Focus On: Peter Fader

Text Messaging Trends — and Takeaways for Marketers

Mobile text messaging offers big opportunities for global marketers, with developing countries providing the best models for text-message advertising, say Wharton experts in response to a recent global Pew Research Center survey of cell phone users.

According to the Pew study, a median of 75% of cell phone owners in 21 countries surveyed say they use their phones to text. Text messaging is more popular among cell phone owners in two of the poorest nations surveyed: Indonesia (96%) and Kenya (89%). The use of cell phones for text messaging is high also in other developing countries like Poland (85%), Lithuania (79%), Russia (75%) and Ukraine (72%). Only 49% of India’s roughly 900 million cell phone owners use text messaging, according to the survey. It is also relatively less popular in developed countries like the U.S. (67%), Britain (79%) and Germany (56%). People in wealthier nations use their cell phones more for social networking because of better Internet access, the survey found.

While text messaging offers “a huge opportunity” for marketers, they have yet to figure out a value proposition that doesn’t turn off cell phone users, notes Wharton operations and information management professor Shawndra Hill. “Unless [users] have given you permission to advertise to them on their cell phone — either as a free-for-all where everybody can advertise, or in return for some service like a mobile app — [you] run the risk of aggravating consumers.” Receiving text messages shouldn’t cost recipients anything, she adds.

The best models for using text messages for advertising will come from developing countries, where cell phones have made big inroads, says Hill. In developing markets, text messaging has little or no competition from other forms of advertising, such as online promotion or mailers sent to residences, unlike in developed countries, she points out. “[Those models] will come from companies that really understand the context – [multinationals] that are on the ground there, or local companies.”

For example, text messaging has revolutionized how people go about their daily lives in Kenya, says Hill, who visited that country last summer as part of a study group. Mobile apps help cell phone owners in Kenya use their devices for micropayments, health care services and updates on crop prices, among other applications, she points out.

But the growth of text messaging for marketing “will be a much slower process, and there will be many steps backward that accompany the steps forward,” says Wharton marketing professor Peter Fader. In fact, he expects “a generational shift” to take place before it becomes popular, especially in developed countries. He points to the example of the slow pace at which Facebook has become a platform for commerce. “Years ago, everyone would have thought that there would be lots of storefronts on Facebook,” he says. “It really has been very poor in that regard, because people want to separate out different activities.” Facebook is about tracking and communicating with friends, and not about buying and selling things, he notes.

Fader predicts that companies that go “too far or too fast” with text messaging for advertising are likely to have “more of a backlash than any kind of commercial success.” Text message advertising is “worse and more intrusive than email, because it alerts you; it stops what you are doing, as opposed to email, where you are more in control.”

Many companies are studying ways to effectively use text messages for marketing. But barring specific case studies, experiments or “serendipitous activities,” the practice has failed so far to gain widespread acceptance, notes Fader. “I’m going to go out on a limb and say that in many, if not most, of the success stories, text messaging as commerce is going to be pure novelty,” Fader says. “Those same activities a year later will not only be ineffective, but also downright negative.”

Still, it is important that marketers go through that novelty phase, and learn through trial and error, says Fader. “But there will be a lot or errors with some of those successful trials.”

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What Steve Jobs Leaves Behind

In a brief statement on Wednesday, Apple announced that Steve Jobs, its legendary co-founder and product visionary, passed away at age 56. Jobs had been diagnosed with pancreatic cancer, but he remained the public face of the company until he stepped down as CEO in late August, becoming chairman of Apple’s board.

Upon hearing the news, Knowledge@Wharton asked several Wharton faculty members for their comments on Jobs’s career, and his impact on technology and the business world.

Saikat Chaudhuri, professor of management: “Steve Jobs’s passing unquestionably leaves a great void in the world of technological innovation; he simply transformed the way people communicate, interact and collaborate, not to mention consume media and entertainment. He read the pulse of the market, and balanced the push-pull dynamic between new technologies and customer needs perfectly. He mastered the art and science of producing novel offerings by acting as an integrator of different internal and external technologies, capabilities and resources like very few.

“I only hope that in his last days, he was able to write down or convey all the ideas he had for the future, because his vision and penchant for creating game-changers and new product categories was unparalleled in recent times. His charisma and energy as a product champion to realize that vision will, of course, be sorely missed.”

David Hsu, professor of management: “I retrieved 116 million results this morning on a Google search of Steve Jobs and the word ‘visionary.’ Not only is Jobs revered, I think, for having original ideas of what the future should be like in computing and interacting with various media, but also because he did a remarkable job in implementing the details of making those visions a reality. All too often, leaders in business and government have one or the other (or neither) quality, and so I think Jobs stands out in this way.

“Steve Jobs to me also personified great entrepreneurial leadership characteristics: persistence and tenacity in the face of setbacks and challenges, high standards for both the people in his organizations and his products, and the charisma and work ethic to lead his organizations to its achievements.”

Peter Fader, director of the Wharton Customer Analytics Initiative: “It’s so rare to see someone become such a success (and a cultural icon) without being the least bit wishy-washy. Even when he was misguided about certain things (e.g., hatred for buttons), he did it with great passion and conviction. You’ve got to admire someone who can stick to his principles and keep swimming against the tide – and then eventually make the tide turn in his direction purely through his vision and relentless persistence. That’s an extraordinary achievement, and only an extraordinary man could pull that off. Personally, I’m not a fan of Apple products, but I still see Steve Jobs as a role model for the way that he pursued his goals.”

Stephen J. Kobrin, publisher and executive director, Wharton Digital Press: “Jobs drove Apple to produce technologically sophisticated and beautifully designed products: Opening the box of the most basic Apple product is a pleasure. Perhaps more important, every product is user oriented — they just work. Setting up a wireless network with an Airport device is almost plug and play. An iPad is a powerful and complex computer, but a three year-old can pick one up and intuit how to play with it. Jobs also had the ability to see beyond the horizon; while the music companies were focused on jailing teenagers [for illegal downloads], he developed the business model for digital music.”

David Reibstein, professor of marketing: “Steve Jobs, more than anyone today, embodied the notion of thinking first about the customer, their experience and the user interface. He created a brand that is recognized around the world. While he was in [the] technology [field], he was not bounded by any one technology and was never focused on the technology above the customer.

“He was known as an innovator, which we normally think of in terms of technology. His focus was on innovation in the customer experience delivered via technology. He took on mountains (IBM and Microsoft) and was unafraid in doing so. He was a pioneer who was most willing to take risks. As a leader, he built an organization in his image. He will be missed.”

Kartik Hosanagar, professor of operations and information management: “The biggest lesson from observing Steve Jobs’s career is the value of having passion for what one does and the difference it can make. He talked about this passion in his now-famous talk at the Stanford convocation. This passion was visible in his resolve to hold on to the Apple CEO role despite the decline in his health over the past few years.

“The other big lesson is that of setting bold visions and taking risks to achieve them. Jobs pretty much reinvented Apple when he decided to build the iPod and position Apple squarely in the digital media business (as opposed to the PC business). Struggling companies like Yahoo could learn a lot from looking at Apple’s turnaround. In trying to turn Yahoo’s fortunes around, the leadership has not set any bold goals or taken big risks.

“All that said, we can celebrate his professional achievements over the next several decades. Today is a day when your thoughts mainly go out to the family.”

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Can Discounted Tablets Lure New Newspaper Subscribers?

The rise of the Internet and mobile technology is often seen as a death knell for traditional print media. But the owners of Philadelphia’s two dailies are hoping consumers’ lust for the latest in all things digital will help the newspapers beef up readership and revenues.

Earlier this week, the Philadelphia Media Network — owner of the The Philadelphia Inquirer and the Philadelphia Daily News — announced that it will begin offering deeply discounted tablets bundled with applications serving up content from the papers and their websites.

Although the exact pricing and type of tablet have not been announced yet, company officials said at a Monday news conference that the devices will run on Google’s Android operating system. Tablets typically cost anywhere from $300 to $800, depending on the amount of memory and whether it connects to the Internet via WiFi or a subscription service to a cellular network.

Each tablet will be bundled with four preinstalled applications to view content from The Inquirer, the Daily News and the Philly.com website. To get the discount, customers have to subscribe to the apps for at least a year. The program launches in August with a small number of devices, which will initially be available to run on WiFi-only.

But is the promise of shiny, new technology enough to spur long-term interest in the company’s content? “It’s a case of putting the cart before the horse,” says Wharton marketing professor Peter Fader. “You have to have a really good digital strategy, platform and content in place before you start worrying about portals.”

Stephen J. Kobrin, a Wharton management professor and director of Wharton Digital Press, notes that customers who sign on to the initiative won’t be able to choose what kind of tablet they get, or (at least initially) how they want it to connect to the Internet. “The key is getting people who wouldn’t have otherwise bought a tablet and who wouldn’t have otherwise looked at the Philadelphia newspapers on a tablet, in print or online” — which he points out, “are a lot of assumptions from the [Philadelphia Media Network's] point of view.”

Fader argues that, for such an initiative to succeed, it must capitalize on existing pent-up demand rather than attempting to create it. “It has to fulfill a need, and they’re nowhere near that,” he notes. “In some sense, it’s commoditizing; it cheapens the value of their content.”

Even if customers sign up for the program, there’s no guarantee that the purchase will become the basis of a lasting relationship with the Philadelphia newspapers or Philly.com, Fader adds. “Unless people use the tablet predominantly to access the Philadelphia newspapers … they’ll forget that’s how they got it. If you can’t get people to stick around [as subscribers] then it’s not a good investment.”

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For Apple’s iCloud, the Sky’s the Limit

Apple’s iCloud begins a new era of cloud wars, in which companies like Amazon and Google vie for what may be a one-time, land-rush opportunity to attract new customers and cement their loyalty. Once a consumer stores their music, photos and other files with a service, it can create a high level of “stickiness.”

More directly, Apple’s move offers a compelling new level of convenience for gadget users. For those using strictly Apple products, at least, there will be no more relentless synchronizing of gadgets – smartphones, tablets, laptops – to keep music, photos, files and applications up to date on each. Since everything will simply sync wirelessly to a central server warehouse, updating one device becomes an instant update of every other device upon connection.

“It’s about time,” says Wharton marketing professor Peter Fader. Imagine if when you went to pick up your car at the repair shop the mechanic handed you a wrench and asked if you wouldn’t mind cranking on those last few bolts yourself. It’s almost as if we’ve been “brainwashed” into doing the tedious upkeep in synchronizing our electronic devices ourselves. Or, as Apple’s Steve Jobs put it in making the iCloud announcement: “Keeping these devices in sync is driving us crazy.”

For Fader, “This signals a whole new ballgame for everyone with a vested interest in music, ranging from Apple’s direct competitors — most notably Google and Amazon — to up-and-comers such as Pandora and Spotify.”

Apple’s announcement Monday came a few weeks after Amazon announced its new Cloud Drive and Cloud Player, which allow customers to store music and other content remotely on Amazon’s servers. In early May, Google launched its own cloud music-management service called Music Beta. Like Amazon and Apple, Google wants to manage music libraries and deliver them through the cloud. Many observers expect Facebook to jump into the market, too.

There is one big difference with Apple’s service, however: Consumers can “match” their entire music collection via the Internet with Apple’s catalogue of more than 18 million songs. iTunes Match will scan every song in users’ libraries and match them with an Apple duplicate copy already stored on Apple’s servers (in the cloud). That eliminates the need to tediously upload a whole music collection, often song by song. Apple alone can do this because of existing agreements with four major record labels. Apple will charge users $24.99 per year for the service, and the record companies earn 70% of that fee.

Some analysts point out that by distributing those revenues to recording companies, Apple in effect will allow them to recoup some fees for songs that had been copied or shared illegally among users.

“It will be fascinating to see how all of these firms will start changing their strategies and tactics to compete in the cloud, but the clear winner is the consumer – who will have a far better music consumption experience than ever before,” Fader says.

The move by Apple comes at a time when increasing attention is being devoted to the cloud by corporations that also want to simplify the process of endlessly updating applications that reside on computers and other devices. One of the biggest challenges in that effort involves security.

For more information on the future of remote music storage and players, including insight into the Amazon and Google strategies, see this Knowledge@Wharton story: With Its New Music Storage and Player, Can Amazon Deliver in the Cloud?

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