BREAK KE BAAD… OOPS, SORRY… PEHLE!

The movie was insipid, I agree! However, marketers have important lessons to learn – no, not from the film, but its title. Think about it, all our marketing activities are centered around the “Break”. The “breaks” are our lifelines. On TV, it’s the commercial break where all the action happens for marketers!

But does TV still work? Does it hold as much promise today as it did earlier?

IS TV DEAD?

TV has almost become a dirty word in today’s marketing world. Most people, especially the younger generations, seem to be spending all their time online. So who is watching TV?

According to the Association of National Advertisers, a survey done on US marketers showed that 62% of them believed that TV advertising had become less effective in the last couple of years.

However, they were in for a surprise as according to Deloitte’s 2009 State of the Media Democracy report, Americans were watching 18 hours of TV in 2009 as compared to 16 hours in 2008 – and 26% more people in 2009 than in 2008 choose TV as their favorite media! According to the 2009 Three Screens Report of Nielson, Americans were watching more TV than ever before. Out of the three screens, i.e, TV, internet and mobile, the former beat the others hallow, be it UK or USA. The Institute of Practitioners in Advertising (IPA) comes out with the most thorough surveys of media habits of consumers. According to its Touchpoint 3 survey, people in UK too were watching 3.7 hours of TV daily as compared to 1.8 hours of internet. In India, where TVscreens are more common than other screens, it’s definitely TV that wins!

The one gadget that is owned by most of the population of any country is TV. Also, the number of TV’s in each household is increasing. Some say that youths are watching less TV, whereas data suggests that historically, youngsters have always watched less TV and there has always been a positive correlation between age and TV viewership.

While it may sound trendier to talk of online and emerging media, the fact is that nothing motivates consumers to buy like TV spots can! So Fox Network focused on selling its TV spots and not its digital platform. Unlike other TV networks like NBC and CBS, who went to marketers with presentations showcasing not just their TV media but digital too, Fox decided to focus on only its TV networks. Their logic was simple. Nothing motivates a consumer to buy like a TV spot can.

According to a customized research done by the firm Marketing Evolution, TV accounts for almost 70 percent of the impact on a consumer’s purchase decisions. It’s an undisputed fact that the mass reach of TV and the power it has to build mass awareness is leaps and bounds ahead of any other media, be it radio, internet, out-ofhome or even cinema. This was reconfirmed by Price water house Coopers in a study to find the correlation between brand value and communication effectiveness. Out of all the forms of media, i.e, TV, press, internet, radio, direct mail and outdoors, the study concluded that on an average, £1 million increase in TV marketing investment yields £4.5 million in sales. There was a very high correlation between increase in brand value and advertising investment on TV. It just proved one old fact – nothing can build brands like TV can.

The internet has not been able to erode the power of TV. Rather, according to the study done by Les Binet and Peter Field (which incidentally is the most quoted study), campaigns that used the TV medium have been growing in effectiveness over the past three decades! In fact, TV advertising today has become more effective over time, and every possible research is proving it. Yes, direct mail is fast being replaced by the internet, but no one can replace TV. Where else will you find the comfort of snuggling up on a couch in the living room watching your favorite soap and sipping a hot bowl of “mom-made” soup? TV is alive like never before and every research is proving that.

HOW DO I GET NOTICED?!

Yes, agreed that we all love watching TV. But do we love watching the ads? Do we notice the zillions of them shown during the break? Actually, it’s the “Breaks” that are a problem and not the TV! Like in life, so in marketing, we spend most of our time thinking of the “Break”, be it the break up, or the big break, or the lunch break – or for marketing men, the commercial break! Not for life, but yes, an interesting innovation seems to be happening for marketing men. It’s called “virtual advertising”. A digital image of the product/brand appears on TV screens while one is viewing a sports match or a programme. So, I don’t need to advertise during the break. Rather, digitization helps me insert my brand during the programme. Of course, if it’s a match, the stadium audience does not see the products or the advertisements, as they are, well, virtual! But the TV audience does! This new innovation can be seen during the cricket matches. Since it all happens during the match, nobody can miss it. Advertisers don’t need to wait for the commercial break where chances of getting lost are very high. They can now digitally and very creatively put their ads during the show – virtually breaking the clutter!

Vikram Tanwar, the CEO of the sports management company Planman Stars, who is responsible for getting this technology to India, says that it’s much more effective than the regular TV commercials.

For one, it makes your ad “zapper proof”. It can be changed according to regions. If the programme is being aired in Pakistan, India and Bangladesh, each audience gets to see its own brands in the virtual advertisements. Sponsors can choose to show their advertisements on a country-bycountry, region-by-region, or even marketby- market basis! The advertisement can stay on the screen for 30 seconds... or 30 minutes, depending on where and how you insert it. It can come on a virtual billboard, or on the ground, or pop-out from the ground, or fall from heaven, or emerge from the spectators – the way you can innovate is limitless. It’s an astonishing technology, exploiting the simple fact that people pay more attention during a show than during a commercial break – so put your advertisement right there.

This technology debuted in the USA in 1998, and now Zee’s Ten Sports is doing the same with Micromax Mobiles, Royal Stag and McDowell’s “virtually” reaching out to their audiences – before the break!

These advertisements are being inserted in absolutely novel, innovative ways into almost all TV programmes; sports and nonsports. Because it’s so different, the recall of these advertisements is as high as 84%. Since they are interesting, more than half the audience did not mind them.

Virtual is the new way to grab eyeballs this year!

A NECESSARY EVIL

Call it what you may, but TV is here to stay. For even though ‘online’ is at the top of everybody’s minds, it’s not resulting in increased sales or brand building – at least, not yet. The lure of TV is immense and you just need to look at the Super Bowl rates to understand the impact of TV. On February 6, almost 100 million Americans (and many more in other parts of the world) would be watching the game. No wonder, CBS is charging $2.5 million for a 30 second commercial – and all its commercial slots have already been sold out! That’s the power of this media.

Groupon, the company that sells bargain deals online, knows that it’s not the help of Google, but of TV that it requires in order to grow. (Google tried to acquire it for $6bn, but couldn’t) It could not find a slot during the game, but it has settled for the pregame spot. After all, TV builds brands, like no other. Even the internet biggies know it and are not leaving a chance to be seen on it! One man who really needs brand building and knows how to do it is Obama. He, like every year, is not going to miss TV on February 6. No, not watching it, but coming on it. He has agreed to be interviewed on Fox Sports sometime during the fourhour pre-game show. Super Bowl is after all the world’s most watched programme; and no one, not the big brands or even the President, wants to miss it.

If you need to build a big brand, you have to think “TV”. Use your creativity to “virtually” rise up from the clutter. A new way is of course to air your advertisement “break ke pehle” – before the break! It works!

Launching Tech Ventures: Part IV, Readings


This is the fourth of four posts about Launching Technology Ventures (LTV), a new MBA elective course I'm developing at Harvard Business School to explore lean startup management practices. Part I provides an overview of concepts covered in the course. Part II describes LTV's class sessions. Part III lists a set of tools and techniques that I think any MBA working in a tech venture should master.

[Addendum, Apr. 10, 2011: if you are interested in lean startup concepts, you should also check out the LTV course blog. Students write blog posts instead of taking an exam. They've done terrific work.]

Below, I've compiled a list of readings — mostly blog posts, but also some books — that cover topics relevant to my course, i.e., lean startup management practices, product marketing/management, and business development. I don't list readings on funding a startup, motivations for founding, or co-founder relationships. For readings on those topics, see my earlier compilation for web entrepreneurs.

Of course, learning-by-reading is no substitute for learning-by-doing — but almost everything on the list was written by people who work or invest in new ventures, so there's a lot of wisdom here. If I've missed valuable readings, please let me know in your comments below.

Lean Startup Concepts
Business Model Analysis
Product Management
Customer Conversion Funnel Analysis/Optimization
B2B Selling
Public Relations
Business Development
Recruiting/Organizational Issues
More Books and Tools
  • Do More Faster, edited by Brad Feld and David Cohen, compiles advice across a range of topics from TechStars entrepreneurs and mentors.
  • Founders at Work, by Y Combinator's Jessica Livingston, collects her interviews with two dozen founders relating their lessons learned.
  • Tom Hulme at IDEO has compiled and crowd-sourced a list of tools for tech startups, organized by function and company life cycle stage; a similar list compiled by Shyam Subramanyam; another list from Jaret Manuel; and my own list of free software tools for lean startups.

Launching Tech Ventures: Part III, Tools & Techniques


This is the third of four posts about Launching Technology Ventures (LTV), a new MBA elective course I'm developing at Harvard Business School to explore lean startup management practices. Part I provides an overview of concepts covered in the course. Part II describes LTV's class sessions. Part IV lists recommended readings for the course.

[Addendum, Apr. 10, 2011: if you are interested in lean startup concepts, you should also check out the LTV course blog. Students write blog posts instead of taking an exam. They've done terrific work.]

Here’s a preliminary list of tools and techniques that I think MBAs should master if they are working in product management, marketing, or business development functions in tech startups or in new ventures in established tech companies. In LTV, students will work on a team-based field project that applies one of these tools/techniques in a new venture.


  1. IDEO-style Idea Generation. IDEO has a structured approach for  applying ‘design thinking’ to new product development.
  2. Business Model Generation. Ash Maurya has adapted Osterwalder’s business model generation framework for use in info tech startups.
  3. Customer Discovery Interviews. In Four Steps to the Epiphany, Steve Blank describes interview processes for assessing demand for a product idea.
  4. Focus Group Research.
  5. Survey Research.
  6. Persona Development. A persona is a fictional character with demographic, psychographic, and behavior attributes of a representative product user. Many tech companies assess new features in terms of their fit with personas’ needs.
  7. Competitor Site Benchmarking.
  8. Wireframing. A wireframe is a skeletal depiction of a website showing key navigational concepts and page content. Many wireframing software tools are available, e.g., Balsamiq.
  9. Prototype Development.
  10. Usability Tests. For $39, UserTesting.com will videotape a representative consumer trying a product or feature.
  11. A/B Test of New Feature.
  12. Conversion Funnel Analysis/Optimization.
  13. Landing Page Optimization. Performable specializes in landing page optimization.
  14. Search Engine Marketing Campaign Design/Optimization.
  15. Inbound Marketing Campaign Design/Delivery/Analysis. This book by Hubspot’s founders explains the logic for relying on blogs, Facebook, Twitter, etc. to drive traffic to a site.
  16. Public Relations Strategy. Startup CEOs disagree on whether a DIY approach to PR makes sense, and how long startups should wait before they invest money/time in PR.
  17. Site Redesign Based on User Experience Analysis.
  18. Analysis of User Requests for Product Support.
  19. Analysis of User Suggestions for New Features. Dropbox has implemented a site feature for soliciting feature suggestions, called “Votebox."
  20. Product Roadmap/Feature Prioritization Process Design. Startups who rely on agile development methods use project management tools such as Pivotal Tracker.
  21. Design/Delivery of Sales Pitch for Early Adopters.
  22. Sales Lead Prioritization Process.
  23. Design/Delivery of Charter User Program. Silicon Valley Product Group, a consulting firm that helps tech companies improve their product management capabilities, makes the case for a structured approach to working with beta customers.
  24. Net Promoter Score Analysis. NPS, a measure of product loyalty used by many tech companies,  is obtained by asking customers: "How likely is it on a 0-10 scale that you’d recommend our product to a friend/colleague?" Respondents are categorized as Promoters (9-10 rating), Passives (7-8), or Detractors (0-6). NPS = Promoter % - Detractor %.  
  25. Lifetime Value of a Customer Analysis.
The links in the list above are added to help with definitions rather than to serve as a comprehensive guide for someone who wants to learn about these techniques. See Part IV of this series for more books and blog posts that discuss the techniques and their application.

Over time, I’d like to build a knowledge base — perhaps through a wiki — that captures what MBAs and others working in tech ventures need to know about these tools and techniques. In particular, when/where/how/why is the technique best used? Are there conditions where the technique is not appropriate? What mistakes do people make with the technique? How can MBAs acquire the skills needed to apply the technique?

I'd value your feedback. What tools/techniques are missing from list? Do you have thoughts about the questions I pose above?

Launching Tech Ventures: Part II, Class Sessions


This is the second of four posts about Launching Technology Ventures (LTV), a new MBA elective course I'm developing at Harvard Business School to explore lean startup management practices. Part I provides an overview of concepts covered in the course. Part III lists a set of tools and techniques that I think any MBA working in a tech venture should master. Part IV lists recommended readings for the course.

[Addendum, Apr. 10, 2011: if you are interested in lean startup concepts, you should also check out the LTV course blog. Students write blog posts instead of taking an exam. They've done terrific work.]


Here’s a preliminary syllabus for the 15 class sessions of LTV, which will start in late January and run through early March.

  1. Dropbox. Accel/Sequoia-backed Dropbox offers a cloud-based service that allows users to synchronize and share files across PCs and smart phones. We’ll use this case to introduce several course concepts, including product-market fit, user-centered product development, customer conversion funnel optimization in a ‘freemium’ SaaS context, and business development challenges for early-stage ventures negotiating with large corporations.
  2. IMVU. Guest: Eric Ries, IMVU co-founder & former CTO and HBS Entrepreneur-in-Residence. We’ll discuss how he and his colleagues pioneered lean startup principles at Menlo Ventures-backed IMVU, which offers an instant messaging service built around 3-D avatars. Eric will also discuss how lean startup concepts have evolved and whether the concepts are applicable beyond info tech startups.
  3. Triangulate. Trinity Ventures/angel-backed Triangulate offers a Facebook-based dating service. We’ll explore how this startup has used lean startup principles to guide product development through several pivots.
  4. Cake Financial. Cake was a website for consumers seeking to improve their investment portfolio performance. Although this TechCrunch40 finalist raised $9 million in venture capital and got press accolades, it never achieved strong product-market fit, and Cake’s assets were sold to E*Trade last year. The case explores whether this outcome was inevitable given market conditions, and what, if anything, the team might have been done differently.
  5. David Skok, General Partner, Matrix Partners. David will share insights on SaaS economics, customer conversion funnel optimization, and how to build a sales and marketing ‘machine’ in an early-stage venture.
  6. Rentjuice. Angel-backed Rentjuice provides web-based tools for rental real estate agents. Building on Skok’s ideas, we’ll explore issues in building direct sales capabilities in a SaaS-based early-stage venure.
  7. Aardvark. Aardvark, backed by August Capital and subsequently acquired by Google, is a social search service. We’ll focus on Aardvark’s use of ‘mechanical Turk’ product development processes. To learn about customers’ needs, the company substituted human operators for algorithms in routing beta users’ search queries to parties in a social network.
  8. Mochi Media. Mochi, backed by Accel and subsequently acquired by Shanda, developed a three-sided platform, connecting Flash game developers, sites that aggregate these games, and advertisers. We’ll use this case to explore the applicability of lean startup principles to platform-based businesses that harness strong network effects, along with the challenges of a ‘middleware’ business model that shares a large fraction of value with platform partners.
  9. Fred Wilson, Managing Partner, Union Square Ventures. Fred will discuss the new investor ecosystem that is evolving to serve capital-efficient startups (e.g., “super angels,” seed-funds, etc.), along with his perspectives on the tradeoffs between lean and “fat” strategies for building startups. He will be interviewed by Jeff Bussgang, Flybridge Capital General Partner & HBS Entrepreneur-in-Residence.
  10. Predictive Biosciences. Flybridge/Highland/NEA-backed Predictive has developed accurate and non-intrusive (‘pee-in-a-cup’) cancer diagnostic tests. We’ll explore the interplay between customer requirements and product development priorities in a life sciences context, and ask whether lean startup principles are applicable .
  11. Aquion Energy. Aquion is developing a low-cost, long-lasting, sodium ion battery suited for grid-scale energy storage. We’ll discuss product and customer development priorities for an early-stage venture confronting the clean tech ‘valley of death,’ i.e., the challenge of raising more equity capital than VCs are typically willing to provide under conditions deemed too risky for debt financing.
  12. Chegg. Kleiner-backed Chegg dominates the emerging textbook rental business. We’ll examine pressures that the company encountered as it grew explosively, and how management is responding to scaling challenges.
  13. foursquare. Union Square/Andreessen Horowitz-backed foursquare offers location-based services. We’ll use this session to explore the applicability of lean startup principles to platform-based businesses that harness strong network effects. In particular, in such businesses, is it possible/advisable to achieve product-market fit before you identify a monetization strategy?
  14. OPOWER. Accel/Kleiner-backed OPOWER helps electric utilities improve efficiency by delivering reports to consumers about their energy use. We’ll focus on how the company introduced formal product management processes.
  15. Course Wrap.
LTV has four modules. The first six company cases (Dropbox through Aardvark) examine challenges confronting early-stage ventures as they search for product-market fit. The last three company cases (Chegg, Foursquare, OPOWER) plus Mochi Media explore issues that tech ventures encounter when scaling, after achieving product-market fit. A third module consists of sessions on Predictive Biosciences and Aquion Energy, in which we’ll test the applicability of lean startup principles beyond info tech in capital-intensive, science-based ventures. The fourth module consists of  sessions with two venture capital partners who will address topics of general relevance to early-stage ventures.

The cases won't be available through Havard Business Publishing until the spring. If you are an academic and you want access to a case sooner for use in your course, contact me and I'll try to expedite availability.

In the meantime, I'd be grateful for feedback. Next year, I'd like to add a case about a big tech company (e.g., Google, Amazon) launching a new product. What else is missing? Can you suggest other case studies that would complement these?