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	<title>Micromotives &#187; marketing</title>
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	<description>The Science &#38; Art of Decision Making</description>
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		<title>Marketing and Social Influence</title>
		<link>http://www.micromotives.com/2006/12/marketing-and-social-influence/</link>
		<comments>http://www.micromotives.com/2006/12/marketing-and-social-influence/#comments</comments>
		<pubDate>Sat, 09 Dec 2006 22:29:09 +0000</pubDate>
		<dc:creator>Jeff Heuer</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[columbia]]></category>
		<category><![CDATA[duncan-watts]]></category>
		<category><![CDATA[eric-beinhocker]]></category>
		<category><![CDATA[marketing]]></category>
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		<description><![CDATA[The September 2006 issue of the Harvard Business Review has a brief piece by Columbia sociology professor Duncan Watts and Steve Hasker of McKinsey about marketing in environments where social influence is important. Watts and Hasker argue that when a consumer&#8217;s interest in a given product is driven by how popular the product seems to [...]]]></description>
			<content:encoded><![CDATA[<p>The September 2006 issue of the Harvard Business Review has a brief piece by Columbia sociology professor Duncan Watts and Steve Hasker of McKinsey about marketing in environments where social influence is important. Watts and Hasker argue that when a consumer&#8217;s interest in a given product is driven by how popular the product seems to be with others in the consumer&#8217;s social network, predicting whether a product will be a success or not becomes very difficult. To cope effectively with this uncertainty, marketers should spend less time and money trying to predict big-budget blockbusters, and instead develop &#8220;portfolios&#8221; of products, and the ability to rapidly shift marketing resources to emerging successes based on customer feedback.</p>
<blockquote><p>The implication for marketing executives is that they should de-emphasize designing, making, and selling would-be hits and focus instead on creating portfolios of products that can be marketed using real-time measurement of and rapid response to consumer feedback.</p></blockquote>
<p>The aurhors recommend five measures for more effective marketing campaigns which take social network effects into account:</p>
<ol>
<li>Increase the number of bets, and decrease their size</li>
<li>Focus on detection, measurement, and feedback</li>
<li>Follow through with flexible marketing budgets</li>
<li>Exploit naturally emerging social influence</li>
<li>Build flexibility into supply chains and contracts</li>
</ol>
<p>Their results are based on academic work published earlier this year by Watts as well as Matthew Salganik and Peter Dodds: <a href="http://cdg.columbia.edu/cdg/abstracts?id=51">Experimental Study of Inequality and Unpredictability in an Artificial Cultural Market</a></p>
<p>Read more: <a href="http://custom.hbsp.com/b02/en/implicit/viewFileNavBeanImplicit.jhtml?_requestid=139929"><img border="0" alt="View PDF" id="image83" src="http://www.micromotives.com/wp-content/uploads/2006/06/file_acrobat.gif" /> Marketing in an Unpredictable World</a>, by Duncan J. Watts and Steve Hasker</p>
<p><strong>UPDATE</strong>: I&#8217;ve heard from some readers that the Harvard Business Review link didn&#8217;t work for them. Here is an alternate link to the paper, hosted by Columbia: <a href="http://www.columbia.edu/~mjs2105/watts_hasker06.pdf"><img border="0" alt="View PDF" id="image83" src="http://www.micromotives.com/wp-content/uploads/2006/06/file_acrobat.gif" /> Marketing in an Unpredictable World</a></p>
<p><strong>UPDATE 2</strong>: For discussion of a very similar &#8220;portfolio&#8221; approach to dealing with complex or uncertain environments, this time in the context of business strategy, see my earlier post <a href="http://www.micromotives.com/2006/08/creating-strategy-in-an-unknowable-universe/">Strategy in an Unknowable Universe</a></p>
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