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should satisfy anyone interested in pricing, it is not the end of the story. The problem arises from the fact that on the internet one is able to measure many other things. For instance, instead of working on the audience at a portal, Procter & Gamble proposed a pricing measure that does not utilize the number of views of a banner but rather the click through rate. As mentioned earlier, the click through rate is the proportion of the viewers of a particular banner who click on the banner to go to the web site of the company being advertised in the banner. This is a measure of interest in the product generated by the advertisement. Given the fact that click through rates are only a small fraction of views, this completely changes the pricing structure. Ultimately though, the advertiser is really interested in the number of sales made because of a particular advertisement. On the internet it is possible to measure this, while on traditional media this would be very difficult. However, this ability to measure many other things have added to a deal of nonstandardization and noise in the area of measuring effectiveness and pricing.

In the new marketing, companies gauge brand equity not by static measures such as brand recall but by dynamic measures such as customer word-of-mouth. One useful tool is the net promoter score (NPS). A metric developed by loyalty guru Fred Reichheld, the NPS indicates how likely your customers are to recommend your company to friends or colleagues. To see NPS in action, consider GE Healthcare s experience. The company recently asked 20,000 customers worldwide about the likelihood that they would recommend one of GE Healthcare s businesses. When the NPS score for its European diagnostic imaging business came in low, the company dove deeper and learned that customers wanted GE to respond more quickly to technical problems. By redesigning the response system, the company reduced the average response time from 40 minutes to just 10 minutes. Not surprisingly, the NPS went up as response time dropped. And GE Healthcare s brand equity clearly benefited, with a direct connection to the bottom line. GE has thousands of internal metrics on financial and operational performance, says Peter McCabe, GE Healthcare s chief quality officer, but the only way I m ultimately going to grow my business is to have customers tell others about us and buy more from us. 1

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The investors were clearly not making anything happen, so why would they expect society to reward them for simply following the crowd How many real estate investors did any kind of real re ection on demographics, future demand for homes, historical real estate price trends, or anything else that an awakened investor would consider Do you know any Those homebuyers at the peak of the market were just gambling with time They were investing in the opening of the hundred millionth house- ipping business To do that, they learned the most super cial way to value homes They learned how to buy the homes wholesale without any real understanding of supply and demand, with no real thought about changing demographics They brought those homes to market, not as homes but as some kind of bargaining chip like baseball cards just as the late-to-the-party tech investors had done before them.

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Figure 11-2: Banish typos from your absolute URLs by dragging a link from the Assets panel to any selected text or graphic.

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