Will the days of centrally-planned marketing campaigns that views you (the customer), as a target board ready for bombardment by million-dollar ad campaigns end? Where tons of brochures, pamphlets and other marketing crap all seek to brainwash u into thinking Company X's new product is the best thing since sliced bread..
Apple's iPod leads a new wave of marketing, one that seeks to place the customer back into the saddle/ dominant role of the firm-customer relationship again. A new way which is called a more pull-based marketing that depends more on the customer reaching out and asking for a good because he/ sghe really desires it and has a perceived need. Well, some brainwashing might still eb responsible for the "perceived need", but in pull-based marketing, the influence of the marketer is more subtle and sophisticated, i might say. I am a sucker for Apple products. Keep ur new 7th-generation iPod under wraps and that immense shroud of secrecy for months and chances are i will still buy it. =)
An excerpt from this article:
This leads to the third, most important and least obvious of the iPod's trumps: the power of 'pull'. Most companies distribute their product by 'push'. They estimate demand, build according to the estimate and then sell ('push') what they have built. This is essentially business as central planning, and it works little better at company than at country level – hence the need for advertising and promotional price-cuts to reconcile sales with estimates, extra features to help sell the product and, finally, huge computer power to keep track of all the product variations, sales estimates and production plans.When, as with iTunes, the product is 'pulled' by the customer, on the other hand, the engines required for 'push' are redundant. It's like using gravity instead of fighting against it. Pull inherently uses fewer resources; tells managers directly what consumers want; and above all delivers on customers' own terms.
In their book The Support Economy, Shoshana Zuboff and Jim Maxmin charge that the rising tide of consumer discontent amid material plenty is the result of companies failing to change along with their customers. People are no longer grateful for what companies give them; they want what they want, in the form they decide. Part of the iPod's phenomenal success is that as one of the first of a new breed of products to put customers on equal terms with producers, it begins to respond to this need.