Long Tail
ail
Project #4: Literature Search
“The Long Tail”
by
R. Cros
Table of contents
I. Background
II. Thesis 1 and 2
III. Thesis Findings
A. Thesis One – Consumer-Driven
B. Thesis Two – Higher Consumer Engagement
IV. Thesis Objections
V. Unanswered Questions
VI. Bibliography
VII. Abstracts (compiled)
I. Background
As a part of the MBA curriculum, a class titled Management Information Systems was given at Roosevelt in the fall of 2009. The class dealt a great deal with how information, innovation and technology were fundamentally changing business in America. The course focused primarily on the importance of gathering data and converting it into information (for use by managerial decision makers) and on the myriad uses of internet technologies in modern business, from the supplier intinamcy to the management of the collective knowledge of employees. During the course, the professor presented students with an interesting article titled “The Long Tail” written by Chris Anderson of Wired magazine. The Long Tail, as presented, was a fascinating concept, in the context of discussions of core business functions like the value chain, consumer-driven decision making and the use of technology in marketing. As presented by Anderson, the modern internet, with its ubiquity, super-fast times and access to an unlimited cacophany of products and services, was not just another way to market products; a new-fangled television or another “space” in which a firm must have a presence. To the contrary, per Anderson, the internet was changing marketing, branding and consumer behavior completely, at elemental levels.
The theory stated that bricks and mortar have traditionally abridged the number and variety of products an enterprise could reasonably stock and sell, as space is limited. Because of this, firms have had to rely on “hit” products – general items with broad appeal, of value to the widest cross-section of consumers.
Project #4: Literature Search
“The Long Tail”
by
R. Cros
Table of contents
I. Background
II. Thesis 1 and 2
III. Thesis Findings
A. Thesis One – Consumer-Driven
B. Thesis Two – Higher Consumer Engagement
IV. Thesis Objections
V. Unanswered Questions
VI. Bibliography
VII. Abstracts (compiled)
I. Background
As a part of the MBA curriculum, a class titled Management Information Systems was given at Roosevelt in the fall of 2009. The class dealt a great deal with how information, innovation and technology were fundamentally changing business in America. The course focused primarily on the importance of gathering data and converting it into information (for use by managerial decision makers) and on the myriad uses of internet technologies in modern business, from the supplier intinamcy to the management of the collective knowledge of employees. During the course, the professor presented students with an interesting article titled “The Long Tail” written by Chris Anderson of Wired magazine. The Long Tail, as presented, was a fascinating concept, in the context of discussions of core business functions like the value chain, consumer-driven decision making and the use of technology in marketing. As presented by Anderson, the modern internet, with its ubiquity, super-fast times and access to an unlimited cacophany of products and services, was not just another way to market products; a new-fangled television or another “space” in which a firm must have a presence. To the contrary, per Anderson, the internet was changing marketing, branding and consumer behavior completely, at elemental levels.
The theory stated that bricks and mortar have traditionally abridged the number and variety of products an enterprise could reasonably stock and sell, as space is limited. Because of this, firms have had to rely on “hit” products – general items with broad appeal, of value to the widest cross-section of consumers.
Bibliography: * More interactive customer feedback and engagement; customers often submit their own ideas and products, or augment existing products directly * Less emphasis on established brands and decreased brand equity and share of customer (Morrissey 2007)