Gaining Market Advantage: What People Do, Not Buy
Allen P. Adamson
The common narrative in successful business building is doing market research to see what people will buy before strategizing and moving forward. Yet one expert says there is a different, better way.
In the book, “Seeing The How: Transforming What People Do, Not Buy, to Gain Market Advantage,” Allen P. Adamson, a branding expert, Forbes.com columnist, adjunct professor and co-founder of Metaforce, talks about how to gain a strong business foothold and generous market advantage.
Adamson has also authored: “BrandSimple,” “BrandDigital,” and “The Edge: 50 Tips from Brands that Lead and Shift Ahead.”
The core idea in his latest book is that the status quo thinking and standard practice is not the only way to success and growth.
“The challenge entrepreneurs and salespeople have is that we live in a ‘sea of similarity,’” Adamson says. “The product differences between one brand and another have been shrinking for years.”
That presents a clear problem.
“If your product is not different in a way that matters, then no amount of marketing or sales spin will get consumers or customers to purchase,” Adamson says.
He recommends a new way of looking at business.
“In my book, I argue that entrepreneurs must zoom out beyond their products and innovate to create an experience around the product that will deliver relevant differentiation,” Adamson says, reasoning and boldly stating that, “If you have something different that matters to customers, communications and sales can be effective.”
He provides an example with razor shaving blades:
“For years, Gillette, Schick and others focused on their products, coating the blades, adding blades — first two, then three and more — changing the shape of the handles, etc.,” he begins. “However, all the products were about the same when consumers went to the store shelves.”
Then someone smarter came along.
“Enter an entrepreneur who said the real problem is remembering when to go to the store before you find out you have run out of blades,” Adamson teaches. “Dollar Shave Club created a new buying experience, mailing you new blades just as you were about to run out and completely disrupting the market.”
The result was powerful.
“Finally, consumers are likelier to share a new experience than a new product online,” Adamson details. “‘Hey, I no longer have to go buy razor blades. Dollar Shave Club sends them to me before I run out.’
“The need to communicate and sell is reduced because consumers do the work for you on social media.”
Adamson asserts that “Diversity brings strength to seeing and seizing on opportunities that others have yet to notice...” He elaborates on why he is an advocate and advisor for this type of mindset.
“If your team grew up in the same neighborhood, went to the same schools, watch the same streaming television shows, use the same brands, etc., they see the world similarly,” he says. “If everyone ‘sees’ the world the same in your ‘bubble,’ you will never have fresh or different eyes and never ask, ‘hmm, I wonder what would happen if we did something different.’”
The takeaway lesson is important to understand and apply.
“Success requires a team with different perspectives who are comfortable challenging each other's beliefs,” Adamson points out. “A diverse team with varying views of our world leads to successful experience innovation.”
Entrepreneurs, service businesses and large companies communicate something specific to their markets when they focus on experiences.
“You communicate that you understand your customer better and are committed to improving their lives,” Adamson points out.
“Suppose you build stores with a tech support desk — Genius Bar,” he teaches. “In that case, you communicate that you are interested in selling them a new technical product, such as a smartphone and helping them use it correctly, fix problems and make their lives easier and better.”
