How to Re-Invent the Car Business…

By Robert Wheatley

Today everyone knows that two of the big three headed south in a hurry when credit markets abruptly disappeared and the home equity cash machine came up empty. So goes General Motors in short order from icon of industrial America to bankruptcy court.

Sometimes perspective can be illuminating, invigorating. It may be that many in Detroit believe the best advice always comes from those with prior experience in the rarefied world of auto management, marketing, design or moving the metal at retail. Or is it possible that’s sometimes more of a hindrance than help? Can you be too close to your own business and submerged by category conventions to see new ways of doing things?

I ran across a section in Adam Morgan’s updated “Eating the Big Fish” book that appears remarkably poignant amidst the headlines of automotive bankruptcies. In explaining why Google is one of the most important worldwide brands, while investing virtually nothing in traditional marketing activity, he discusses the value of valueable-ness. And urges brands to explore this key insightful question: how do you become startlingly useful?

The startlingly useful car company…

Lifted directly from the text of his book, here is Morgan’s recipe for a more engaging car brand or dealership: “What would it mean for a car brand to be startlingly useful to people? Well, perhaps we would have to offer a whole range of information or services we don’t currently offer. Perhaps, for instance, we would offer information about brands and models other than our own. This information would not be in the form of leaflets out on a table or even accessed via the Internet. There’s nothing startlingly useful about that. Perhaps we would offer our own version of Apple’s Genius Bar, with a resident techie who would be prepared to help them (car buyers) answer any question they liked, not just questions about car specs. This would not be our lead salesperson, perhaps all smiles and suavity in a sharp suit; this would be someone who wasn’t trying to sell us anything at all. Just help.

To be startlingly useful, he or she could offer to tell us ways to reduce our commute to work by 10 minutes each way. They (dealer) could be the center for neighborhood carpooling services or school ride shares. Perhaps our equivalent of Google Earth might be to offer additional services like ‘great car journeys of the world,’ wonderful drives in which to enjoy our cars, beautifully rendered, with places to stay along the way and the kinds of small boutiques, hotels, and cultural museums that reflect our particular brand sensibility. Or family picnics – places to take the kids to get them away from the game console — so the family could all just mess around together. Bike trails within 40 minutes drive. Guides to teach your son or daughter fishing, and places to do it together…

Second, this new service would be very simple and easy to use and enjoy. No forms to fill in, no clutter. No one trying to doorstep you on the way and sell you stuff. Very approachable and accessible. Third, we could do this for free. We would recognize that there is a consumer response to generosity that we will recoup in other ways. That, in our case, word of mouth is the best advertising, and certainly as people shop for their next car, this would be a unique reason for them to come and see us while they are going around their three or four options.”

This entire effort is grounded in a startlingly compelling idea: identify and mine the points of emotional value consumers hold dear in their relationships with and use of their cars — and then construct a framework for consumer engagement around them.

What do you think?