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Putting Money on Prediction Markets

4/1/2026

0 Comments

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing -
author of Mindful Marketing: Business Ethics that Stick 

Q: Who will be the next head coach of the North Carolina Tar Heels men’s basketball team?
Q: When will the Department of Homeland Security be funded again?
Q: Where will Taylor Swift and Travis Kelce's wedding occur?
 
You might know the answers to these questions now, but at the time of writing this article, most people did not, which is why they were among the top trending questions on Kalshi, a key player in one of the fastest-growing consumer trends: prediction markets.
 
It’s human nature to speculate, and in many ways the habit is helpful – we need to anticipate future events and outcomes so we can prepare for them, e.g., natural disasters, economic cycles. But will betting on the outcomes of all manner of life events pay out as simple diversion or social/economic disaster? Now that’s a great question for Kalshi!
 
What are prediction markets and how does betting in them differ from other common kinds of gambling, e.g., casinos, lotteries, sports?
 
At the most basic level, prediction market betting is the same as other gambling in that the bettor places a wager on the outcome of an event, e.g., at a casino, where the ‘pill’ will land on a roulette wheel; for a Powerball drawing, what the winning numbers will be; in the NCAA Division I basketball tournament, which men’s/women’s teams will win.
 
However, a key difference is that betting in prediction markets is not limited to one or a few specific types of  bets; rather, people can wager on the outcomes of virtually any activity, which players seem to be doing with increasing enthusiasm.
 
For instance, for the 2026 Super Bowl, Kalshi alone handled over $1 billion worth of bets – an increase of 2,700% from 2025. One of the most popular wagers was, ‘What will be the first song that halftime performer Bad Bunny will sing?’ Bets on that ‘event’ alone surpassed $100 million. People wagered on many other incidental Super Bowl outcomes such as ‘Will Elon Musk or Lionel Messi attend the game?’
 
Thanks to companies like Kalshi and Polymarket, the other main purveyor of prediction bets, this kind of gambling doesn’t need to wait for a once-a-year sports spectacle. People can wager on virtually anything that gains the interest of enough people to create a betting market. For example, while writing this paragraph, some of the trending bets only Polymarket are:
  • Who will be the winner of Eurovision 2026?
  • When will the U.S. and Iran reach a ceasefire?
  • What will SpaceX’s IPO closing market cap be?
  • What will be the price of crude oil by the end of March?
  • Who will be the Republican presidential nominee in 2028?
  • How many Elon Musk # tweets will there be March 31 - April 7?
 
The great variety of bets and ease of placing them from almost anywhere have spurred a prediction market boom. In December of 2026 alone, Kalshi and Polymarket collectively saw almost $12 billion in wagers, an increase of more than 400% from the previous year.
 
Another important difference: prediction markets don’t serve as the ‘house’ like sports books do; rather, markets like Kalshi and Polymarket earn money by charging trading fees for bringing together opposite sides of a bet. The price of a bet on their sites indicates the likelihood that a given outcome will occur, e.g., a $0.20 bet = 20% probability of ‘yes, it will happen.’
 
The screenshots below from Kalshi show a bet on whether the government shutdown will last for at least 70 days. Given the market-calculated 62% probability of ‘yes,’ $1.00 bet on the affirmative earns $2.00, if the shutdown reaches 70 days, while $1.00 wagered on ‘no’ earns $3.00, apparently because of its lower, 41% chance, of occurring.

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So, if someone bets $100K on ‘no,’ and the shutdown ends in fewer than 70 days, they earn $300K. They also would apparently earn 3.25% interest on the $100K wagered from the time they place the bet and put the money in their Kalshi account until the bet is paid.

That’s a quick primer on why prediction markets have grown so rapidly, what they are, and how they work. However, the most important question, which more individuals and organizations have begun to ask, is, Should they exist? Just because they’re popular and profitable doesn’t mean they’re desirable, or right. So, what are the pros and cons of prediction markets?
 
Prediction Market Positives
 
Diversion: For people who like to bet, prediction markets offer a plethora of possibilities. As mentioned above, the types of wagers are virtually limitless, far exceeding the options in sports and casinos. For some, betting is entertainment – something that brings them enjoyment and/or escape from life’s daily challenges.
 
Income: People who are good prognosticators can make money in prediction markets. As the example above from Kalshi illustrated, a person can wager a little or a lot and, if skilled/lucky, earn a sizable return on their ‘investment.’
 
Information: At a minimum, prediction markets allow anyone who visits their sites see what the betting public perceives will be the outcomes of a wide variety of events. Some proponents maintain that the markets “generate real-time information beyond traditional news or intelligence analysis.” (Bloomberg Morning Briefing: The Americas, 3-2-26). Organizations could conceivably use such insights in their planning as part of a situation review or SWOT analysis.
 
Kalshi cofounder Tarek Mansour agrees with that informational utility, arguing that prediction markets are “the most effective way to aggregate information and the crowd wisdom,” and “People don’t lie when money’s involved. You want to be right about your predictions so you don’t lose money.”
 
Hedging: The uncertainly of economic, political, and other events often lead businesses to try to manage financial risk by taking positions on opposite sides of a given outcome. Prediction markets offer such opportunities in ways that would not have been possible decades ago.

For example, Kalshi is reportedly partnering with the insurance company Game Point Capital to help “college athletics departments, sports teams and sponsors to manage the financial risks of performance incentives in athletes’ and coaches’ contracts” (New York Times DealBook, February 10, 2026).
 
Just as there are apparent benefits of prediction markets, there are likely disadvantages.
 
Prediction Market Negatives
 
Time-Sink: Although many different activities can become unproductive, wasteful uses of time, betting in prediction markets seems to hold greater than average potential both because of the exceedingly wide variety of types of trivial bets and because of the addictive nature of gambling where ‘increasing tolerance for [the activity] requires more gambling as time goes on to feel satisfied.”
 
Minimalization of meaningful life events: While the topics of some prediction market bets are clearly trivial, e.g., ‘What will be the top U.S. Netflix show this week?, for others the markets minimize serious topics by encouraging bets to be placed on them. Although Kalshi prohibits wagers involving death, such as the demise of a nation’s head of state, some prediction markets have no such exclusions, and some, like Polymarket, accept bets related to war – see below. Such bets beg the question:
 
Do we want people pulling for destruction and reducing other human beings’ deaths to a wager won?
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Difficult Regulation: While the 39 U.S. states that allow sports gambling regulate it within their own borders and the U.S. Security & Exchange Commission (SEC) regulates the trading of stocks, the Commodity Futures Trading Commission (CFTC) regulates prediction markets like Kalshi and Polymarket.
 
The CFTC is a long-standing regulatory body that promotes the “integrity, resilience, and vibrancy of the U.S. derivatives markets,” which includes financial products like swaps, futures, collateralized debt obligations, and options. The name derivative comes from the fact that the products are derived from the value of underlying financial assets such  as commodities, stocks, and currencies.
 
A challenge for the CFTC in regulating prediction markets is that unlike the common financial assets listed above that tend to be relatively finite in number, the financial assets underlying prediction markets (bets) are constantly changing, as are the individuals who can potentially influence their values. As such, the CFTC necessarily delegates some of the regulation to the prediction markets themselves, or as it calls them, the “designated contract markets” (DCM). Two of the CFTC’s core principles highlight this delegation:
  • “a DCM is responsible for preventing market manipulation, price distortions, and disruptions in the settlement of contracts.”
  • “DCMs must establish and enforce rules to protect markets and participants from abusive practices, and promote fair and equitable trading.
 
This delegation suggests that regulation of prediction markets is not nearly as tight as that of other derivatives or financial products, which seems to increase the potential for abuse, as the next bullet describes. 
 
Risk of manipulation: Per its website, the SEC is intent on stopping the buying and selling of securities based on material, nonpublic information:
 
“Because insider trading undermines investor confidence in the fairness and integrity of the securities markets, the SEC has treated the detection and prosecution of insider trading violations as one of its enforcement priorities.”
 
Fair treatment of all buyers and sellers is essential for the effective functioning of any market, whether it’s for physical goods or financial products. As the SEC can attest, even when you know organizations’ executives and can track their trading, it’s not easy to maintain market integrity. Fair treatment of all participants is even more challenging in prediction markets where information flow and influence of outcomes is often more obscured.

For instance, one currently trending bet on Polymarket poses a question about a signature esports competition: ‘What will be said at the BLAST Premier Open Rotterdam 2026?’

I’m not familiar with the event, but as it appears 11 cast members will be involved in broadcasting the competition for BLAST.tv, it’s easily imaginable how someone remotely connected to the broadcast could either find out what will be said or influence the dialogue, then either place bets for themselves or advise others’ betting, all while avoiding detection.
 
Betting based on inside information for esports commentary is one thing; betting involving covert military operations is another. “Hours before the U.S. military captured Venezuela’s president, Nicolás Maduro, an anonymous user on Polymarket bet tens of thousands of dollars that Mr. Maduro would fall.” The bettor, who some believe may have been a government official with inside information about the operation, pocketed $410,000.
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Similarly suspicious, six newly created Polymarket accounts bet that the U.S. would strike Iran by February 28, and earned about $1 million. Bets on when the U.S. would attack were the only bets the accounts had placed. Apparently, some offshore prediction markets allow betting from anonymous or pseudonym accounts, which makes tracking insider influence all-the more difficult. Such systemic flaws provide a segue into the last point – danger.
 
Danger: Of course, the signaling of secretive military operations through prediction market bets places service personnel at great risk. However, almost anyone who doesn’t confirm, or validate, an event outcome that bettors desire also can be at risk. Such was the case for Times of Israel journalist Emanuel Fabian, who gamblers threatened to kill because the story he wrote about Iranian missile strikes on Israel didn’t support their side of a Polymarket bet.
 
Unfortunately, such gambling-related aggression is not an anomaly. Even in the case of sports betting, a recent NCAA study found that bettors harassed more than a third of Division I men’s basketball players. When money is at stake, people who gamble often don’t take their losses lightly, and sometimes they take out their frustrations on others in violent ways.
 
To plan for future events, individuals and organizations often need to try to predict them, then allocate resources, e.g., time and money, accordingly. Such ‘bets’ are crucial for our own effective functioning, as well as for those who rely on us.
 
That kind of ‘betting’ (i.e., planning) is different than wagering on the outcome of events that don’t involve us. While such betting can offer entertainment, afford income, and provide information, it also carries significant concerns including addiction, financial disaster, and even death. 
 
Anticipating future occurrences for purposes of better planning is wise. Betting on largely irrelevant events invites unnecessary risk and introduces an array of unfavorable outcomes, beyond losing a bet. Encouraging others to play prediction markets may be profitable, but it's an investment in Single-Minded Marketing.
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Subscribe to Mindful Matters blog.
Learn more about the Mindful Matrix.
Check out the book, Mindful Marketing: Business Ethics that Stick
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The Over-Under on Sports Betting

3/1/2026

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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing -
author of Mindful Marketing: Business Ethics that Stick 

Can you guess the percentage of people who have placed a sports bet within the past year? Hint, it’s roughly the same number as those who have gotten a tattoo, run a 5K race, or been in a wedding party. The answer, one in five, may seem high, but the gaming industry is growing by leaps and bounds, which calls for a timeout to ask: Should we be all-in on sports betting?

It’s the eve of March Madness, the NCAA Division I basketball tournament that’s one of the biggest sports seasons of the year and one of the biggest sports betting opportunities. Estimates are that $3.1 billion was legally wagered on March Madness 2025 – a little less than the $3.3 billion GPD of Belize. This year’s betting will likely easily eclipse 2025’s.
 
Taking a broader view, in 2017, legal sports betting in the U.S. was mainly confined to Nevada and totaled about $4.27 billion. The following year the U.S. Supreme Court struck down a federal law that prohibited sports gambling, which “opened the floodgates to [the] legalized sports-betting industry” and “paved the way for meteoric growth in legal sports betting.”
 
With 13 states allowing active sports betting in 2019, the total handle, or amount wagered, rose to $13 billion. By the end of 2021, the number of legal states had doubled to 26 and wagers had grown to $58 billion. In 2025, the handle hit $165 billion – larger than the $154.5 billion GDP of Kuwait.
 
Of course, the legalization of sports betting has been its main enabler, but what other factors have contributed to its extremely fast ascent?  A few key influences have been:
  • Online and Mobile Options: The vast majority of sports bets are placed online (~95%). Apps on mobile devices, such as those of BetMGM, Caesars Sportsbook, and DraftKings, have made it very easy for people to “bet anywhere, anytime, [as] these apps blur the boundaries of when and where gambling happens.”
  • Partnerships with Teams: Most major professional sports teams have signed deals with betting companies. A few specific examples are: New York Yankees and San Antonio Spurs – Bally Bet Sports & Casino;  Philadelphia 76ers and  Pittsburgh Steelers – BetMGM; New York Mets and Philadelphia Eagles – Caesars Sportsbook; Detroit Pistons and Chicago Bulls – BetRivers.
  • Advertising: Promotions for these betting companies and others are ubiquitous. The firms frequently air commercials during professional sports contests. Viewers also often can spot signage for the companies inside the stadiums and along the courts where athletes compete.
  • Endorsers: As in many product categories, celebrity endorsements seem to be very effective for betting companies, hence firms such as BetMGM partner with A-list actors like Jamie Foxx and Jon Hamm. Professional sports leagues generally prohibit their current players from endorsing gaming apps; however, one notable exception is the NBA, which has allowed LeBron James to serve as a spokesperson for DraftKings. Otherwise, betting firms have been very successful attracting many of professional sports’ top retired athletes including, Shaquille O’Neal, Jerry Rice, Wayne Gretzky, Mike Tyson, Peyton Manning, Connor McDavid, Barry Sanders, David Ortiz, Marshawn Lynch, Drew Brees, Charles Barkley, and many more.
  • Variety of Bets: The sheer number of wagering options also makes it likely that a person will find a bet that beckons them. Betting on just the outcome of a game now seems passé thanks to sports betting apps that allow users to make microbets, or bets on “events that are resolved quickly” like how far an MLB player will hit a homerun or whether two NBA teams’ halftime scores will total more than 110 points.
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In short, sports betting companies have done a great job marketing their product. They’ve made wagering extremely accessible, easy, and attractive.
 
That was a brief rundown of how sports betting has raced to become a $165 billion industry. By 2030, sports wagering is projected to reach $256.5 billion and by 2035, $325.7 billion – more than Peru’s $318.5 billion GDP, the 48th largest in the world.
 
Let this sink in: If sports betting were a country, only 47 nations’ economies would be larger.
 
Economic growth is often a good thing, correlating with higher employment, greater variety of products, better infrastructure, and enhanced public services. However, will so much given to gambling equal greater good?
 
Is wagering that sports betting will produce good outcomes a winning bet?
 
Despite the great momentum gambling has gained, there have been very notable skeptics. One of them is someone who knows sports better than most – legendary sports broadcaster Bob Costas. When asked about sports betting in a July 2025 interview, he warned that some people will become addicted and lives will be ruined. He saw that destructive power firsthand through his own father’s sports gambling addiction.
 
Costas also reminded us that the house always wins: “It’s inevitable if in fact as a group and over time gamblers didn’t lose more than they win, then no back alley crap game, no casino in Atlantic City or Vegas, no racetrack, and now Bet MGM, Draft Kings, whatever it is, would ever exist.”
 
I share Costa’s concerns, which I’ve described a few times in articles such as one about a major restaurant chain embracing sports gaming and another about universities partnering with betting firms.
 
In those pieces, I offered statistics related to gambling’s often addictive grip, and I shared the story of a woman I interviewed whose father’s sports gambling addiction broke up their family and left him in need of his daughter’s financial and other support decades later.
 
I believe Costa’s and my views are valid, but at the same time I realize we’re not young, as are the individuals who seem to be the main target market for sports gambling: Gen Zs and Millennials. Also, among them, men are more likely to engage in betting than are women.
 
In a recent marketing course, during the semester’s final class period, a conversation about ethics turned to sports betting. Over the years, I’ve been privileged to moderate many engaging student discussions, but this one truly took on a life of its own. For perhaps 20 minutes and without my prodding, students from around the room passionately argued for and against the activity. I kept silent until the end when I finally needed to ‘call time’ because of the end of class; otherwise, the debate might still be going!
 
I recently reached out to two of the participants in that conversation, asking if they would be willing to share their perspectives on sports betting for this piece. Most students in that class were Gen Z men, and both of these students are part of the young male target market gaming firms like BetMGM and DraftKings covet.
 
Dane Mark, a sophomore finance major and sports fan, expresses concern for the integrity of the games, citing the recent high-profile case of Cleveland Guardian Emanuel Clase who allegedly altered pitches in 48 contests for the benefit of bettors. Mark also fears for the safety of players, such as those on men’s Division I basketball teams: Over a third report harassment by bettors.
 
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However, what weighs heaviest on Mark’s mind are the many people who unwittingly fall into gambling addiction, “throwing money on longshots” because they believe “a huge win is coming.” Mark maintains that even those who set limits on how much they’ll wager can easily succumb to the illusion that they’ll win back money lost. This common rationalization, he contends, is truly “dangerous to people’s lives.”
 
Jed Colyer, a junior accounting major, shares many of Mark’s concerns about the nature of sports betting, agreeing that it’s empty promise of “more, more, more” encourages addiction, as bettors lose their sense of how much is enough.
 
Colyer also cares about what  motivates people to gamble, which he views through the lens of his Christian faith and Bible passages such as 1 Timothy 6:9-10 and Matthew 25:14-30. While he believes money is an important God-given tool that serves useful purposes, he sees gambling  as a “misuse of the tool,” stemming from a fixation on wealth and being rich – preoccupations that ultimately lead to personal “ruin and destruction.”
 
Admittedly, Mark and Colyer represent one side of the debate about sports betting. Also in their class were several students, mainly men, who offered rational arguments in support of gambling, such as:
  • Personal choice for entertainment
  • Ability to bet responsibly
  • Positive economic impact
 
Sports betting is already very widespread and growing rapidly, which means profound impact on even larger numbers of people. For these reasons, it’s important to invite the perspectives of individuals living at the frontlines of the trend – young men, particularly ones like Mark and Colyer who have shown the ability to step back from the legal context, marketing messages, and social pressure and apply moral reasoning.
 
What does it mean to “gamble responsibly” – an admonishment that many betting companies make but do little to unpack?
 
Likewise, what does the need for this upfront warning suggest about the activity and the probability that users will suffer financially, socially, or in other ways? Snack food can become a vice for some, but potato chip marketers don’t need to warn us to “eat responsibly.”
 
Perhaps I’ll be persuaded by other arguments in the future, but for now the risks of sports betting to individuals, organizations, and society seem to outweigh entertainment and economic rewards. To encourage gambling on games is a bet on Single-Minded Marketing.
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Subscribe to Mindful Matters blog.
Learn more about the Mindful Matrix.
Check out the book, Mindful Marketing: Business Ethics that Stick
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Whether to Work in Multilevel Marketing

6/1/2025

12 Comments

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing -
author of Mindful Marketing: Business Ethics that Stick 

Marketing ethics demands special care for vulnerable consumers – individuals who are at greater risk of being deceived or treated unfairly because they have less life experience, diminished senses, reduced cognitive skills, etc. While children, people with disabilities, and older adults are often considered vulnerable, one group that’s rarely included is college students; however, these young people are particularly susceptible to the practices of a specific category of employment: multi-level marketing.
 
I was glad to receive an email a few weeks ago from a student who had recently completed my business ethics course, “Morality in the Marketplace.” Rachel Sealover was an excellent participant who continually asked good questions, made insightful comments, and challenged my own thinking. However, my gladness turned to sadness as Rachel shared she had endured two very uncomfortable interviews with individuals attempting to recruit her for multilevel marketing (MLM). She then asked if I had ever written a Mindful Marketing article about MLM.
 
Having authored more than 320 ethics pieces during the last decade, I sometimes forget which issues I have/haven’t addressed. MLM seemed like one I had treated, but when a search of my master file produced no hits, I realized my recollection wasn’t from a Mindful Marketing article but from an email exchange I had with a fellow Messiah University professor more than ten years earlier.
 
In January of 2015, Professor of Philosophy Tim Schoettle contacted me after one of his former students asked to meet with him to talk about the multilevel marketer Primerica. Tim was troubled because he had seen several other MLM companies target recent college grads with unrealistic promises of clear paths to success and wealth. What’s more, just before his wife entered college, some of her mother’s Amway “upline,” higher-ups in the pyramid, told his wife that she would be more financially successful if she skipped college in favor of a career as an Amway “Independent Business Owner” (IBO).
 
Coincidentally, just a few days after I received Rachel’s email, I was seated at a table with Tim for an end-of-year “Ethics and the Common Good” retreat, as we each teach an ethics course in our university’s new general education curriculum. Without prompting or remembering our correspondence ten years earlier, Tim again brought up the topic of MLM. I was happy he did and told him that I planned to write a long overdue article on MLM and would invite his input. This, of course, is the article!
 
If you’re unfamiliar with the term, multilevel marketing refers to business models that sell directly to end consumers through independent distributors (i.e., non-employees). Moreover, the distributors are sometimes highly incentivized not just to sell products but to recruit others to do the same, as a portion of the earnings from their “downline” gets paid to those above them in the hierarchy.
 
Selling directly to end-consumers is not uncommon, for instance, thousands of automotive salespeople and real estate agents rightfully earn commissions on the cars and houses they sell to new buyers each day; however, those agents don’t typically try to recruit other agents in order to increase their earnings through passive income, which is a primary objective in much multilevel marketing.
 
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Still, there’s not necessarily anything wrong with someone who loves what they do recruiting others to do the same work. What becomes problematic, though, is when new recruits are promised income streams that are unrealistic for anyone far down in the expansive triangular organizational structures. It’s in such situations that MLM can become a pyramid scheme.
 
In pyramid schemes, a small number of initial, top-level ‘investors’ earn above average returns on their investments, which are funded by the contributions of a  larger number of newer second-tier investors. However, each subsequent level of the pyramid requires more investors to support the level above it, all while returns become increasingly difficult to deliver. Eventually, it becomes impossible for those in the lower levels of the pyramid to recoup their investments, and the pyramid collapses.
 
Some distinguish pyramid schemes from Ponzi schemes. Both share the triangular hierarchy. The main difference is that Ponzi schemes rely specifically on a continual flow of lower-level financial investors while pyramid schemes require the perpetual onboarding of new recruits who must pay significant entry fees to join the organization. In that sense MLM that prioritizes recruiting new representatives over the sale of products can rightly be called a pyramid scheme.
 
Such objective descriptions and definitions are useful; however, what’s even more meaningful is to hear from people who have experienced MLM firsthand. For that close-up perspective we turn to Rachel and Tim.
 
Given the multitude of moral issues that exist in business and marketing, we unfortunately didn’t discuss MLM in our ethics class; still, when Rachel interviewed for positions with MLM firms, her moral foundation informed her that things were not right.
 
A first red flag was the ease at which interviews were granted – She received an invitation to apply through the mail with minimal requirements: “No experience necessary, just apply using the QR code.”
 
Similarly, Tim has been alarmed by MLM firms’ aggressiveness in recruiting college students. In fact, he was so concerned by what he heard from former students, he decided to attend an Amway recruitment meeting so he could see the tactics himself. The meeting’s leader leveraged rhetoric in promising a path to wealth and independence, while avoiding any meaningful discussion of tangible business metrics like costs, customer demand, or return on investment. To Tim, the gathering felt more like “a motivational rally” than any kind of serious business seminar.
 
Rachel likewise observed a lack of financial transparency: “MLMs are usually not upfront with what employees are making for their first few paychecks, or how much you’ll make once you start.” Yet, when they do talk about results it’s “hyping up outcomes by highlighting the small percentage of people who do really well.”
 
For Tim, who maintains that “approximately 99% of participants in MLM lose money,” this practice of presenting the few best cases to prospective distributors is clearly deceptive.
 
In her interviews, Rachel also was unnerved by the firms’ “sketchy” emphasis on recruiting other distributors over selling their products:
 
“Selling the product to your target market is what every business does, but not every business is encouraging you to bring people in from your network or asking you to handover people's numbers.”
 
Tim’s many observations of MLM firms concur:
 
“The vast majority of profits in MLMs come not from selling products to customers, but from recruiting others and expanding one’s ‘downline.’ In practice, this model closely resembles a pyramid scheme.”
 
Rachel learned firsthand that MLM firms make much of their money from new recruits who they ask to pay “some sort of fee or startup cost” as a condition of employment. In that way, it doesn’t really matter how long new distributors last – the companies realize significant revenue just from what the recruits pay to sign-on.
 
Perhaps what troubled both Rachel and Tim most was seeing MLM firms make college students and recent grads their target market. As someone who knows this group better than most, Rachel acknowledged that many in the demographic are “vulnerable to get rich quick opportunities,” given their low economic means, their great desire to be hired, and their limited experience reasoning about vocational pros and cons.
 
Concerned about the lure of MLM on his students – past, present, and future – Tim laments, “The incentives to mislead are strong and baked into the system, making the bankruptcy of MLM difficult to detect, especially for those drawn in by the promise of personal success.” It’s not surprising, therefore, that he calls the business model “predatory.”
 
Are all MLM firms morally deficient? Probably not, but to synthesize Rachel’s and Tim’s reflections, ones that do one or more of the following five things offer reason for ethical pause:
  1. Incentivize the recruitment of new distributors over selling products
  2. Paint vague and/or unrealistic pictures of participant success
  3. Use rhetoric to play on prospects’ emotions, e.g., fear, excitement, unrealistic optimism
  4. Charge new enrollees significant nonrefundable startup fees
  5. Require new distributors to share contact information of individuals in their networks
 
In keeping with the fifth point, even if someone is successful in MLM, a downside is the potential strain their work can place on relationships with family members and friends who feel continual pressure to support their loved one’s sales and/or recruitment goals.
 
Regrettably, there will always be new moral issues for Mindful Marketing to analyze. It’s also regrettable that it took me over ten years to tackle multilevel marketing. However, thanks to Rachel’s and Tim’s insights, this article should provide a helpful rubric for determining when MLM firms are only looking out for themselves and, therefore, are guilty of Single-Minded Marketing.
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Subscribe to Mindful Matters blog.
Learn more about the Mindful Matrix.
Check out the book, Mindful Marketing: Business Ethics that Stick
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Has Tipping Reached a Tipping Point?

8/26/2023

39 Comments

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

There are many ways people are rewarded for good work, but few are as immediate as monetary tips.  Restaurant servers have long received confirmation and big parts of their compensation from gratuities, but recently many other service providers have started tapping the same propensity for generosity.  Given that these increasingly common appeals have become off-putting to some, it may be time to ask:  Has tipping been taken too far?
 
The New York Times recently described a case in which, after some cosmetic medical treatments, a reader’s dermatologist asked her for a tip.  If some physicians are soliciting gratuities, is it only time until other professionals start doing the same? Should professors like me put out tip jars?
 
We’ve all added a tip to a restaurant check, handed cash to a bellhop, or Venmoed a little extra money to another service provider.  While physical tip jars have become increasingly common on retail store counters, digital technology has made it extremely easy for anyone accepting electronic forms of payment, in person or from afar, to casually ask for extra cash.
 
For instance, I recently placed an online order to pick up dinner from Chipotle.  When I went to check out, just below the order total a prompt appeared: “Tip the Crew – Show some love to the team that prepares your order.”  As I’ve grown accustomed to doing, I clicked one of the tip amounts but not without thinking, “Do I really need to?”
 
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A decade or two ago, one would usually only tip in a sit-down restaurant where a waiter or waitress took your order, brought your drinks and food, stopped by your table to see if you needed anything else, delivered the check, and processed your payment.  As the word “gratuity” suggests, your tip was a way of saying thanks for their multipronged service, and the amount you gave was a way of expressing how good you thought the service was.
 
In the case of Chipotle, no one did any of the aforementioned things for me, so it seemed reasonable to wonder, “Who exactly am I tipping and why?”  The easy answers to these questions are the restaurant staff that prepared the food and placed it in the carryout containers because they work hard for low wages, but even if those inputs and circumstances warrant tipping, how similar are they to those of other occupations that are also now panning for tips, including at least one dermatologist?
 
The complexities and potential inequities in tipping are further illustrated in examples like this one in Sanibel, FL.  A couple of years ago, Island Cow, a popular restaurant on the island, was ordered to pay $222,000 to 48 employees because it created an illegal tip pool that “required tipped employees to share earnings with non-tipped workers, including dishwashing assistants and kitchen expeditors.”
 
This incident and others like it prompt a variety of questions and concerns including:
  • Do tips always make it to their intended parties?
  • Do owners sometimes pocket tips for themselves?
  • Do workers who don’t deal directly with customers deserve to be tipped?
  • Why don’t companies just pay their employees more so they don’t need to receive tips?
 
The last question may simply seem hypothetical, but a recent visit to Europe reminded me how services can be delivered effectively with just base pay and little or no tipping.  A few times, when dining out in France, I received my check, which had no place to add gratuity.  When I asked how I could leave a tip, the waiter/waitress replied that tipping wasn’t necessary.
 
Of course, that norm is not indicative of every restaurant in France, and it’s certainly not true across all Europe, where the likelihood of tipping varies widely from rather unlikely in Norway (14.3%) and France (39.9%) to very likely in Sweden (82.8%) and Germany (96.7%).
 
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Whether in the United States or abroad, the total wages that service providers earn should have some bearing on whether or not they’re tipped.  While the question of whether customers are being asked to subsidize the poor wages from employers is a fair one, it also might be moot  because when employers are forced to pay higher wages, they often pass those increased costs on to customers in the form of higher prices.
 
So why not do away with tipping entirely and just pay more for restaurant meals, etc.?  Theoretically, tipping provides value to customers because it allows them to adjust the amount they pay based on the quality of service they receive.  Meanwhile, service providers have an incentive to do their jobs better, as they gain feedback about how well they’re performing.  However, in reality, those benefits may not accrue for several reasons:
  • Feelings of obligation:  Even if service is very poor, patrons may feel obligated to offer an average tip, so they don’t seem cheap or unempathetic.
  • Product prices:  When customers believe they’re already paying a lot for something, they’ll sometimes scale back their tips – like the person who told me that while they typically tip for everything, they don’t always tip at Starbucks because they’re already paying $5.00 for a coffee.
  •  Poor timing:  As suggested by my Chipotle example above, some companies ask for tips before the service has been completed.  In those cases, your order may come out completely wrong, but you’ve already given a tip. 
 
Despite several decades of work experience, I’ve never been in an occupation that received tips, which made me eager to hear from those who have.  So, I reached out to two of my current students who have considerable food industry server experience.
 
Sarah Schall has worked in a variety of retail occupations, including as a counter-service food worker and as a waitress.  She makes the important point that particularly in a sit-down restaurant, one’s overall dining experience is a function of many employees’ contributions, which should impact how patrons approach tipping:
 
“Although the waiter/waitress is the one who may seem to be in charge of a guest’s entire experience, it’s important to remember that there are many team members who go into creating a dining experience. Therefore, it wouldn’t be right to lower the tip that’s going to the server if the food took a while due to a slow kitchen staff.”
 
“If the food wasn’t up to par, or if it took a long time to get to the table, it most likely was the kitchen staff at fault rather than the waitress. Instead of leaving a poor tip, guests should inform the waiter/waitress that they were disappointed with their meal so that way the restaurant can improve and the server can work to reconcile the problem.”
 
Josh McCleaf grew up in the restaurant industry, working in a variety of front- and back-of-house positions in his family’s multigenerational restaurant.  This experience has given him particular appreciation for the multifaceted and prolonged engagement servers have with customers in traditional dining:
 
“When you sit down at a table-service restaurant, you expect your server to spend the next 45 to 90 minutes getting you drinks, refills, meals, extra napkins, sides of ranch, and anything else you might need for your dining experience. It's also important to note that your server is not only fulfilling the needs of your table during your visit, they are also trying to fill the needs of every other table in their section at the same time.”
 
McCleaf contrasts this typical sit-down dining scenario with his own recent experience as a counter-service customer:
 
“A few weeks ago, I walked up to a Cinnabon stand in a mall to purchase two bottles of water. While the transaction was short and the water was only an arm's length away from the cashier, I was still faced with the increasingly popular iPad flip and a prompt asking me if I'd like to leave a tip. I have to admit that this put me in an odd position, and I was left to answer some questions: Was this one-minute interaction and simple order worthy of a 20% tip? Even if it wasn't, how bad would it look if I said no?”
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McCleaf likens this incident to experiences patrons have at quick-service restaurants where interactions last for just three to five minutes and are “one and done,” i.e., people order, pay, receive their food, and leave, which is much different than the sustained engagement with servers in sit-down dining.
 
However, McCleaf emphasizes that even in these faster service restaurant formats, good customer service is vital, as servers who demonstrate dedication to their work, strong communication skills, enthusiasm, and patience may be well-deserving of tips.  He concludes:

“What's important is that you tip at your own discretion. You should never be guilted into leaving a tip at these kinds of establishments.”
 
His admonition is a good one:  guilt, fear, and other strong-handed emotional appeals represent coercion and aren’t appropriate for marketers to use.  I’d add that organizations should be sensitive to how the tipping choices they offer, or don’t, can remove customers’ control and force their decision-making.
 
For instance, our family recently ate at a sit-down dining restaurant where when paying the bill, the lowest tip listed among the iPad’s preset choices was 20%.  While I was happy to offer more than that amount, and I believe that servers deserve more for the hard work they do, it struck me as being too prescriptive – Why shouldn’t a patron be able to more easily offer any amount that reflects their satisfaction with the service they received?
 
To be true to its nature and intent, tipping must remain a discretionary thing – while it certainly should be encouraged, it shouldn’t be compelled.
 
Anyone who has the ability to tip generously should do so, but ultimately, consumers deserve: 1) to decide without pressure how much they’d like to tip, 2) to make their choice, ideally, after they’ve received the service, and 3) to know, with some assurance, who will receive their gratuity.  Discounting these ingredients for equitable tipping is a recipe for “Single-Minded Marketing.”
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Is Extreme Tourism Worth Its Costs?

7/3/2023

11 Comments

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

How far are you willing to go for fun?  For some, it’s battling the traffic and crowds at busy summer beaches.  For others, it’s climbing over ice and fighting to breathe on an expedition up Everest.  Depending on one’s taste and budget, either one of these experiences can be a great time, but as extreme tourism increases, it’s time to ask, are extraordinary leisure activities worth their costs?
 
By now, most have heard of the Titan submersible’s ill-fated excursion to explore the sunken Titanic.  When I first learned that OceanGate’s record-setting sub went missing enroute to the wreckage that lies 2.37 miles below the surface of the North Atlantic, I assumed it was a scientific expedition.  Only after additional news reports did I realize that the five passengers passed away on a pleasure trip.
 
Regardless of the reason for the voyage, it’s tragic that these individuals lost their lives.  It’s frightening to think of a sub imploding; hopefully, their passing was quick and painless.  Still, the nature of the trip has caused some to question whether such a tour should have been offered, given its inherent risk.
 
Many people have jobs that require them to risk their lives each day such as: first responders, miners, loggers, construction workers, oil and gas workers, electrical power line installers and repairers.  These brave individuals are typically well-trained and well-aware of the danger in their work, which they do to serve others, as well as for income.  Leisure activities, in contrast, are by definition discretionary.
 
While everyone should have recreational time in which they can refresh their body and mind, there are many things people can do that require minimal cost and pose little or no risk, from reading, to walking in a park, to playing pickle ball.  So, why does anyone need to do extremely dangerous activities like:
  • Free climbing – climbing a rock face with no ropes
  • Base jumping – parachuting from a fixed structure
  • Bull running – jogging with horned bovines
  • Big wave surfing – boarding on swells that reach 50 ft. or more
 
Of course, everyone is wired differently in terms of the recreational activities that bring them pleasure.  While some like low-key, passive leisure (e.g., watching movies), others enjoy the physical exertion and competition that comes from playing a sport (e.g., tennis, football).  Still others crave much more, like:
  • Experiencing an extreme adrenalin rush
  • Seeing or doing something that few others have seen or done
  • Testing one’s physical and mental limits
 
Before becoming vice president for finance and administration at Martin’s Famous Potato Rolls and Bread 12 years ago, Scott Heintzelman had a successful two-decade career in public accounting, including a long tenure as a CPA firm partner.  For many people in his position and stage of life, the most leisure energy they’d expend would be on a round of golf.  However, just before the age of 50, Heintzelman ran his first marathon, then soon turned his attention to triathlons.  Over the past five years he's completed 13 Ironman races.
 
Heintzelman’s friends, family members, and others sometimes say he’s crazy to needlessly put himself through the months of grueling training followed by the body-breaking 140.6-mile competitions, which culminate with him crying upon crossing the finish line.  So, why does he choose to recreate in such an extreme way? 


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Heintzelman says he likes testing himself mentally and physically and adds that enduring pain, delaying gratification, and overcoming negative thoughts have helped him become more disciplined, focused, and resilient – qualities that serve him well in other areas of life.
 
As the preceding suggests, participating in an Ironman certainly comes with physical costs.  It also comes with some significant financial ones such as $1,000-$5,000 for a race-quality bike, $800 for travel expenses, $150 for a 6-month gym membership, and a $600-$800 race entry fee. 
 
Still, these costs pale in comparison to an ultra-extreme sport like high-altitude mountain climbing, for which participants pay “around $100,000 or even more for the privilege to get to the world’s highest peaks.”  In the process, there’s real risk of life altering injuries and death from falls, extreme cold, and oxygen deprivation, where above 8,000 meters, “there is so little oxygen that the body starts to die, minute by minute and cell by cell.”
 
This year, 12 climbers have died on Mount Everest, the world’s highest peak, and regrettably, five more who are missing and likely dead will make 2023 “the deadliest year ever.”  One of the reasons for the increase in fatalities is overcrowding, as more inexperienced guides and climbers have made for a record number of climbing permits and caused traffic jams on already very challenging slopes.  At times, queues of climbers enroute to the summit have looked like lines of vacationers waiting for a popular Disney World ride.
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There are reportedly more than 50 companies that offer guided tours on Everest.  Great supply is usually good for consumers, as added competition typically means more options and lower prices.  Those things are true to some extent for Everest, but they’ve also meant a dangerous lowering of standards for climber competence and safety, to the point that certain companies will “take absolutely anyone up the mountain, regardless of experience, and cut corners on safety standards.”
 
One company that’s particularly notorious for taking human life lightly is Seven Summit Treks.  Unlike other firms that usually limit their expeditions to 20 people, Seven Summit “is known to take as many as 100 climbers up the mountain — many of whom are unprepared for the altitude and physical exertion.”
 
The company also offers a VIP Everest Expedition “designed for those seeking to summit Mt. Everest in the utmost comfort and convenience” whether they are “an experienced climber or a first-timer for 8000er.”  The expedition includes lessons at Everest basecamp on “ice wall climbing, ladder crossing, and other techniques that will be required for the ascent” – skills you’d think anyone who hopes to climb the world’s highest mountain would have already mastered.
 
This piece has gone from the depths of the sea with the recent OceanGate tourism tragedy to the heights of the earth with lives lost seeking to summit Everest.  So, what do these two elevation extremes and all the options in between mean for those providing extreme leisure activities?  Here are three potentially helpful considerations:
 
1) It’s hard to judge what leisure is too costly and risky:  I would generally describe myself as cost-conscious and risk-adverse, which makes me want to point my finger at others spending hundreds of thousands of dollars and risking their lives to do things like deep ocean exploring and high-altitude climbing.  Then I remember that I’ve done some leisure activities that others might consider too expensive and risky.
 
More than a decade ago, when my wife and I visited Kauai, we took advantage of what seemed like a once-in-a-lifetime opportunity:  to view the breath-taking island by helicopter.  The nearly $200 we spent per ticket certainly could be considered excessive for the 50-minute ride.  Likewise, flying inside canyons on the rugged Napali coast had risk.  Then again, anyone who flies or drives anywhere for a vacation could be accused of incurring unnecessary cost and risk.
 
The point is, it’s difficult to draw a clear line between what is and isn’t excessive leisure.  That’s not to say that there shouldn’t be a line or that anything should go but rather that it might be helpful to consider factors like cost relative to the individual’s income, if not per capita income, as well as the percentage of instances of severe injuries or death for those who engage in the activity.
  
2) Leisure interest can lead to scientific discovery:  Sometimes people’s leisure leads to discoveries that benefit much larger groups of people.  For instance, amateurs have documented unique animal behaviors and even discovered new species.
 
People pursing their recreational passions also have played significant roles in advancing fields like avionics and computing.  Most recently, companies including SpaceX are leveraging what they’re learning from offering space tourism to create the potential for dramatically faster point-to-point travel on earth, such as a flight from New York City to Shanghai that might only take 40 minutes.
 
3) Consumers’ safety is critical:  Ultimately, what matters most for companies marketing recreation of any kind, including extreme tourism, is safety.  Of course, before people participate in dangerous activities, organizations must clearly communicate the risks.  It’s fine to ask participants to sign waivers; however, those releases should never become substitutes for taking every reasonable step to ensure that individuals simply looking for a pleasurable leisure experience don’t return injured or dead.
 
It seems that the two extreme tourism companies mentioned above have both fallen short of this critical standard.  Since OceanGate’s Titan submersible exploded, many have reported that there were serious safety concerns surrounding the structural integrity of the deep-diving craft.  Similarly, beyond Seven Summits Treks’ questionable onboarding practices described above, the firm’s owner resists rules for who should or shouldn’t enter into Everest’s death zone; instead, he recommends, “If [people] have enough energy, they can go.”
 
As Baby Boomers and Gen Xs look for a last hurrah and experience-driven Gen Ys and Zs gain disposable income, it’s likely that demand for extreme tourism will continue to increase.  Companies that want to capitalize on this trend should ensure that the benefits they provide to clients are proportionate to the costs they incur.  In addition, others outside the exchange shouldn't be asked to bear costs (e.g., environmental degradation, rescue costs) without receiving benefits.
 
Above all, organizations must do everything possible to ensure their clients’ safety.  In an often-unpredictable natural world complicated by periodic human error, safety can seldom be guaranteed.  However, at 3,800 meters below sea level or 29,000 meters above it, companies should have air-tight models for returning their clients safely; otherwise, they’re liable for “Single-Minded Marketing.”
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Why Did the PGA Stop Keeping Score with LIV?

6/20/2023

5 Comments

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

“If you can’t beat them join them.”  This old adage, suggesting that adversaries become allies, has been used to describe everything from Vichy France aligning with Nazi Germany to Apollo Creed training Rocky Balboa.  Now a very surprising real-life sports pairing has made ethics appear expendable or at least raised the question:  Is it okay to have a moral change of mind?
 
The Professional Golfers’ Association’s (PGA) decision to merge with LIV Golf was a move that virtually no one expected.  Even professional golfers and analysts who cover the game were shocked by the news.  The PGA’s sudden change of heart, which went from viewing LIV as a bitter rival to a bedfellow also represented for many an epic moral capitulation.

Over the past year, the PGA and LIV have been “at war.”  The PGA had threatened to suspend golfers who defected to LIV and even ban them for life.  Why such acrimony?  Of course, no organization wants a new competitor, especially one that steals its product (golfers) and commandeers its place (golf venues).
 
However, the PGA’s disdain for LIV was rooted in more than competition-fueled conflict.  Many in the veteran golf association, as well as others, took issue with LIV’s funding source – the sovereign wealth fund of Saudi Arabia, the nation of origin for 15 of the 19 hijackers involved in the 9/11 attacks and a country known for human right abuses.
 
In an interview just a month ago, the PGA’s CEO, Seth Waugh, was heard “trashing” LIV Golf ahead of the PGA Championship.  How is such a seemingly irreconcilable relationship so suddenly  repaired?  One ESPN piece, “How the shocking PGA Tour-LIV Golf deal went down” details the events leading up to the proposed merger and its players, while another describes how the unification, which also includes the DP World Tour (Europe), might solidify the sport long-term.
 
This Mindful Marketing article doesn’t pretend to know what’s best for the future of professional golf; rather, it aims to ask a more general philosophical question:  Was it okay for the PGA to have a moral change of mind?  
 
Of course, it’s not organizations but the individuals that manage them who make decisions, including ethical ones.  Most of us have experienced that our initial inclinations are not always optimal.  As evidence, we’ve all mistakes and often realized later the option we should have selected.
 
Imperfect decision-making is a thread that has run continually through human history and often involved ethics.  For instance, decisions in favor of racial segregation in the U.S. in the 19th- and 20th century are ones that most Americans now reject, as are the choices that kept women from voting until 1920.
 
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Realizing the error of one’s way and self-correcting a moral stance is a good thing.  However, it’s also important to help others understand the reason for the reversal.  Intelligent, inquiring people want to know not just that a judgment that was A is now B but why it’s changed  That’s where moral reasoning helps. 
 
In a moral argument, a person first identifies a moral standard then suggests one or more alleged facts, which lead to a conclusion, or moral judgment.  A month ago, it seemed that many PGA supporters/LIV detractors morally reasoned along the lines of the following:
  • Human rights should be upheld. (moral standard)
  • Saudi Arabia has not upheld certain human rights. (alleged fact 1)
  • LIV Golf’s funding come from the sovereign wealth fund of Saudi Arabia. (alleged fact 2)
  • LIV Golf’s funding source taints the league. (alleged fact 3)
  • It’s wrong for professional golfers to play for LIV. (moral judgment)
 
Then, without notice, the PGA reversed course, announcing its merger with LIV and thereby introducing a new moral judgement:  It’s fine for professional golfers to play for LIV.
 
Again, there’s nothing wrong with having a moral change of heart, especially if it’s the result of ethical enlightenment.  However, others deserve to know what changed the moral judgment, which is where the PGA fell short of the cup.
 
A year ago, PGA Tour Commissioner Jay Monahan was invoking the 9/11 terrorist attacks as a main reason to reject LIV.  Now, he will reportedly serve as CEO of the newly created company.
 
Monahan and the PGA have offered little evidence that their change of heart had anything to do with recognition of either a more compelling moral standard or more salient alleged facts such as, ‘Saudi Arabia’s record on human rights is improving’ or ‘Where money comes from doesn’t matter as much as what’s done with it.’
 
Moreover, it appears that the PGA has made a wholesale change in its moral decision-making from principle-based ethics, or nonconsequentialism, to outcome-based ethics, or consequentialism.  Evidence of this philosophical shift can be seen in recent statements from the PGA and Monahan that focus not on upholding specific moral principles but on prioritizing outcomes for the game of golf, for instance:
 
“We are pleased to move forward, in step with LIV and PIF’s world-class investing experience, and I applaud PIF Governor Yasir Al-Rumayyan for his vision and collaborative and forward-thinking approach that is not just a solution to the rift in our game, but also a commitment to taking it to new heights. This will engender a new era in global golf, for the better.”
 
Understandably, given what’s transpired, this explanation has failed to reach the green for many of the tour’s most important stakeholders.  Many top professional golfers, have felt blindsided by the decision and left to wonder what inspired it.  Rory McIlroy, the third ranked golfer in the world, said he was surprised by news of the merger, he felt like a “sacrificial lamb,” and he hated LIV and hoped it would go away.
 
Similarly, hall of fame golfer Tom Watson sent a letter to Monahan questioning the merger Watson also acknowledged that his skepticism about the new structure has been “compounded by the hypocrisy in disregarding the moral issue.”
 
If the merger goes through, professional golf, with its strong new financial backing and consolidation will likely thrive.  However, the PGA’s pivot has left a moral divot that will not be easily replaced.
 
It’s the prerogative of any person and professional sports association, to have a moral change of heart.  However, when such happens, it’s also important to say why.  By not explaining how it so quickly arrived at a very different moral judgment about LIV, the PGA hit the ball into a bunker of “Single-Minded Marketing.”
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Higher Ed's Big Gamble on Sports Betting

3/26/2023

 
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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

For centuries, universities have been places where students study philosophy and sharpen professional skills.  Are colleges now becoming locations where young minds learn to place prop bets and parlay their winnings?  As more schools find gambling partners, those educational outcomes seem less like longshots.
 
By now most basketball fans’ March Madness brackets have been busted, which is not a big deal, provided they didn’t put down dollars on those picks.  Of course, the risks of such bets increase with the amount of money wagered, but they also rise as gamblers’ ages decline.  So why are some universities encouraging their own students to try sports betting?
 
According to the New York Times, schools that have established such partnerships include Michigan State, Louisiana State University (LSU), Maryland, University of Denver, and the University of Colorado.  The executive director of the National Council on Problem Gambling, Keith Whyte, claims that eight or more universities have inked similar deals, and “at least a dozen athletic departments and booster clubs have signed agreements with brick-and-mortar casinos.”
 
Why would institutions that families trust to guide the next generation down paths of enlightenment and prudence, expose their students to activities that may strain relationships, double debt, and spell insolvency?  The simple answer is money.
 
Many colleges and universities have long felt the pinch of revenue lost from declining enrollment and rising costs, including meeting expectations for best-in-class facilities and services.  Corporate sponsorships often have helped bridge such fiscal divides, but when the U.S. Supreme Court legalized sports gambling in May of 2018, the doors swung wide open for all kinds of institutions to enter partnerships with oddsmakers.
 
In 2020, the University of Colorado Boulder signed a $1.6 million contract to promote sports gambling on its campus, and the deal that LSU inked with Caesars Sportsbook in 2021 is worth seven figures. Higher education may have been a little late to the gaming table, but now that some schools have gone all-in, others are likely to follow.
 
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Of course, money is also a motivator for gaming companies.  The ability to realize untapped revenue is understandably attractive to them.  However, compared to other demographic groups, the young and green-to-gambling college-age market has special long-term appeal.
 
I remember years ago a client of our family’s promotional products company, a local bank, had created a special savings account for children called “Mega Bucks.”  It featured a variety of kid-friendly incentives, the unambiguous intent of which was to forge relationships with young savers before their bank loyalties could be deposited elsewhere.
 
“Get ‘em while they're young” is a common mantra among marketers.  Given that consumers are creatures of habit, constrained by switching costs, it’s often hard to persuade people to try a new product, especially when they’re satisfied with what they have.  So, it’s understandable that organizations from banks to bookstores to bars want to reach the youngest age cohorts able to use their services.
 
Gambling companies want to do the same, i.e., reach young gamblers for the sake of current and future profits.  One of the best ways to do so is through sports since most young people have no history with horseracing or blackjack, but many are avid fans of football, basketball, etc.
 
In all but four states, these firms can’t target consumers below age 21, but as with alcohol advertising, spillover into younger demographics is inevitable.  It’s impossible to keep ads from Caesars Sportsbook and BetMGM that air during televised sporting events from influencing viewers who are 20 or, for that matter, 12, especially when they employ popular celebrity endorsers like Jamie Fox and former NFL quarterbacks Peyton and Eli Manning.
 
Moreover, actual gambling for those underage isn’t hard to accomplish, as many betting firms provide little resistance thanks to very loose screening processes.  For instance, FanDuel Sportsbook PA’s $1,000 No Sweat First Bet, which promises new customers “Up to $1,000 back in bonus bets,” provides the following easy entry:
 
  • When you click on “JOIN NOW,” a list of about 20 states appears.  Choosing Pennsylvania produces a “Create an Account” form that asks for an email address, username, and password but not a birthdate or age.
  • A sentence in small type, just above the “Create and Account” button reads, “Users must be 18+ (21+ in MA) to play Fantasy and 21+ to place bets on Sportsbook.”  There’s nothing more on the page to prohibit underage gambling beyond that soft admonition.
  • If someone is inquisitive enough to click on Terms of Use, they’ll find a 161-page document with more than 76,000 words, which does state that underage gambling is a critical offense and FanDuel reserves the right to “to request proof of age documentation from any applicant or customer.”  Still, what are the chances that anyone, let alone teenagers looking to try something new and exciting, will find the buried disclaimers or be dissuaded by them?
 
The experience in Apple’s App Store is similar.  Three of the top betting apps (FanDuel, Draft Kings, and BetMGM) have age ratings of “17+ Years Old.”  Granted, it’s a standard measure that applies to all kinds of apps; still, it’s easy to imagine how an 18-year-old who wants to bet could interpret the rating as a green light to begin gambling.
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When a potential user clicks on “GET,” there’s no prompt to enter an age or birthday before being served the “Install” button.  On BetMGM’s website, potential users are prompted to enter their email address and last four digits of their social security number before they’re asked their age.  Human nature suggests that the further someone goes in the process, the less likely they’ll be to abort and the more likely they’ll be to rationalize and possibly lie.
 
However, this targeting of young people for sports betting is pedestrian compared to what some college and universities permit through partnerships that “allow sports betting companies to advertise on campus, in athletic venues and, in some cases, directly in students' email inboxes.”  LSU’s contract with Caesars Sportsbook has seen students under the age of 21 receive an email encouraging them to place their first bet.
 
It’s unimaginable to think that a college or university would send its students any kind of invitation to gambling.  As someone who’s worked in higher education for more than two decades, I know that students intrinsically trust communication from their school, which they believe is looking out for their best interests.  For many undergrads, a partnership with a betting firm would seem like the Good Housekeeping Seal of Approval on gaming.
 
Of course, gambling can be exciting entertainment, but at what cost, particularly for those who are still developing their understanding of risk/reward, debt, and addiction?  As just a college sophomore, Saul Malek found himself in “tens of thousands of dollars in debt after two years of betting on sports.”
 
Unfortunately, Malek’s gambling experience is likely to play out increasingly for others, thanks to more universities partnering with betting firms.  Even worse, these youthful indulgences may be setting up the gamblers for a lifetime of financial hardship and relational stress.
 
I recently spoke with a woman who witnessed her father’s gambling addiction firsthand and saw it break up her family.  At age nine, she thought it was normal to go to the racetrack on a school night.  After her dad drained her mom’s bank account and left her stranded outside her work for hours without a ride while he gambled, her mom left him.  Unable to make it on his own, the dad now lives with his grown daughter who must take care of everything for him.
 
There’s a reason ads for betting often contain gaming disclaimers and phone numbers to call about gambling addiction:  It’s a slippery slope on which a simple $5 wager can easily spiral into regular $500 bets on point spreads.
 
It’s also worth noting that the house never loses.  Sure, individual gamblers sometimes make good bets, but overall and long-term, the gaming companies always win – their business models are based on outcome imbalance in their favor.
 
Marketers can target younger consumers for products, provided they’re properly informed and the products truly benefit them.  Back to “Mega Bucks,” There’s a big difference in risks between banking and betting.  For colleges and universities to promote sports gambling is madness any time of year, not just March.  It’s also “Single-Minded Marketing.”
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Movie Ticket Madness:  Should Choice Seats Cost More?

3/12/2023

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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

When you need to get away from others for a little alone time, there’s a place you can go:  the first few rows of a movie theater.  Soon, however, those neck-wrenching seats may be occupied as the nation’s largest movie theater chain implements premium pricing for its cinemas’ more coveted seating.  But, is it right to suddenly charge extra for something that’s been free to audiences since Garbo and Gable graced the silver screen?  
 
Many moviegoers are likely giving a two-thumbs-down rating to AMC Entertainment, the world’s largest cinema chain, for its recent announcement that it will charge higher prices for more sought-after middle-of-theater seats.
 
It’s natural for anyone who pays their own hard-earned money for things to dislike price increases, especially when there seems to be no reason beyond a business’s realization, “We can charge for that.”
 
Movie theaters, however, have endured very hard times over the past decade.  First, streaming services and home entertainment centers lured away from theaters many who realized they could enjoy a cinematic experience in the comfort of their own homes.  The pandemic’s quarantines and social distancing exasperated that trend.  Most recently, inflation has caused many consumers to monitor more carefully their discretionary spending.
 
To call these events “challenges” is like calling Tom Hanks “some actor.”  Rather, they’ve been existential threats, as Cineworld unfortunately knows.  Last September, the world’s second largest movie theater chain and owner of Regal Cinemas, filed for Chapter 11 bankruptcy.
 
Maybe premium-priced seating is something movie theaters must do to stay solvent.  In many other industries, such variable pricing is a staple of their revenue streams:
  • Live theatre, concerts, and sporting events have long charged more for better seats.
  • All kinds of service providers, from car washes to hair salons, demand more for higher levels of service.
  • Many goods producers charge more for their premium products and more sought-after brands, for instance, automakers are well-known for various trim levels (DX, LX, ELX, etc.) and some, like Toyota, offer higher-end vehicles under a different brand, e.g., Lexus.
 
Ultimately, most product pricing decisions come down to supply and demand.  Whether they’re from Gap or Gucci, products that are in greater demand tend to cost more.  As price rises, quantity demanded decreases, helping ensure that supply can keep pace.
 
In free markets, businesses decide what they want to sell, and consumers choose what they want to purchase.  No one has to go to a movie theater or when there, purchase a premium seat.  It’s their choice to do those things, which makes it hard to argue that AMC is in any way acting unfairly.
 

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So, charging more for certain cinema seats probably isn’t unethical, but is it really an effective business strategy?
 
A main problem with the premium approach is likely consumers’ perceptions ingrained from years of cinematic experience.  For more than a century, moviegoers have freely chosen their theater seats, including those in the center.  It’s hard to suddenly start charging for something that people have been getting for free, especially when an upcharge seems unwarranted.
 
In contrast, the seats in the very front of the theater seem like they should cost less.  In fact, why do theaters even have those close-up seats that few people choose and that have been mocked in sitcoms like Seinfeld.  Of course, theaters need to cover substantial retail space leases and other expenses, which means fitting in as many paying patrons as possible.  However, to demand the same admission price for such suboptimal seating is a big ask.
 
Here’s what movie theaters should consider instead:
  • Raise ticket prices slightly, across the board:  Again, no one likes price increases, but people who want a true cinema experience can tolerate a modest increase.  Moreover, they can understand the need to do so, given the unique pressures theaters have been under, outlined above, and because they see many other organizations doing the same.
  • Discount the close-up seats:  As just mentioned, these seats are significantly less valuable than any others in the theater.  Other events often offer discounts on seats with obstructed views, etc.  Movie theaters could do the same, or they could get creative and give patrons who sit in those seats something extra like a coupon for a free small soft drink or a popcorn-size upgrade.  Consumers may even perceive such incentives as more valuable than a small ticket price discount, and the freebies could be less costly to the theater companies.
 
In a free market, it’s not inherently unethical for AMC or other movie theater chains to charge more for choice seating, but such a strategy probably won’t sit well with consumers, who have chosen those middle seats for free for so long.  For that reason, the ending of this cinematic story will likely be “Simple-Minded Marketing.”
​

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Play with a Purpose

10/19/2022

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by David Hagenbuch - professor of marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

Bobby eagerly opens his Happy Meal box, tossing the chicken nuggets and fries aside to find the special toy tucked inside.  Kids have repeated that ritual for decades, but Bobby is 32.  While it’s nice that McDonald’s and other companies increasingly meet the need for nostalgia and help grown-ups relive childhood highlights, is selling sentimentalism a good adult-use of time and resources?
 
Cobranding with the apparel company Cactus Plant Flea Market, McDonald’s recently released a limited-edition Happy Meal intentionally targeted to adults.  At $12.69 each, the big kids’ meals aren’t very wallet friendly.  They’ve also disappointed some who couldn’t find a restaurant that had them or who got Cactus Buddy, the apparel brand’s mascot, instead of the classic McDonald’s character they wanted.

Still, buzz has been strong and sales brisk, leading some to conclude that “the promotion has been hugely successful for McDonald’s.”  The fast-food icon is just one of many firms that are playing on nostalgia to target adults for kids’ products, for instance:
 
  • American Girl Cafes host birthday parties and other gatherings just for grown-ups and the dolls they bring.  
  • Play-Doh has created several varieties of its finger-friendly clay in grown-up scents including mom jeans, latte, six-pack, and lawn scent.
  • Kohl’s carries a 4 ft. high legacy Pac Man video arcade game for $450.
  • Amazon has an entire category of “nostalgic toys” that includes the Magic 8 Ball, Lite Brite, Lincoln Logs, Slinky, Spirograph, Candy Land, Operation, Evel Knievel, and Etch a Sketch. 
  • LEGO sells a mini version of Jerry Seinfeld’s bachelor pad from the 1990’s sitcom.  [More about LEGO below]  
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Are these nostalgic products always profitable?  Probably not.  It’s doubtful that any approach the sales volume they once enjoyed; however, given that their design costs have long-since been covered, manufacturing processes have likely improved, little advertising is needed, and they can be sold online with relatively low overhead at premium prices, most of these items probably do make money — their proliferation is evidence.
 
So, it seems that selling nostalgic play to adults is often effective marketing, but is it ethical?
 
Two plausible moral concerns are that when adults play, they waste resources, namely time and money:
  • There’s an opportunity cost that comes with play – when we’re playing we’re typically not doing other things, like working, so we’re being unproductive.
  • Play can be expensive.  Some people spend thousands and even tens of thousands of dollars a year on hobbies such as mountain climbing, boating, skydiving, and car collecting.
 
However, there also are very compelling arguments supporting that people of all ages need to play, or be “joyfully immersed in the moment.”   While there are undoubtedly other benefits, here are five reasons why adults should play:
 
1. To learn:  Videos like this one of lion cubs stalking and pouncing on each other show how play helps them begin to learn to hunt.  Most of us also learned specific and generalizable skills through childhood play.
 
2. To maintain skills:  As we grow older, our physical and cognitive abilities naturally decline.  Play is one way to slow that descent, whether it’s by participating in a low-intensity sport or doing word puzzles.
 
3. To develop relationships:  People build bonds with others in many different settings, e.g., work, school, church, and play.  Friendships often form among individuals on sports teams, chess clubs, hiking groups, etc.  
 
4. To reduce stress:  Life at times has hardships and frustrations.  Physical play helps us burn off anxious energy, while mental engagement in play often elicits laughter, positive thoughts, and good memories that help keep bad ones at bay.
 
5. To serve others:  Each of the above reasons for play are pretty intuitive.  This last one isn’t, at least it wasn’t for me until I connected with a colleague, RJ Thompson, who takes play to another level that one might call play with a purpose.
 
Thompson is the director of digital marketing in the Joseph M. Katz Graduate School of Business and College of Business Administration at the University of Pittsburgh.  He’s also an award-winning graphic designer and the president of the Pittsburgh Chapter of the American Marketing Association.  Those are impressive credentials, but the reason I reached out to him is because he’s a grown man who still loves Legos.
 
A resident of Bellevue, PA, Thompson recently completed construction of a 45 ft. Lego model of his town’s Lincoln Avenue using over 20,000 of the tiny bricks.  What’s more, with only photos for reference and using as many as 30,000 bricks, he spent six months building a 30”L x 30”W x 45”H model of Bellevue’s Andrew Bayne Memorial Library that splits in half to reveal its fine inside detail.  Each model cost thousands of dollars.
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Why would an accomplished professional spend so much time and money playing with building blocks?  Thompson credits LEGO for fanning his creative flame at a very young age and opening for him doors to design, teaching, and entrepreneurship.  However, the impact of these epic Lego projects extends far beyond his personal enjoyment of the pastime.
 
First, the projects have afforded some priceless family time for Thompson and his daughter, who has inherited her father’s curiosity and creativity.  Furthermore, with help he moved the massive models from his home to the Library where they served as the centerpiece of a fundraiser that drew hundreds of people and raised $1,500 for renovations to the Library’s children’s areas.  Many kids were fascinated by the models and inspired to start their own Lego building projects.
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As Thompson’s experience illustrates, play can be more than respite from work, mental relaxation, etc.  Those personal benefits are very important in their own right; however, play can achieve a whole other level of significance when used like Thompson uses it, to serve others.
 
His examples left me wondering, though, with his play becoming so other-oriented, does he still find the same pleasure he once did, building with the miniature bricks?  Thompson says he “definitely does,” adding:
 
“There are some models or kits I see that I absolutely have to have - so there is an anticipatory angle to it where I get excited just as much as my kid does about certain sets.  When it first came out, I had to have Dr. Strange's 'Sanctum Sanctorum' model.”
 
As an artist and a marketer with a heart for play, Thompson shows how a pastime can become even more than a win-win:  Purposeful play can have a triple or even quadruple bottom-line of positive impact.  Those that sell nostalgic play help bring back fond childhood memories and remind us of the benefits of “Mindful Marketing.”
​
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Do Subscriptions Make Sense?

7/30/2022

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by David Hagenbuch - professor of Marketing at Messiah University -
​author of 
Honorable Influence - founder of Mindful Marketing 

“That’s the gift that keeps on giving the whole year”—such was Cousin Eddie’s inane attempt in Christmas Vacation to console a devastated Clark Griswold after he found out his firm gave him a Jelly of the Month Club membership instead of a generous cash bonus.  Clark had good reason to resent receiving a product subscription, but  how should consumers feel about more companies moving to subscription models?
 
If you’re like most people, you’ve noticed a steady rise in reoccurring payments.  Decades ago, monthly bills were restricted to things like rent and utilities, but they’ve since expanded to include regular charges for cellphone plans, movie streaming, and online news.  And, the list keeps getting longer, as even more organizations find opportunities to automatically tap their consumers’ wallets for things like clothing (e.g., Stitch Fix), meal kits (e.g., HelloFresh), and shaving tools (e.g., Harry’s).
 
These examples aren’t particularly surprising—each day people wear clothes, eat food, and shave their bodies, so it makes sense to automate the purchase process and save consumers time shopping for such staples.  However, subscription services for some other products should make any of us wonder, ‘Why?’
 
For example, BMW has begun to offer “heated seat subscriptions” in certain vehicles for $18 a month.  According to James Vincent, writing for The Verge, “BMW has slowly been putting features behind subscriptions since 2020.”  The automaker’s other reoccurring charges include automatic high beams and adaptive cruise control.
 
There’s also sneaker maker Cloudneo, which offers a “100% recyclable running shoe that’s only available by subscription.”  For $29.99 a month, customers receive “an endless supply of shoes.”  When pairs are past their useful lives, customers request new ones while returning their old ones, which the company grinds down and melts into plastic pellets used in its new product manufacturing.
 
These last two examples and several of those mentioned earlier are innovative approaches that reimagine marketing’s 4 Ps.  All share strategic similarities as they fall under the subscription umbrella, but there also are significant and sometimes unsettling differences that make me want to better understand: When is subscription pricing right for both companies and consumers?
 
To answer this question, I turned to someone who has navigated the challenging process of transitioning his company’s signature product from a one-time purchase to a monthly subscription.  Jason Kichline is founder and chief technology officer of OnSong, namesake of one of the world’s most widely used music performance apps.  It allows musicians to digitally store, sort, and customize their music, saving them time and enabling them to focus on what they do best.
 

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An annual guest speaker in my capstone marketing course, Kichline has told us of his firm’s deliberations about transitioning the OnSong app from a one-time Apple App Store purchase to a monthly subscription.  OnSong started to offer a feature-enhanced, subscription version of its product a couple of years ago.  This past June, OnSong finalized the monumental move by eliminating the one-time purchase option.
 
For many companies, the decision to go to full sail on a subscription model is simply a matter of what nets the most money, i.e., will more revenue from reoccurring payments offset sales not realized from potential customers who want a one-time purchase?
 
Although OnSong certainly considered income projections, it’s analysis was much more circumspect and other-oriented, which is evident as Kichline explains three main reasons for the move:
 
1.  Relationships:  “We’ve always placed a high value on supporting our users.  A complex and full-featured app like OnSong demands a level of support that goes beyond that of a one-time purchase. A subscription creates the opportunity for a more formal relationship with users and the need to continually provide them with value.  Our goal is to make our customers incredibly happy with the level of service, support, and features we offer.”
 
2.  Continuity:  “Although OnSong has been successful for more than 10 years, many software firms don’t last as long—they go out of business, or they’re acquired.  A developer can keep an app around for a long time for some side money or an owner’s salary, but a buyer typically wants ROI.  For this reason, new owners turn many one-time-purchase apps into subscriptions and try to ‘leverage’ the existing user base.”
 
“Even though app customers often assume they’ll be forced to upgrade to a subscription, we didn’t feel it was fair, so we grandfathered existing users.”  Still, because going out of business also leaves customers stranded, we believe that subscribing to OnSong is the best path forward for all.  A subscription to OnSong is an investment in the company and its product’s future.”
 
3.  Value-Added:  “The defining measure for most consumers is what they receive compared to what they pay.  Although a subscription costs more than a one-time purchase over time, it also provides greater benefits, including important updates and improvements in an ever-changing technological environment.  A cancelable subscription also reduces financial risk for consumers by allowing for product trial, which is often not possible with one-time software purchases.”
 
“Looking to the future, OnSong wants to provide a web-based version of the app that will store music and resources in the cloud, as well as manage bands and teams.  A subscription model supports this additional functionality and added value.”
 
Kichline acknowledges that the transition to a subscription model has not been without challenges, which include effective communication with consumers, who can be swayed by public perceptions in social media.
 
Still, the change has been a good one for OnSong and its customers.  After experiencing one “tight month,” the company’s revenues quickly rebounded to previous levels with continuing growth.  That success should also be taken as a sign of the strength of OnSong’s value proposition in the eyes of consumers—the benefits they receive from the app are well-worth its reoccurring cost.
 
For Kichline, key to the whole process has been “having the mind of the consumer.”  His analysis above and this summary statement make me ask:  Do the subscriptions for BMW’s heated seats and Coudneo’s recyclable running shoes show an understanding of “the mind of the consumer” and a desire to truly meet customers’ needs?
 
Cloudneo’s product subscription may represent such a market orientation for certain hardcore runners who cycle through sneakers at a rapid clip.  They might wear out a pair of running shoes every few months and could easily spend $360 or more per year on performance footwear.
 
BMW’s subscription is harder to justify.  In his Verge article mentioned above, Vince raises good points that call into question the automaker’s motives:
 
“BMW owners already have all the necessary components [for the heated seats], but BMW has simply placed a software block on their functionality that buyers then have to pay to remove. For some software features that might lead to ongoing expenses for the carmaker (like automated traffic camera alerts, for example), charging a subscription seems more reasonable. But that’s not an issue for heated seats.”
 
When BMW manufactures vehicles with heated seats, it likely passes on the added material and labor costs to consumers at the time of purchase.  So, the automaker is essentially holding back a feature for which customers have already paid so it can charge twice for what is an increasingly common new car addition.  Such a motive certainly wouldn’t represent a customer-centric attitude.
 
As BMW has shown, there are situations in which paying a reoccurring fee for a product makes little sense for consumers.  However, when companies prioritize the three principles that Kichline has identified (relationships, continuity, and value-added), subscription pricing is “Mindful Marketing.”


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