Clubhouse. Another hype. Another bar that closes, and another desire for luck (Ligabue). All to a thousand. There are already those who define it as the social network that breaks all the barriers of gender equality and who already inserts it in memories of the past.
And we are still a little doubtful on the subject.
It is even tiring to always be those of the counter-culture, of suffering, of “the road becomes the road”. Maybe Marketing Arena isn’t even that light clique of young people who are slapping digital more, we’re a real agency now. So we should rush our customers to Clubhouse, right? Or.
In marketing, as in life, there are fundamentals that pass the time, a bit like officials (who stay) to the detriment of politicians (who pass). Two of these fundamentals are “bring traffic” and “land it on a desired product, at the right price”. For us, web marketing is over. Clubhouse undoubtedly has a feature of buzz e noise, benefits of brand building and positioning because “you are among the best who come first”. But the same brand then has a YouTube channel (second largest search engine in the world) which sucks, does not invest in Facebook and has not set up Google Analytics and Tag Manager. Clubhouse is the K2, but your brand did not see the top of Majella Park.
Web marketing generally fails in three big moments.
Market sizing flaw: a well-known politician would define the reaction we have whenever we ask the question: “How big is your potential market?” as “Shock”. Businesses don’t know. On the other hand, the size of the market and the share occupied by the company in this market are fundamental. I recently had the opportunity to speak at the Holden School, where I shared the case of a farm brewery and together we brainstormed a possible marketing plan. A student asked me: “ok but where are we starting from?” Our reasoning started with the number of beer consumers in Italy, the production of the company, the potential turnover, the 4Ps, in short, Philip Kotler. Believe me, he will survive at the Clubhouse.
Standard care: two other fundamentals: the brand and the lead. Often, however, not out of incompetence but through formative illusion of the market, we approach all projects the same way. So “a social book” if we are social network managers, or “an SEO book” if we are an SEO specialist. Too bad maybe the customer’s problem lies in the B2B buying process (different from B2C) or the need to educate the market before selling something to them. Again, the strategic structure is fundamental, and with it the opportunity to leverage a vibrant and vibrant brand. With all due respect to the growth hack.
Lack of resources: last point, money and people. The aforementioned brewery can aspire to a turnover of 4/500 thousand euros. It takes 70/80 marketing, and there are few of them. The culture of testing, of MVP, leads us to never expose ourselves, to never choose. Normally, however, when you’ve put 50% of your money in the hands of Google and Facebook, you don’t go wrong (the quality traffic above) and the rest has to be invested in a polished and excellent platform. content. Before you land on Clubhouse, tell us a secret: are you perfect on this point?
In our opinion, in January 2021, there is still time to reflect on these fundamentals and duties.