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About two years ago, I wrote a post entitled “The Stream That Snuck up on You” about the ways in which streaming was inexorably becoming a larger part of how we access music.

I think that we can all agree that — with the rise of Spotify (which, at the time of that post hadn’t launched in the US), the growth of Pandora (IPO, or otherwise, I’m not sure it’s sustainable), and, the launch of Apple’s iTunes Match — streaming is now a much larger part of our life than it was in the past, and that we ain’t going back.

As is so often the case, music was the proverbial canary in the coal mine; this time, with respect to streaming. Music, because of its relatively small file sizes, and youthful (and thus more computer savvy) demographic tends to lead the way in tech disruption.

Other industries/mediums follow.

What this means is that your days of storing things on your computer — files, movies, photos, etc. — are largely coming to an end.

Don’t believe me? Think about the number of external harddrives you bought between the years 2005 and 2010. Now think about the number of external harddrives you’re buying these days. It’s not just because of a Moore’s-law-related storage capacity increase. It’s because you’re gradually, but inexorably (yes, I like that word) moving to the cloud.

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We buy a musical instrument because it represents the possibility of creating art that we/others might enjoy/buy (why do you think guitar stores have mirrors?)

We buy a computer because it represents the possibility of writing a book/building a business (why do you think Apple gives away apps like GarageBand and iMovie with their computers?)

We buy ingredients for dinner because they represent the possibility of a meal enjoyed with the family/loved one (why do you think food tends to be sold in the quantities it is?)

We buy a vacation because it represents the idea of happiness with family/loved one (why do you think EVERY parent feels compelled to take their kid(s) to Disney?)

You have to understand the purpose/job of the product. Why do we HIRE a product/service – what do we really want from it?

This HBR article (worth the $6) sums it up:

Unlike traditional market segmentations that are based on a correlation of product sales or service with the attributes of the purchaser (such as age, gender, income level, and education level), jobs-based segmentation seeks to understand the causal roots of purchase-when a buyer needs to “hire” a product or service to get a “job” done.

Think in terms of what role your work is filling in the life of the customer. Think also where your customer would turn if your work didn’t exist. Then make sure that your work is doing the job your customers are hiring it for… better than any substitutes could.

When the product/service you offer is hired by someone because they feel this product/service will do the job of making them better/smarter/more beautiful/more creative/more successful/etc. (i.e. increase their possibility) you will have a hit.

This hangs in my office:

Of all of Mr. MacLeod’s work, it’s the one I always come back to.

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I love it when products/companies/individuals impliment “small” changes that signify something far greater.

These “incremental” changes or innovations can be so slight as to be nearly subliminal to the customer, but the impact these changes can have is anything but small.

The most recent example of small change having a disproportionately large effect that I’ve noticed is Audi’s headlights.

I’ve never paid much attention to Audi as a car manufacturer. As is so often the case with durable good type products, the feelings you establish (good or bad) in your early experiences with products tend to inform your life-long opinion of them. This is why brands try so hard to capture the loyalty of the 18-24 year-old male; they know if they get them at that stage in their life, they’ll have them forever. I had a bad experience with an Audi back when I was in college, and, thus, embargoed the company as a possible choice for me since then.

Until now.

It wasn’t some car review that made me reconsider the company. Nor was it word of mouth (either from an actual conversation or some social media variant).

Rather, it was this:

The line of LED lights that Audi has introduced (I don’t know how recently) into their headlights just pops out. For me, this “small” detail completely differentiates the Audi from other cars of its ilk (BMW, Mercedes, Lexus) that, truth be told, otherwise really do sort of look all alike.

What keeps this detail from being “small” is that it represents something larger. In literary theory, you refer to this as “synecdoche” (a part representing the whole; e.g. Blake’s opening line of “The Tyger”: “Tyger! Tyger! burning bright/”).

The LED lights in these headlights represents something much larger in my mind: adherence to quality, innovation, style, etc. This detail has made me completely rethink Audi.

As another example, Apple is, of course, masterful at this. Think of what happens on your iPhone if you tap the camera icon on the lock screen rather than slide it upwards. The entire screen bounces up a bit — subtly and stylishly showing you precisely what you need to do in order to launch the camera app from the lock screen.

Too often, we feel we must make wholesale change in our products, services, (selves), etc. In reality, a slight change that is illustrative of something deeper going on below the surface tends to have a more profound impact.

“Small” change has the power to absolutely surprise and delight users. A customer may not comment on these details, but — in aggregate — they register and accumulate powerfully in their mind. The overall outcome is tremendous loyalty.

Tom Waits “Small Change”:

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Metcalfe’s law — aka “network effect” — states that the value of a network is proportional to the square of the number of connected users of the system.

Originally formulated to quantify value with respect to communication devices (fax machines, phones, etc.), it has more recently been applied to other networks; specifically, social networks.

In the same manner that a network of fax machine increases in value when there are more users of fax machines, the value of social networks increase as their user base increases. [1]

This law explains why, for instance, social networks with many users grow exponentially faster than those with few users. In fact, networks with few users tend to die a slow painful death of attrition because there is no value for those few users.

It’s a VERY good thing to keep in mind should you ever be tempted to create some type of social network around your own/owned product, service, band, etc. Can it be done? Yes. Should it be done? Only when you have accumulated enough passionate users that creating a network for them provides more value than do the networks which they are already a part of.

The requisite number for this value to users to be present is vastly more than you think. I would say you need to feel confident that you will have somewhere in the area of 100k users before you should even consider this.

This brings up the inevitable question of how to get all these users prior to instituting a proprietary network. It also explains why so many companies are essentially leveraging Facebook to for their “own” networks.

Essentially, the answer is that it’s vastly harder to get your own users.

Difficult as it is, it’s still important to understand how to acquire your own users; to do so you do the following:

1. Have an exceptional product/service
2. Create an architecture of participation — i.e. use the social networks, and shift the burden of promotion from yourself to your users with a simple goal:
3. Drive people to your (own/owned) Site where you capture their emails
4. Once a significant — several hundred thousand email addresses — have been captured, create a social network that represents a compelling value to them with respect to your product or service, and let them know via email

The alternative: piggyback off FB.

For the vast majority of people, the FB alternative, sadly, is really the only “option.”

For those, however, who feel that having their own network is a more valuable proposition, and are willing to put in the effort, there is an element of “secret sauce” that seems to be emerging that can accelerate your process: Speed/Scarcity.

Scarcity is in many ways the thunderclap of the Internet. It’s one of the few things that can snap an Internet user to attention.

Clearly, all of the flash deal sites (from wOOt to Groupon, et al.) realized this, and – for the time being at least – have been able to capitalize from this realization.

Injecting scarcity into your network accelerates Metcalfe’s law. It supercharges network users, and gives them incentive to act.

Knowing that whatever gambit is put forth is of a limited duration, causes those who care about said offer to act. If that action requires sharing of some kind (or a critical mass (i.e. Groupon-esque) offer; i.e. if X number of people sing up/share, etc., the offer “tips”), the network effect can go into hyperdrive.

This is how, for instance, many companies rapidly increase their Twitter/Facebook presence.

My suggestion: build this approach — some type of frequent offers with a component of scarcity — into your overal strategy. At first, this may (and should) involve utilizing third party, existent networks to achieve scale, but then transition over to your own/owned network to make the offers.

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1 One mistake people make, however, is not recognizing that the equation changes: it goes from being a logarithmic proportionality when applied to social networks, rather than the squared proportionality applicable to telecommunication networks – the general theory still holds, however.

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Allan Benton runs Benton’s Smokey Mountain Country Hams (widely regarded as the best ham/bacon in the country/world).

In this (short) video he, in a very understated manner, puts forth some really important business principles.

For instance, there’s a scene where he tells a potential customer the following:

“If you don’t like smoke, you’re not going to like my bacon.”

Lots of wisdom here.

Too often, companies/bands/etc. believe that their product/music/art appeals to everyone. It doesn’t. In fact, thinking this, and, worse, acting on this theory will kill you.

It’s far more important to understand your values/purpose, and then attempt to identify others who share these values, and put what you do in front of them, than it is to be chameleon-like, and try to change to please every customer

What this means is that there will be people who simply are never going to appreciate what you do. This doesn’t make you or them wrong.

What’s “wrong” is not recognizing (as quickly as possible) that these people will never be good customers, and, instead of “firing” them — so you can move on to (and clear the way for) good customers — trying to cater to them.

Doing so takes your time and focus away from customers who are valuable.

Additionally, because there is a lack of fundamental value alignment, no matter what you do, you’ll never please these un-value-aligned customers, and this will only make them more dissatisfied, and more vocal about their lack of satisfaction. This, of course, unfairly poisons the impression of potential good customers.

So…the customer is not always right, and the faster you “fire” the wrong customers, the better.

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