. 

By facilitating self-publishing and favoring e-books through its dedicated e-reader devices, Amazon has revolutionized the publishing industry and transformed the way writers distribute their work. The vast selection of books made available by KDP not only enhances the value proposition of Amazon’s Kindle devices but also augments its content ecosystem, strengthening customer loyalty.

By investing in content marketing initiatives like Amazon Originals, user-generated reviews, and convenience for content creators through services like KDP, Amazon consistently strives to enhance engagement, trust, and loyalty from its customer base. Content marketing has proven to be a powerful tool in driving traffic to Amazon’s platform and creating a sense of exclusivity and authenticity around the brand.

An example illustrating Amazon’s successful content marketing strategy is the hit TV series “The Marvelous Mrs. Maisel.” Produced and released as an Amazon Original, this critically acclaimed show has won multiple awards and garnered a vast fanbase. The growing popularity of “The Marvelous Mrs. Maisel” has not only attracted more subscribers to Amazon Prime Video but has also defined the streaming service as a provider of high-quality original content. By investing in such a groundbreaking series, Amazon has utilized content marketing to catapult itself into the homes and hearts of millions of viewers worldwide.

Another example showcasing Amazon’s astute utilization of user-generated reviews can be observed in its customer review system for products. Amazon prioritizes transparency in customer experiences and feedback, providing shoppers with valuable insights needed to make confident purchasing decisions. The inclusion of detailed reviews, along with ratings, enables customers to evaluate products from the perspective of those who have already tested them. This commitment to engaging its customer base through user reviews has resulted in Amazon becoming a trusted online marketplace and contributed to its domination in e-commerce.

On the content creator front, a notable example is Kindle Direct Publishing. Talented authors who self-publish their works using KDP are given an opportunity to gain exposure and connect with countless readers via Amazon’s extensive digital platform. This democratization of publishing revolutionized the traditional industry, allowing authors who were once passed over by traditional publishers to independently distribute their books. By offering a convenient and reader-friendly platform, Amazon empowers content creators, both large and small, inspiring them to produce and distribute their works to a global audience with ease.

Data-Driven Decision Making

One of the key ways in which Amazon utilizes data-driven decision-making is through personalized recommendations. Using advanced algorithms and customer browsing history, Amazon is able to recommend relevant products to each user. These recommendations are often based on previous purchases, viewed items, or items added to the user’s wishlist. By using data analysis, Amazon can offer personalized and dynamic recommendations, increasing the chances of conversion and delivering a personalized shopping experience to each customer.

Another data-driven decision-making strategy Amazon employs is predictive analytics. By analyzing past purchasing behavior and other customer data, Amazon can make accurate predictions about future buying patterns and trends. This helps them anticipate customer demands and optimize their marketing strategies accordingly. For instance, if Amazon sees that there is a notable increase in the sale of a particular product category during a specific season, they can ramp up their marketing efforts for these products, ensuring they are well-stocked and prominently promoted during that period.

In addition, Amazon leverages data-driven decision-making to optimize its advertising strategy. As part of its journey to diversify revenue streams, Amazon launched its advertising platform, Amazon Ads. The platform allows businesses to advertise their products on Amazon’s site. By analyzing customer behavior, search patterns, and purchase history, Amazon provides highly targeted and relevant advertising options for businesses. This not only increases the chances of successful product placements but also maximizes the ROI for advertisers.

Omni-Channel Marketing

Amazon’s omnichannel marketing strategy is an important aspect of its overall marketing approach, aimed at providing a consistent and seamless shopping experience for customers. By focusing on omni-channel marketing, Amazon strives to ensure that customers can enjoy a comprehensive and integrated experience regardless of their preferred shopping channel, whether it’s online, in physical stores, or through mobile apps.

One key advantage of Amazon’s omni-channel marketing strategy is the ability for customers to access and make purchases from the platform in a variety of ways. Whether customers are searching for products on Amazon’s website, using the mobile app to browse, or even visiting a physical store, the company strives to enable customers to connect with the brand and make purchases seamlessly. This omni-channel approach eliminates the need for customers to be tied to a specific channel, giving them the freedom to choose how they interact with and shop from Amazon.

To create this seamless experience, Amazon integrates various channels, ensuring that customer interactions are consistent and synchronized. For example, Amazon utilizes a unified customer account system, which enables users to access their account, shopping cart, and payment methods across multiple devices. This means that customers can start shopping on their laptops and resume their browsing and purchasing activities seamlessly on their mobile devices, all within the same organizational framework offered by Amazon.

Another element of Amazon’s omni-channel strategy is its integration of physical stores into the overall shopping experience. Despite being primarily an online retailer, Amazon has expanded into brick-and-mortar retail with physical stores. These stores not only serve as additional touchpoints for customers to experience Amazon’s products but also provide opportunities for seamless integration between online and offline shopping.

Amazon also understands the significance of mobile commerce and has leveraged this understanding to enhance its omni-channel strategy. Apart from the native shopping app, Amazon has optimized its website for mobile devices, offering a mobile-friendly interface, fast-loading pages, and intuitive navigation. This ensures that customers can easily access and navigate Amazon via their smartphones and tablets, adding to the overall convenience and accessibility regardless of the devices used.

Through its omni-channel marketing strategy, Amazon also benefits from the vast amount of customer data it collects across channels. This enables the company to target customers with personalized marketing promotions and recommendations, tailoring its communication and offers to their preferences and purchasing behavior.

For example, customers who browse a particular category on Amazon’s website might later receive targeted emails related to products in that category or see customized advertisements across various platforms. By leveraging customer data in this way, Amazon maximizes the effectiveness of its marketing efforts and enhances the overall shopping experience by delivering content and promotions that are relevant and timely.

Amazon Marketing Channels

Amazon utilizes a mix of digital and traditional marketing channels to reach its target audience:

• Website and Mobile App : The primary sales platforms with personalized experiences.
• Social Media : Engages customers and promotes products.
• Email Marketing : Sends personalized offers and updates.
• Affiliate Marketing : Partners with bloggers and influencers.
• SEO : Optimizes content for search engines to drive organic traffic.
• TV and Radio Ads : Broad reach and brand awareness.
• Print Advertising : Catalogs and direct mail for specific campaigns.

Amazon’s strategic use of various marketing channels allows it to reach a wide audience and effectively promote its products and services. By leveraging both digital and traditional channels, Amazon can maximize its reach and drive traffic to its platform.

How To Apply Amazon Marketing Strategy To Your Business

To apply Amazon’s marketing strategy to your business, consider the following tips:

Focus on Customer Experience

Amazon’s unwavering commitment to customer satisfaction has been a key driver of its success. Instead of merely selling products, Amazon aims to provide a comprehensive and exceptional customer experience. To replicate this in your own business, there are several steps you can take:

• Invest in Artificial Intelligence: Amazon uses AI-powered algorithms to personalize the shopping experience for its customers. These algorithms track customer buying behavior, search queries, and browsing patterns to provide tailored recommendations. Consider implementing AI in your marketing efforts to gather data and provide customized product recommendations to your customers.
• Streamlined Returns and Customer Support: Amazon’s easy and hassle-free return policy has made it an industry leader in customer service. Customers are more likely to make a purchase knowing they can easily return or exchange products if they are not entirely satisfied. Utilize customer feedback and optimize your return process accordingly.
• Personalized Communication: Study your customer data to segment your audience and deliver highly relevant marketing messages. Amazon, for example, sends customized email campaigns suggesting other products related to the customer’s previous purchases. With personalized communication, you can foster customer loyalty and boost sales.

Leverage Data

By utilizing data analytics effectively, you can gain valuable insights into your target market and streamline your marketing efforts. Here’s how you can replicate Amazon’s data-centric approach:

• Implement CRM Systems: Customer Relationship Management (CRM) tools can help you analyze information about your customers and their interactions with your business. Use this data to segment your audience, craft personalized marketing campaigns, and measure the effectiveness of your initiatives.
• Conduct A/B Testing: Test different variables, such as ad copy, landing page design, or email subject lines, to see which variations yield the best results. Continuously monitoring and optimizing your marketing strategies based on data insights will enable you to constantly refine your approach, driving better ROI.
• Predictive Analytics: By adopting predictive analytics, you can identify trends, forecast future sales, and adapt your marketing strategies accordingly. Look out for tools that provide data-driven insights and allow you to proactively plan marketing activities.

Innovate Continuously

To remain competitive in today’s fast-paced market, it’s essential to contest complacency and constantly seek opportunities for improvement. Here’s how you can apply Amazon’s approach of continuous innovation:

• Customer Feedback and Reviews: Actively seek customer feedback and incorporate it into future product development and marketing strategies. Evaluating customer reviews and ratings can fuel innovation, as they provide actionable insights to enhance your products or services.
• Stay Ahead of Technology Trends: Embrace emerging technologies that can enhance your business operations and provide a better customer experience. Amazon, for example, revolutionized last-mile delivery by investing in drone technology through its Prime Air program. Determine which technological advancements can benefit your industry and look for opportunities to integrate them into your operations or marketing.

Expand Strategically

Identify new markets and product categories to diversify your business. By expanding your reach, you can capture a larger share of the market and drive growth.

Utilize Omni-Channel Marketing

Ensure a seamless shopping experience across all touchpoints. By providing a consistent and integrated experience, you can improve customer satisfaction and drive sales.

Amazon’s marketing strategy is a comprehensive and dynamic approach that has played a crucial role in its success. By focusing on customer experience, leveraging technology, and employing diverse marketing channels, Amazon has set a benchmark in the industry. Businesses can learn from Amazon’s strategies to enhance their own marketing efforts and achieve growth. The key takeaways from Amazon’s marketing strategy include the importance of customer satisfaction, innovation, data-driven decision making, and a seamless omni-channel experience. By applying these principles, brands can improve their marketing efforts and drive success.

In conclusion, understanding and implementing a well-rounded marketing strategy like Amazon’s can significantly benefit your business. Whether it’s through innovative advertising campaigns, effective use of SEO, or leveraging data to inform decisions, there are many ways to enhance your marketing efforts. By learning from Amazon’s success and adapting their strategies to your own business, you can achieve similar results and drive growth.

Who is Daniel Pereira ?

I love understanding strategy and innovation using the business model canvas tool so much that I decided to share my analysis by creating a website focused on this topic.

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Innovating in existing markets: 3 lessons from LEGO

Beth Stackpole

Sep 21, 2021

With the invention of the interlocking plastic brick, a favorite toy of generations, LEGO was a poster child for business innovation — that is, until it wasn’t.

The Danish toymaker’s trajectory from industry trailblazer to the brink of bankruptcy to sustained recovery shows there’s more to innovation than sheer luck or a wholesale focus on disruption.

“No innovation lasts forever,” said David Robertson, a senior lecturer in operations management, in a recent webinar hosted by MIT Sloan Executive Education. “Sometimes you get hyper growth for a couple of years, sometimes you get steady growth for longer. But innovations run their course.”

From its inception in the 1930s to its brush with bankruptcy in 2003 and its subsequent turnaround, LEGO tried every approach in the book to managing innovation, some resulting in spectacular success and others in great failure, said Robertson, author of “ Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry .”

Based on years of research and what he’s seen at LEGO and other companies, Robertson advocates for an expansive approach to innovation — helping customers get more value from existing products by offering innovative complementary products, services, and business models.

“It’s how Apple turned itself around, it’s how GoPro got five years of 90% growth, it’s how Sherwin-Williams gets twice the price per gallon of paint than other paints that are functional equivalents,” explained Robertson, who also teaches an executive education course on the topic . “Marvel Comics turned itself around in the same way.”

Among the innovation lessons to be learned from those firms: Have a variety of tools in the toolbox and don’t be afraid to use them, listen deeply to your customers, and prepare for a steady diet of continuous reinvention to remain relevant, even as an iconic brand.

LEGO’s brick-by-brick approach

LEGO was a small family business that grew steadily until the management reins were handed off in the late 1970s to the grandson of the founder and newly minted MBA, Kjeld Kirk Kristiansen, who quickly unleashed a wave of innovation.

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With the younger Kristiansen at the helm, LEGO branched out into the Technic brand — a more sophisticated building system to attract older children — and launched the first mini figure and fantasy action play sets, fueling 15 years of growth during which the company doubled in size every five years.

Growth slowed in the 1990s for a number of reasons, including a rise in digital play experiences from companies such as Nintendo and Sony, the rise of Toys “R” Us and other big box stores, the expiration of LEGO’s brick patents, and the relocation of production of Mattel’s and Hasbro’s products to China, lowering the cost of their competitive toys.

LEGO responded in 1999 by refocusing its innovation efforts on revolutionary products that would reinvent the nature of play. “They became convinced that if all they offered was another box of bricks, they would become a commodity,” Robertson said. “They believed they needed to disrupt themselves before somebody else did.”

After a series of missteps that included the rollout of electronic toys for toddlers and a digitally connected action hero, LEGO found itself nearly bankrupt in 2003. In the rush to innovate, the firm lost sight of its core — physical construction-based play. After layoffs, emergency loans, and other measures aimed at staving off bankruptcy, LEGO turned those innovation miscues into a new strategy — one that precipitated a turnaround and laid the groundwork for further growth.

Among the key lessons that companies with a mature product line can follow to innovate:

Respect what made you great. Sometimes knowing where not to innovate is just as important as knowing where to innovate, Robertson said. LEGO learned that in a new digital landscape it was no longer enough to offer a box of plastic bricks — the brick had become a commodity. But the brick was still necessary, because that’s what customers expected of the brand.

Through trial and error and a number of failed digital-only initiatives, LEGO discovered customers wanted digital experiences that complemented core offerings, rather than replaced them.

Centering innovation around the brick-based construction experience through new stories, games, and experiences, exemplified by the fan-favorite Bionicle product line, is what drove customers back to the LEGO brand and returned the company to profitability.

“You try to understand who your customer is, what they care about — that’s the way we should think about innovation,” Robertson said. “You need to be dating your customer, not fighting your competitor.”

Maintain a customer-centric development process. When the big box stores took over from its ecosystem of small toy stores, LEGO lost an important channel for getting reliable customer feedback. LEGO began to evolve product development practices to support design thinking principles, empowering experts to come up with ideas for new products based on that critical customer input.

Today, LEGO regularly engages children in the process of character development, storytelling, and providing feedback on new playset ideas. “LEGO has a great expression for why they listen to kids when developing new toys,” said Robertson.  “Mads Nipper, the former head of marketing and product development, liked to say, ‘Kids will never lie to you about whether something’s fun or not.’”

Develop a family of complementary innovations to distinguish yourself from competitors. Innovation leaders need to lean on a range of different approaches for innovation, since tactics will vary depending on the scenario and business goals. It’s important to nurture a culture that’s able to shift gears if traditional methods don't deliver desired results.

“You need to learn how to play chords, not keys, on the innovation ‘piano,’” Robertson said. “Pursuing multiple, complementary innovations that harmonize to create something is much better than any one key alone.”

Ten Types of Innovation: 30 new case studies for 2019

If you’ve followed my work for a while, you’ll know that I’m a big fan of the Ten Types of Innovation, a framework developed by Doblin (now a part of Deloitte).

I previously listed it as the #2 innovation framework you should be using.

And with good reason. I have used it frequently with clients to get them to think beyond innovating their product , which becomes harder, more expensive and less differentiating over time.

However, what I have found in recent workshops is that since it was originally published in 2013, some of the case studies and examples in the book already come across as out of date. That’s how rapidly the world is changing.

So here, I present three new more recent case studies for each of the Ten Types of Innovation, along with an outline on what each of them represents. Try and see which of these examples you would also suggest touch on more than one of the Ten Types, and let me know in the comments below:

1) Profit Model: How you make money

Innovative profit models find a fresh way to convert a firm’s offerings and other sources of value into cash. Great ones reflect a deep understanding of what customers and users actually cherish and where new revenue or pricing opportunities might lie.

Innovative profit models often challenge an industry’s tired old assumptions about what to offer, what to charge, or how to collect revenues. This is a big part of their power: in most industries, the dominant profit model often goes unquestioned for decades.

Recent examples:

• Fortnite – Pay to customise: This Free-to-Play video game by Epic Game Studios is currently one of the most popular and profitable games in the world. Unlike other “freemium” games which incentivise people to spend money to speed up progression, Fortnite is completely free to progress and people only need pay if they want to unlock cosmetic items which don’t affect gameplay but act to personalise their characters.
• Deloitte – Value sharing: Professional Services firm Deloitte is the world’s largest Management Consulting firm and still growing. They noticed a desire from their clients for assurance that the advice they were being given and transformation projects which Deloitte was running would actually succeed. As a result, Deloitte has begun trialling projects where instead of their fee being based just on Time and Materials, they will also share in value delivery, where additional bonus payments are only activated if previously-agreed performance metrics are successfully met.
• Supreme – Limiting supply: While most companies want to get their products in to the hands of as many people as possible, Supreme has built a cult following through deliberately forcing scarcity of its products. The streetwear clothing retailer announces limited items which will only be available from a specific day when they “drop”, and once they are sold out, that’s it, unless you want to pay huge markups for a second-hand item on eBay. Their red box logo is now so collectible and desirable that the company is able to sell almost anything by putting the logo on it for a limited time only. Case in point: you can find official Supreme Bricks (yes, like the ones used to build houses) which are still selling on eBay for $500.

Supreme’s limited quantity releases often lead to people queuing overnight

2) Network: How you connect with others to create value

In today’s hyper-connected world, no company can or should do everything alone. Network innovations provide a way for firms to take advantage of other companies’ processes, technologies, offerings, channels, and brands—pretty much any and every component of a business.

These innovations mean a firm can capitalize on its own strengths while harnessing the capabilities and assets of others. Network innovations also help executives to share risk in developing new offers and ventures. These collaborations can be brief or enduring, and they can be formed between close allies or even staunch competitors.

Recent Examples:

• Ford & Volkswagen – Developing Self-driving cars: As two of the world’s largest car-makers, Ford and Volkswagen are competitors on the road. However, in 2019 they announced a partnership to work together to develop technology for self-driving cars and electric vehicles which would be used in both company’s fleets of the future. While Ford brings more advanced automated driving technology, Volkswagen was leading in electric vehicles. Through the combined venture called ARGO, both firms can spread their R&D spending across more cars, while both developing competing products.
• Microsoft – launching on competitors platforms: Since new Microsoft CEO Satya Nadella has taken over, he has changed the innovation ethos of the company. Whereas previously Microsoft was a product-first company who tried to eliminate competing products and customers should stay within the company’s ecosystem, Nadella has shifted the mindset to a service company where their products should be accessible to customers should be able to access the products in whichever way they prefer. As a result, products such as Office 365 are now available in any web browser, as well as on the mobile marketplaces of Google’s Android and Apple’s IOS, previously seen as competitors.
• Huawei – Leveraging celebrity endorsement: Until recently, “high-quality smartphone” made people think of companies like Apple (USA), Samsung and LG (South Korea). Brands from China were often seen as competing on price but suffering from lower build quality and a lack of innovation. So in order to raise their profile in Western markets, Huawei has invested heavily in celebrities to endorse their flagship phones, such as Scarlett Johanssen, Lionel Messi, Henry Cavill and Gal Gadot. This initial investment raised brand name recognition, to the stage where it is now focusing marketing more towards features and functionality.

Huawei has paid Lionel Messi millions to endorse their brand

3) Structure: How you organize and align your talent and assets

Structure innovations are focused on organizing company assets—hard, human, or intangible—in unique ways that create value. They can include everything from superior talent management systems to ingenious configurations of heavy capital equipment.

An enterprise’s fixed costs and corporate functions can also be improved through Structure innovations, including departments such as Human Resources, R&D, and IT. Ideally, such innovations also help attract talent to the organization by creating supremely productive working environments or fostering a level of performance that competitors can’t match.

• Perpetual Guardian – Four-day working week: This small financial advisory firm in New Zealand trialed moving to a four-day working week, giving their staff an additional free day each week as long as they got their outputs done. As a result, they found people adjusted their working rhythm to achieve the same outcomes in 20% less time , while also resulting in more satisfied employees.
• Netflix – Unlimited Vacations: In order to drive their breakneck growth, Netflix reviewed their formal HR policies to see what processes were getting in the way of people doing their best work. They discovered that most bureaucratic processes which slowed down high performing individuals were in place to only handle situations where a low-performance individual would do something wrong. As a result, they scrapped most formal HR policies to free people to work in their own ways to benefit the company, summarised in their “Freedom and Responsibility” culture document, including allowing staff to take as many vacation days as they felt they needed to produce their best work.
• WeWork – Leveraging other companies’ hard assets: WeWork’s business model revolves around providing affordable office rentals for entrepreneurs and companies, fitting a lot of tenants into the same space by offering co-working areas. In order to rapidly deploy new working spaces and attract customers, WeWork started using a system called rental arbitrage, where they would rent commercial space, create a ready-to-use coworking setup, and then rent this space to customers. By not having to spend CAPEX on purchasing the buildings themselves, they were able to rapidly expand with lower overhead.

Netflix allows staff to take unlimited vacation days

4) Process: How you use signature or superior methods to do your work

Process innovations involve the activities and operations that produce an enterprise’s primary offerings. Innovating here requires a dramatic change from “business as usual” that enables the company to use unique capabilities, function efficiently, adapt quickly, and build market–leading margins.

Process innovations often form the core competency of an enterprise, and may include patented or proprietary approaches that yield advantage for years or even decades. Ideally, they are the “special sauce” you use that competitors simply can’t replicate.

• Tesla – Vertically integrated supply chain: Tesla’s electric cars require huge packs of EV batteries, made of thousands of lithium-ion cells. Until recently, the lack of demand for electric vehicles meant that companies had not invested in battery technology development, resulting in prices remaining high and making the cost of cars prohibitively more expensive than their gasoline counterparts. Tesla invested in a massive gigafactory to produce the newest battery packs themselves, and the economies of scale, as well as not paying markups to manufacturers, are estimated to save them 30% of the cost of the batteries.
• Amazon Web Services – opening internal technology to third parties: When Amazon Web Services initially launched in 2006 , it effectively launched the cloud computing market, allowing external companies to not just host webpages but run code and calculations at a fraction of the cost of building their own server network. Since then, Amazon has continued to develop new technology it would use for its own services, such as artificial intelligence, image recognition, machine learning, and natural-language processing, and later make this technology available to their customers.
• AliExpress – Making everyone a Shop Owner: AliExpress is one of the world’s largest eCommerce sites, and serves as a commercial storefront for thousands of Chinese companies, allowing you to purchase everything to phone cases to forklifts. However, AliExpress also allows the platform to handle purchases as listed on external storefronts using a system called drop-shipping, where anyone can set up their own store, sell someone else’s products (but to customers it looks like they are coming from the seller) and then have those manufacturers send the product directly to the customer.

Tesla’s Gigafactory is the world’s largest building

5) Product Performance: How you develop distinguishing features and functionality

Product Performance innovations address the value, features, and quality of a company’s offering. This type of innovation involves both entirely new products as well as updates and line extensions that add substantial value. Too often, people mistake Product Performance for the sum of innovation. It’s certainly important, but it’s always worth remembering that it is only one of the Ten Types of Innovation, and it’s often the easiest for competitors to copy.

Think about any product or feature war you’ve witnessed—whether torque and toughness in trucks, toothbrushes that are easier to hold and use, even with baby strollers. Too quickly, it all devolves into an expensive mad dash to parity. Product Performance innovations that deliver long-term competitive advantage are the exception rather than the rule.

• Gorilla Glass – Changing chemistry to improve smartphone durability: Gorilla Glass by Corning was listed as one of the original Ten Types by becoming scratch resistant. I have included it again for how it has changed the properties of its glass based on customer feedback each year. In 2016, version 5 of the glass was designed to resist shattering when dropped from 5+ feet, dubbed “selfie height” drops. However, after discussing what properties their customers wanted, by 2018 version 6 was no longer trying to resist shattering when dropped from a height once, instead the chemistry and manufacturing process had been changed to make it resistant to cracking after 15 drops from a lower height (1 meter, or a “fumble drop from your pocket”). I love this example of innovation as the product performance doesn’t just try to become “ better ” by resisting one drop from a higher height than last year, instead figuring out what really matters to customers and delivering that.
• Raspberry Pi – full PC for $35: The original Rasperbby Pi was developed by a UK charity to make a simple yet expandable computer which was affordable enough for everyone. Their credit-card sized PC may look bare-bones (it comes without a case and is effectively an exposed circuit board), yet it contains everything which someone needs to run a Linux operating system, learn to program and even connect it with external sensors and peripherals to make all manner of machines. The latest version 4 is now powerful enough to serve as a dedicated PC, all for a price so low you can give it to a child to tinker with without fear of it being broken.
• Lush Cosmetics – Removing what people don’t want anymore: As people become more aware of their impact on the environment, customers are demanding that customers do more to reduce the amount of plastic packaging their products use which could end up in landfill or the ocean. Lush Cosmetics was an early pioneer in bringing packaging-free cosmetics to scale, offering some of their packaging-free products like shampoo bars and soaps in dedicated packaging-free stores .

Giving children a cheap PC like the Raspberry Pi to learn and experiment on

6) Product System: How you create complementary products and services

Product System innovations are rooted in how individual products and services connect or bundle together to create a robust and scalable system. This is fostered through interoperability, modularity, integration, and other ways of creating valuable connections between otherwise distinct and disparate offerings. Product System innovations help you build ecosystems that captivate and delight customers and defend against competitors.

• Ryobi – One battery to rule them all: While handheld tools have had rechargeable batteries for decades now, Ryobi’s innovation was designing the modular One+ battery which could be used with over 80 different tools. Not only was this convenient for customers who needed fewer batteries overall for multiple uses, it also encouraged someone to buy into the Ryobi tool ecosystem once they had previously purchased one tool and battery set.
• Zapier – making APIs easy: Many web-based applications nowadays have an Application Programming Interface (API) which allows them to share data with other services. However, this often requires complex coding from the developers, and repeated effort to integrate with multiple different APIs. Zapier acts as a middleman for data, providing ready-made actions and API integrations between popular web services, allowing customers to automate certain activities every time a specific event happens.
• Airbnb – Expanding into experiences: Airbnb built their business on allowing everyday people to sell accommodation in their homes to strangers. Now the company has begun offering complementary services to people visiting new places through Experiences . These experiences are also sold by local guides, and allow guests to try things they would otherwise not have known about in addition to staying somewhere new.

Ryobi One+ battery powers multiple different tools

7) Service: How you support and amplify the value of your offerings

Service innovations ensure and enhance the utility, performance, and apparent value of an offering. They make a product easier to try, use, and enjoy; they reveal features and functionality customers might otherwise overlook, and they fix problems and smooth rough patches in the customer journey. Done well, they elevate even bland and average products into compelling experiences that customers come back for again and again.

• Kroger – Smartphone grocery scanning: US retail giant Kroger has been trialing a new smartphone app which allows shoppers to scan items as they shop, and then skip checking out altogether. Using the Scan, Bag, Go app, a customer will scan each item as they pick them up and place them into whatever bag they want, and once they are done, they can simply pay using the app and leave. This prevents shoppers having to wait in checkout lines and gives them an overview of their running total as they go, and also allows the supermarket to entice shoppers by sending coupons and offers directly to them.
• PurpleBricks – bringing real estate online: Estate Agents have a poor reputation for treating both sellers and buyers, especially for the amount they charge relative to the service they provide. PurpleBricks was one of the first online-only estate agents , where they could charge a significantly lower fee if the seller chose to complete some of the service processes themselves, such as showing the home to potential buyers. The firm can provide additional services for additional charges.
• Meituan Dianping – providing one app for all the services you want: As Fast Company’s 2019 Most Innovative company , Meituan Dianping provides a platform for Chinese consumers to purchase a variety of services. Known as a transactional super-app, you can use the app to book and pay for food delivery, travel, movie tickets and more from over 5 million Chinese small and large merchants.

Scan your own groceries with the Scan-Bag-Go app

8) Channel: How you deliver your offerings to customers and users

Channel innovations encompass all the ways that you connect your company’s offerings with your customers and users. While e-commerce has emerged as a dominant force in recent years, traditional channels such as physical stores are still important — particularly when it comes to creating immersive experiences.

Skilled innovators in this type often find multiple but complementary ways to bring their products and services to customers. Their goal is to ensure that users can buy what they want, when and how they want it, with minimal friction and cost and maximum delight.

• Dollar Shave Club – Direct to your door: Razor Blades have always been high-margin products, and Gillette was one of the original innovators by giving away the razor handle to make money on the subsequent razor blade sales. Dollar Shave Club has taken a different approach, by reducing the cost of each set of blades, but having people join a subscription service where blades are delivered to them automatically. While the margin on each set of blades is lower than retail, the subscription model has provided steady, predictable revenue for the company, to the extend that subscription boxes can now be found for almost any consumable product.
• Zipline – Blood Delivery for remote areas: In hospital settings, getting fresh blood can a matter of life and death. Unfortunately, many Sub-Sharan African countries don’t have road infrastructure suitable for quickly delivering blood between hospitals or storage locations. This is why Zipline has developed a simple, reliable drone network where hospitals in Rwanda and Ghana can order fresh blood from a central processing area and receive it within an average of 15 minutes, rather than the hours or days it would take using conventional transportation.
• 3D Printers – produce whatever you need at home: Instead of a single company, the industry of 3D printers is slowly beginning to change the way in which consumers get simple tools and parts. By downloading schematics from the internet (or designing their own), people owning a 3D printer now no longer to go to a retail location or order the parts they need. In commercial settings, this is also speeding up how quickly companies are able to prototype new ideas and designs, waiting hours rather than days or weeks.

zipline blood drone innovation

9) Brand: How you represent your offerings and business

Brand innovations help to ensure that customers and users recognize, remember, and prefer your offerings to those of competitors or substitutes. Great ones distill a “promise” that attracts buyers and conveys a distinct identity.

They are typically the result of carefully crafted strategies that are implemented across many touchpoints between your company and your customers, including communications, advertising, service interactions, channel environments, and employee and business partner conduct. Brand innovations can transform commodities into prized products, and confer meaning, intent, and value to your offerings and your enterprise.

• Gillette / Nike – being willing to lose customers who don’t align with purpose: I have combined both Gillette and Nike into this example of brand innovation since they have both recently aligned their brands to a purpose (social and political), which has been positively welcomed by some people but has resulted in hatred from other groups. Nike began by making former NFL Quarterback Colin Kaepernick the face and voice of one of their advertising campaigns. Kaepernick rose in prominence when he refused to stand during the national anthem before his games, his way of protesting the police brutality and inequality towards his African American community. This led to some people claiming he was disrespecting the American Flag, and therefore what the flag stands for. When his advert launched, a vocal minority took to social media to upload videos of themselves saying that Nike no longer aligned with their values, and they burned their shoes, vowing to never buy Nike again. Similarily, Gillette came out with a commercial urging all men to be “The best a man can be”, by pushing aside previously ‘masculine’ traits like bullying, chauvinism or fighting, and showing children how a modern man should behave. As soon as the ad was released online, many media outlets praised its message, but it brought the wrath of angry men who claimed that the razor manufacturer shouldn’t tell them what to think or how to behave, how they would never buy the products again, and how the world was becoming too politically correct, with women and minorities getting preferential treatment over white men. The advert quickly became one of the most disliked videos on Youtube, and even my commentary about the innovative message (seen in the video below) had the comments section covered by hate-filled messages. What both Nike and Gillette realised was that if they wanted to align with positive, progressive messages and values (which align with their target demographic of the future), then they would risk upsetting and alienating the proportion of their current customer base who didn’t share those views. In both cases, these were decisions that would have been signed off by all levels in the company, through marketing, sales, legal and the board, and the brands will be stronger in the future because of it.
• Burberry – modernising a classic brand: Burberry had built its luxury fashion reputation by aligning itself with the British Aristocracy, and its famous chequer patterned fabric was iconic. However, when trying to modernise and make the brand “sexy” in the early 2000s, a misstep happened when the luxury house began to license the chequered fabric, resulting in it becoming a status symbol and desired motif for a different social group: the British “Chavs” (rough, lower class and sometimes aggressive). This poisoned the once iconic brand in the eyes of their intended luxury clientele. In order to survive, the company and brand embraced innovation , by becoming one of the first fashion houses to redesign their website to be mobile-optimised, aligning their store layout to mirror the website, highlighting young British talent and livestreaming content and fashion shows. Most importantly, they moved away from the iconic chequer pattern in their fashion designs, where it is now limited to less than 10% of products.

10) Customer Engagement: How you foster compelling interactions

Customer Engagement innovations are all about understanding the deep-seated aspirations of customers and users, and using those insights to develop meaningful connections between them and your company.

Great Customer Engagement innovations provide broad avenues for exploration and help people find ways to make parts of their lives more memorable, fulfilling, delightful — even magical.

• REI – closing their stores on the busiest shopping day: Outdoor equipment retailer REI had begun closing its doors on Black Friday , traditionally one of the busiest shopping days of the year. They claim they are doing this to Eddie their customers to actually get outdoors and use their equipment, rather than queuing for discounted material goods.
• Peloton – bringing the gym into the home: Many people benefit from going to joint gym classes because the sense of a group working toward is goals together with a coach is more powerful than trying to exercise by yourself. Peloton makes exercise equipment with built-in screens, powered by a subscription to live and on-demand classes. It’s like being part of a workout group with the benefits of being at home.
• NBA – bringing the fans into the action: The NBA had invested heavily in innovation to make their sport more immersive. From live analytics and player statistics, new ways to watch like VR video, and official video game players for each team, they are finding new ways to bring basketball to the next generation, while making it even more exciting for existing fans.

Peloton brings exercise classes into the home

There we go, a new set of 30 examples of the Ten Types of Innovation.

If you found some of these examples interesting, please share the article.

Can you think of any more good examples? Let me know in the comments below.

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great examples! I now feel inspired to innovate in my entrepreneurial project. Thank you ?

Greetings from Mexico

Excellent work!

They’s very interesting. Do you have the solutions of some of recent examples?

My university has taken pretty much everything from here, poorly rephrased a few things and have delivered it to us, the student, as an entire weeks worth of content. Maybe i should be paying my fees here…

Bachelor of business student Australia

Very interesting. Which course was it being used for?

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Marketing in the metaverse: An opportunity for innovation and experimentation

Talk of the metaverse has been ubiquitous over the past several months. 1 The term “metaverse” was first coined by science fiction author Neal Stephenson, in his 1992 novel Snow Crash , as a portmanteau of “meta” and “universe.” A decade later, the online role-playing game Second Life introduced people to the notion of “living” in an always-on virtual world. For several years after its 2003 launch, it was nothing short of a phenomenon, attracting millions of regular users and persuading several Fortune 500 companies to build a virtual presence. Then the metaverse seemed to fade from our collective consciousness—until recently. In 2021, internet searches for the term increased by 7,200 percent . In December, Facebook rebranded itself as Meta, and CEO Mark Zuckerberg declared his ambition to “help bring the metaverse to life.” A month later, Microsoft said that its proposed acquisition of gaming giant Activision provided “building blocks for the metaverse.”

About the authors

This article is a collaborative effort by Eric Hazan , Greg Kelly , Hamza Khan , Dennis Spillecke , and Lareina Yee , representing views from McKinsey’s Growth, Marketing & Sales Practice and McKinsey’s Technology Council.

It’s not just talk; private capital is also rapidly pouring in. In 2021, metaverse-related companies reportedly raised upward of $10 billion , more than twice as much as they did in the previous year. In the past 12 months, one company alone—Epic Games, maker of Fortnite —has not only raised $3 billion to fund its long-term vision for the metaverse but also announced a partnership with LEGO to build a metaverse for kids. The global value creation opportunity from the metaverse could be in the trillions .

What, exactly, is the metaverse ? Right now, the interested parties cannot agree on any one definition. But most descriptions—including this particularly insightful take from venture capitalist Matthew Ball, who recently shared his thoughts on the promise of the metaverse with McKinsey —have some elements in common:

• The metaverse encompasses immersive environments, often (but not always) using virtual- or augmented-reality technology.
• The metaverse is “always on” and exists in real time.
• The metaverse spans the virtual and physical worlds, as well as multiple platforms.
• The metaverse is powered by a fully functioning virtual economy, often (but not always) built on cryptocurrency and digital goods and assets, including nonfungible tokens (NFTs).
• The metaverse enables people to have virtual identities, presence, and “agency,” including peer-to-peer interactions, transactions, user-generated content, and “world-building.”

We believe that the metaverse is best characterized as an evolution of today’s internet—it is something we are immersed in instead of something we look at. It may realize the promise of vast digital worlds to parallel our physical one. For marketers, the metaverse represents an opportunity to engage consumers in entirely new ways while pushing internal capabilities and brand innovation in new directions.

Now is the right time to adopt a test-and-learn mindset, to be open to experiments in the metaverse, and to move on quickly from failure and capitalize on success.

We do continue to see a healthy amount of skepticism about the metaverse, and companies may wish to exercise caution, since the promise may take some time catching up to the hype. But we believe we’re at the cusp of a fundamental shift in how people use the internet. (See sidebar, “Six reasons the metaverse is here to stay.”) Marketers would be remiss if they didn’t start exploring what the metaverse can offer. Now is the right time to adopt a test-and-learn mindset , to be open to experiments, and to move on quickly from failure and capitalize on success.

Six reasons the metaverse is here to stay

There’s ample skepticism right now from people who think the metaverse is just a flash in the pan. That’s also what some people thought about the internet during the 1990s. But then, as now, one thing was clear: although we didn’t know which companies would shape this new technological evolution, consumers were flocking to it. Increasingly high levels of consumer adoption propelled fundamental change.

Similarly, the attraction of consumers to today’s metaverse indicates a major shift in the way people use technology. If the metaverse is another evolution of the internet—something we are already in rather than something we observe from a distance—marketers clearly shouldn’t miss out.

Here’s why we think the metaverse has staying power.

• Ongoing technological advances. Technical challenges must still be overcome for metaverse experiences to be completely mainstream—for example, as a result of technical constraints, both Meta’s Horizon Worlds and The Sandbox cap the number of participants for each session. But constant improvements in computing power allow larger virtual worlds to exist. Cloud  and edge computing let intensive large-data processes, such as graphics rendering, move off local devices. The rapid adoption of 5G  is enabling mobile devices to access these large worlds more easily and with lower latency. And the cost of production for augmented- and virtual-reality hardware is declining. Meta shipped ten million Oculus Quest 2 headsets in 2021, and new devices like haptic gloves and bodysuits are coming on to the market more frequently as well.
• Major investments in metaverse infrastructure. In 2021, Meta invested $10 billion in the metaverse. Other tech companies have also committed resources to building it—such as the recent launch of the design and simulation platform NVIDIA Omniverse and recent metaverse-friendly updates from Unity Engine , a game developer platform. For good reason, the metaverse dominated this year’s Consumer Electronics Show . More and more companies, large and small, are keen to participate.
• A wider set of use cases. Gaming in the metaverse already has mainstream traction. Consumer use cases are now expanding into new immersive retail, entertainment, sports, and educational experiences. Then there are the metaverse’s sizable—but less talked about—enterprise applications and opportunities, including virtual employee training and team collaboration with avatars, virtual prototyping in manufacturing and construction, and virtual-showroom displays for products such as cars. Even government entities are experimenting with the metaverse. In South Korea, the city of Seoul announced a five-year Metaverse Seoul Basic Plan that will begin by creating a virtual Mayor’s Office and a Seoul Campus Town.
• Online commerce is mainstream. Already, omnichannel commerce  is second nature to most metaverse consumers—payment credentials are often embedded in the devices and software they use. The virtual-goods economy accounts for more than 40 percent of global gaming revenues generated by the world’s billion gamers . In the future, the long-term rise of cryptocurrencies  will make any requirements to set up crypto wallet accounts on metaverse platforms less of a barrier. Already we see innovation in both physical-to-virtual and virtual-to-physical transactions, such as ordering Domino’s pizza in Decentraland for deliveries of actual pizza in the real world.
• Demographic tailwinds. The oldest Gen Z consumers  are in their mid-20s. Increasingly, they are an income-earning force to be reckoned with. These consumers are more familiar with virtual worlds, transactions, and goods than previous generations are. Gaming is leading the way: 67 percent of Roblox ’s 50 million daily users are under the age of 16, which could signal the coming of a whole new generation of metaverse natives.
• Brand marketing and engagement are more consumer led. The shift toward individual content creators  is evident in the more than 50 percent increase in influencer marketing over the past five years on platforms such as WeChat and Pinduoduo in China and YouTube and Instagram in the Western world. This shift bodes well for the growth of the metaverse: a significant share of innovative and engaging experiences will probably come from these creator–users.

Rewriting the rules of marketing for the metaverse

We may still be in the first wave of consumer engagement with the metaverse, but lessons are already emerging from companies that found early success. In some ways, the critical elements of marketing in the metaverse resemble those of designing authentic and compelling brand experiences in the physical world. But the application of these elements in the metaverse can be very different. Much as approaches for driving value online  continue to evolve, the effective engagement of consumers in the metaverse will require its own evolving recipe for success.

Here’s what this landscape looks like today and how organizations can think about their metaverse marketing strategies for the future.

Define your metaverse marketing goals. Why do you want to be part of the metaverse? If your brand’s consumers are there, do you want to increase awareness among new audiences, position your brand and generate favorable sentiment, or promote loyalty ? Is your goal to spark innovation in your marketing team? For the near term, the primary goal of brands shouldn’t be driving sales directly, since sales of virtual items are still far smaller than sales of physical ones. What’s more, today’s metaverse audiences, especially on online entertainment platforms like Roblox , often skew younger, which brings both opportunities and risks.

Identify the platforms that provide the best opportunity and brand fit. Right now, Roblox , Fortnite , Decentraland , Minecraft , and Meta’s Horizon Worlds are just a few of the metaverse games and platforms out there. Some will be better than others for specific purposes. There is ample opportunity to experiment with multiple platforms to see what works. For example, the luxury brand Gucci has conducted multiple brand activations  to figure out where and how to connect with Gen Z . Last year, it drew 19.9 million visitors in two weeks when it launched a metaverse version of its real-world Gucci Garden on Roblox . Gucci has also partnered with the fashion-focused metaverse Zepeto , announced plans to launch a virtual world on the blockchain-based platform The Sandbox , and created assets for games including The Sims , Pokémon GO , and Animal Crossing .

Design experiences appealing to target audiences. Consumers tend to see brands in the metaverse as innovative, so the bar for delivering innovative experiences is high. Companies need to determine the ideal balance between native advertising, immersive experiences (including games, virtual stores, events, and sponsorships), and real-world activations to complement the metaverse. Take, for example, what the skateboarding retailer Vans did last fall when it launched the interactive skatepark “Vans World” on Roblox . To build brand awareness and appeal to the company’s core demographic, Vans enabled visitors to virtually explore skate sites with friends. Visitors can also earn points through gameplay to spend on virtual sneakers and apparel items, as well as to build customized skateboards in a virtual skate shop. This has successfully engaged both existing and new fans—and has seen more than 48 million visitors so far.

Consumers tend to see brands in the metaverse as innovative, so the bar for delivering innovative experiences is high.

Experiment with money-making models. Direct sales may not be front and center on the metaverse right now, but that doesn’t mean brands shouldn’t be thinking ahead and planning to capture the future potential. Direct-to-avatar sales of virtual goods are already a $54 billion market , and some forward-thinking brands are testing different opportunities to generate revenues. Forever 21, for example, sells a beanie in Roblox for under a dollar. On the other end of the scale, Gucci sold a digital version of its Dionysus bag last year for $4,115—more than the price of the physical item itself. Nike is trying out unique NFTs with its recent release of Nike Cryptokicks (a virtual model of its Nike Dunk sneakers), designed by the creative studio RTFKT, which Nike acquired in December.

Just as online-to-offline sales conversions are the norm today, we can expect to see more metaverse-to-offline opportunities in the future, too. In April, Chipotle claimed it was the first brand to enable Roblox players to exchange digital currency for real-life rewards when it offered vouchers for burritos to the first 30,000 visitors to its metaverse restaurant.

Create, leverage, and partner for new metaverse capabilities. For the metaverse, as for any new venture, brands should assess the skills they will need, identify which they already have and which they must acquire, and appoint someone to lead the development and execution of a coherent strategy to capture value. Brands should also aim to work with and learn from others, including the independent developer and creator communities that are active on the platforms already.

Roblox , for example, has hundreds of thousands in its developer community who are actively developing a range of experiences and learning how to make money from them. Last November, NASCAR partnered with Badimo , the developers of the popular Roblox game Jailbreak , to add a branded vehicle to the game for a ten-day event. During that time, gamers visited Jailbreak 24 million times—a 30 percent increase in the number of concurrent players. Creative, branding, and marketing agencies are also rapidly launching new service models and metaverse capabilities, including their own virtual studios.

Furthermore, celebrities and influencers  are increasingly attaching their names to metaverse initiatives. In some cases, they’re deeply involved with the actual creation of new immersive media for the metaverse. Last year, for example, the rapper Snoop Dogg built his own “Snoopverse” in The Sandbox . A few months later, he released the first music video that takes place entirely within the metaverse . “ The House I Built ,” like previous Snoop Dogg videos, features dancing, hanging out by the poolside, and driving nice cars. But this time, it’s his digital double enjoying the lifestyle.

Proactively plan for risks to the brand. There are many cautionary examples of brands that exposed themselves to risk by engaging directly with consumers online without having prepared for the rapid feedback loops of the internet or the potential virality of social media. In the metaverse, the risks can be even higher, since these events are live in real-time and more immersive. Brands would do well to establish basic rules of engagement—detailed policies and enforcement practices they can follow later—for customer experience, intellectual-property management, user safety, data privacy, and misinformation, for example. Already, in some cases things have not gone according to plan. One global electronics brand launched a new line of products with great fanfare on its metaverse venue, but disappointed fans had trouble gaining access and had to virtually “queue” outside the venue.

Rethink how you measure marketing success. Measuring the returns on marketing spend is always critical , but the appropriate metrics for the metaverse may not be what you expect. Digital marketing typically focuses on metrics such as the number of visitors, conversions, “likes,” and shares, as well as the cost of acquiring customers. With the metaverse, marketers may need to define new engagement metrics accounting for the unique behavioral economics at play (such as the “scarcity” of NFTs , which are supposed to be unique). For example, the online food delivery company Deliveroo deployed virtual drivers to make virtual deliveries in Nintendo’s popular Animal Crossing game, including promo codes to activate in real life. Within the first hours of play, it racked up three million in-game interactions with players.

With the metaverse, marketers may need to define new engagement metrics accounting for the unique behavioral economics at play.

Tread carefully but firmly

Clearly, the metaverse already gives companies ample opportunities for brand building and marketing. The current technological limits and modest level of mainstream adoption are not likely to be major obstacles for experimenting, learning, and finding success with marketing in the metaverse.

A few questions will shape its longer-term evolution. Marketers should be aware of these as they shift their focus and marketing budgets to the metaverse:

• How will interoperability, or the ability to transfer digital avatars and assets across multiple worlds, work in the metaverse? What implications does that have for brands offering digital assets, such as virtual clothing, today?
• How will the social contract and legal framework for the metaverse evolve? How will user safety be ensured, particularly for youth? Sensitivities around marketing to minors have always existed, but as generational shifts occur, they come into sharper focus in the metaverse. What additional responsibilities should brands take on for child safety?
• How will first-party consumer data be stored, managed, and protected? How will data privacy laws apply to the metaverse in the future? And how can brands secure consent and source data to enhance their own consumer insights , especially in a world without cookies ?

No matter how the metaverse evolves, levels of innovation and consumer adoption will probably accelerate. When you consider how quickly platforms are evolving and the new use cases emerging, it’s clear that brands will have incentives to go on testing and learning. It will also be imperative for marketers to secure the talent required to keep up with rapid new developments in areas such as augmented and virtual reality, consumer journey analytics, and social commerce.

Finally, the metaverse has great future potential beyond marketing. To create value throughout the enterprise, companies must take the time to think through the potential strategic implications of the metaverse for sales, operations, production, R&D, and HR. Organizations and brands that plan and execute now will benefit most from the future of the metaverse.

Eric Hazan is a senior partner in McKinsey’s Paris office, Greg Kelly is a senior partner in the Atlanta office, Hamza Khan is a partner in the London office, Dennis Spillecke is a senior partner in the Cologne office, and Lareina Yee is a senior partner in the Bay Area office.

The authors wish to thank their colleagues Inês Araújo Lopes, Emilio Capela, Antonio Celso Maciel Tavares, Lotte Lauer, Estelle Menye Zanga, Philibert Parquier, Kim Rants, Stephen Schwab, Shivam Srivastava, and Ewa Starzynska for their contributions to this article.

This article was edited by Christine Y. Chen, a senior editor in the Denver office.

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