November 3, 2011
Learning to Embrace Sizzle
One phrase I’ve heard a lot over the years is about “Selling the sizzle, not the steak.” It suggests that in the world of marketing or product design, there is a divergence between elements of substance and what I call bright shiny objects, and that sometimes it’s the bright shiny objects that really move the needle on customer adoption.
At Return Path, we have always been about the steak and NOT the sizzle. We’re incredibly fact-based and solution-oriented as a culture. In fact, I can think of a lot of examples where we have turned our nose up at the sizzle over the years because it doesn’t contribute to core product functionality or might be a little off-point in terms of messaging. How could we possibly spend money (or worse – our precious development resources) on something that doesn’t solve client problems?
Well, it turns out that if you’re trying to actually sell your product to customers of all shapes and sizes, sizzle counts for a lot in the grand scheme of things. There are two different kinds of sizzle in my mind, product and marketing — and we are thinking about them differently.
Investing in product sizzle (e.g., functionality that doesn’t actually do much for clients but which sells well, or which they ask for in the sales process) is quite frustrating since (a) it by definition doesn’t create a lot of value for clients, and (b) it comes at the expense of building functionality that DOES create a lot of value. The way we’re getting our heads around this seemingly irrational construct is to just think of these investments as marketing investments, even though they’re being made in the form of engineering time. I suppose we could even budget them as such.
Marketing sizzle is in some ways easier to wrap our heads around, and in some ways tougher. It’s easier because, well, it doesn’t cost much to message sizzle — it’s just using marketing as a way of convincing customers to buy the whole solution, knowing the ROI may come from the steak even as the PO is coming from the sizzle. But it’s tough for us as well not to position the ROI front and center. As our Marketing Department gets bigger, better, and more seasoned, we are finding this easier to come by, and more rooted in rational thought or analysis.
In the last year or two, we have done a better job of learning to embrace sizzle, and I expect we’ll continue to do that as we get larger and place a greater emphasis on sales and marketing — part of my larger theme of how we’ve built the business backwards. Don’t most companies start with ONLY sizzle (vaporware) and then add the steak?