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That's a bit reductionist. What the marketing person would say is you need to lead with the benefit or value that you provide and then explain how you do that.

That's a bit reductionist. What the marketing person would say is you need to lead with the benefit or value that you provide and then explain how you do that. So say you're making software for car washes. Don't lead with the fact that you make software. Instead, show the benefit by saying something like "Book 73% more car washes" and then say "Car wash booking software to increase revenue." Marketers are often consumed by showing the company's "Why" - but the challenge in that is it often gets too abstract and generalized and may make you sound like everyone else. A great example of this is that many companies make software that, in the end, is designed to improve end-user experience. You might be, say, a testing company. The end goal is definitely improving end-user experience, but if that is all you say, then it won't be clear how you do that, or how you're different from, say, a UI optimization tool which also improves end-user experience.

acorkery 9y ago
> but if that is all you say, then it won't be clear how you do that, or how you're different from, say, a UI optimization tool which also improves end-user experience. In this example, what if the company isn't any different? The marketer has to find a way to hide the fact that the company they've been hired to promote is not actually that innovative. An inferior product can still be a success if the right combination of hype, timing and smart promotion is combined.
- inthewoods 9y ago
  The company doesn't have to be different, but you are right that if they articulate the value the tool/software brings better than the other guy, they may win the day. What you're describing is fast becoming a reality for most software businesses imho - the days of feature differentiation are rapidly declining.
SomeStupidPoint 9y ago
The problem is that malicious psychology has become so prevalent, that any sort of marketing formula that isn't direct honesty is parsed as manipulation. (And for good reason -- the vast majority of the time, it is.) I don't care that your product is going to make me the reborn Buddha, because if you lead with that there's an overwhelming likelihood that your product doesn't stand on its merits and there is no underlying value. Blame the other marketers for spoiling the game if you want, but I think marketing is fundamentally a business mistake in that it makes you an adversary of your customers, not a partner. It's based on attacking customers with weaponized psychology. That's the premise of the modern field, and there's no escaping that. If you had a product that I actually needed and provided value, you could just tell me what it was. It should be straightforward how that addresses my needs -- or it likely doesn't.
Twirrim 9y ago
>So say you're making software for car washes. Don't lead with the fact that you make software. Instead, show the benefit by saying something like "Book 73% more car washes" and then say "Car wash booking software to increase revenue." That still actually tells me what the product is, which is way more than we keep seeing for all these start-ups, open source software etc, which seem to revolve around hippie meaningless B.S. that doesn't provide any value proposition up front.
- inthewoods 9y ago
  Agreed - my point was in reference to the OP who wrote: "Meanwhile, in marketing school, there's a teacher writing on a whiteboard: "Never ever tell anyone what your company does." Any decent marketer, imho, would argue against not telling people what your company does (it's usually the CEO making that case) - the good marketer just moves the "what you do" to behind a value/benefit.

acorkery 9y ago

> but if that is all you say, then it won't be clear how you do that, or how you're different from, say, a UI optimization tool which also improves end-user experience. In this example, what if the company isn't any different? The marketer has to find a way to hide the fact that the company they've been hired to promote is not actually that innovative. An inferior product can still be a success if the right combination of hype, timing and smart promotion is combined.

inthewoods 9y ago
The company doesn't have to be different, but you are right that if they articulate the value the tool/software brings better than the other guy, they may win the day. What you're describing is fast becoming a reality for most software businesses imho - the days of feature differentiation are rapidly declining.

SomeStupidPoint 9y ago

The problem is that malicious psychology has become so prevalent, that any sort of marketing formula that isn't direct honesty is parsed as manipulation. (And for good reason -- the vast majority of the time, it is.) I don't care that your product is going to make me the reborn Buddha, because if you lead with that there's an overwhelming likelihood that your product doesn't stand on its merits and there is no underlying value. Blame the other marketers for spoiling the game if you want, but I think marketing is fundamentally a business mistake in that it makes you an adversary of your customers, not a partner. It's based on attacking customers with weaponized psychology. That's the premise of the modern field, and there's no escaping that. If you had a product that I actually needed and provided value, you could just tell me what it was. It should be straightforward how that addresses my needs -- or it likely doesn't.

Twirrim 9y ago

>So say you're making software for car washes. Don't lead with the fact that you make software. Instead, show the benefit by saying something like "Book 73% more car washes" and then say "Car wash booking software to increase revenue." That still actually tells me what the product is, which is way more than we keep seeing for all these start-ups, open source software etc, which seem to revolve around hippie meaningless B.S. that doesn't provide any value proposition up front.

inthewoods 9y ago
Agreed - my point was in reference to the OP who wrote: "Meanwhile, in marketing school, there's a teacher writing on a whiteboard: "Never ever tell anyone what your company does." Any decent marketer, imho, would argue against not telling people what your company does (it's usually the CEO making that case) - the good marketer just moves the "what you do" to behind a value/benefit.