You’ve got to read “Is the Tipping Point Toast?” by Clive Thompson in FastCompany. The gist of Thompson’s piece, based on the work of Duncan Watts of Yahoo Research, is that the theory that a select few “key influencers” matter more than “the rest of us” when it comes to viral and word-of-mouth marketing campaigns is flawed. Said Watts:
“It [achieving marketing success through influentials] just doesn’t work. A rare bunch of cool people just don’t have that power. And when you test the way marketers say the world works, it falls apart. There’s no there there.”
In contrast to influential marketing, Watt’s believes the key factor is the readiness of the market: “If society is ready to embrace a trend, almost anyone can start one—and if it isn’t, then almost no one can.” There will be first movers, but almost anyone can be this first mover—and therefore what Watts calls an “accidential influential.”
My money is on Watts. If you agree, it should change your perspective on marketing:
- Spend less time and effort on industry events and other focused PR and marketing that involves sucking up to journalists, analysts, and experts. Spend more time and effort pressing the flesh of real customers. Typically, you won’t meet too many customers at a Ritz Carlton.
- Try mass marketing because you never know who will be your “accidental influential.” Or, as the saying goes, “Let a hundred flowers blossom” to determine who “gets” your product. Admittedly, the challenge is to find a cost-effective way to do mass marketing.
- Forget A-list bloggers. Lousy reviews by them cannot tank your product. Great reviews cannot make it successful. Focus on big numbers—any Technorati 1,000,000 blogger can be a channel to reach people. If enough people like your product, the A-list bloggers will have to write about you.
How does Watts’ thinking square with evangelism? I don’t see a conflict because evangelism is about “bringing the good news” to everyone and then supporting the people who “get it.” Evangelism is not about sucking up to only people who are famous and self-important. To wit, few Fortune 500 CIOs helped make Macintosh successful. It was unknown artists, designers, hobbyists, and user-group members who made Macintosh successful, and we could have not identified them in advance.