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Useful examples of such enjoinment don't appear until a slim, penultimate chapter, and they are mostly theoretical in nature, e.g., what if Ford, after giving its employees worldwide free home computers and Net access (which it did), got all of them who were into organic gardening to infiltrate organic-gardening Web communities to push (via the subtle art of persuasion, one supposes) the niftiness of Ford pickups for organic gardeners? Truth be told, Locke seems more like a social critic or humanist at heart than a marketing consultant, and his essential disdain for corporations (which are anti-human, he declares, despite all their philanthropic tootle) leaves the reader wondering whether he really wants e-commerce to effectively pervade the Web's truly democratic, populist microcommunities for its own purposes. As his wonderfully cranky cult Web zine, Entropy Gradient Reversals, and his alter ego therein, RageBoy, have proven, the man's a smart, witty, broadly read cyberpundit. In Gonzo Marketing, he tweaks everyone from Disney, Time Warner AOL, and IBM to fellow biz-book writers like Seth Godin (Permission Marketing), and if you read it first for its own eclectic, acerbic delights and second for a postboom e-marketing primer, you'll be rightly pleased. --Timothy Murphy
Copyright 2001 Cahners Business Information, Inc.
While his feet might be firmly planted in the box, his head is decidedly unboxed. Locke evokes Esther Dyson's aphorism 'Always make new mistakes,' inviting corporate marketers and consumers alike to realize that markets aren't clean and tidy; they're messy and ugly - quick and dirty even. His ideas don't lend themselves to conclusive be-all, end-all solutions, but to random, dangling loose ends. And that's the point really, isn't it? The fault lines in the mass mind don't divide the markets, they are the markets. Their rumbling and shifting is where Gonzo Marketing collects and analyzes its data, like a seismograph of the new economy's undulating and ever-changing landscape.
While corporations scramble to make sense of the paradigmatic wreckage of the Web, Locke sits back laughing. The Web has reconnected consumers with each other. We converse online about everything. "Markets are conversations," asserted The Cluetrain Manifesto (of which Locke was one of four co-authors), belying any established attempt to contain or coerce them. Gonzo Marketing invites business types to abandon their old ideas about markets and just join in the conversation, dammit!
Don't come 'round here looking for answers to your marketing problems. Yes, we have no new panacea for your demographic woes today. But, if you're looking for an engaging romp through - and an enlightening rant about - the way business is done in the now, Gonzo Marketing is the blinking Exit sign on the box in your mind.
The book got me to start thinking about who my target audience is. That's harder than it sounds, as I don't write about a specific subject, rather whatever I like. Locke recommends that companies let their employees become active in online groups about what interests them in an attempt to build credibility with these micromarkets in lieu of annoying web advertising. Effectively communicate with a plethora of micromarkets and all of a sudden the company has a significant online presence that doesn't irritate people. I followed that advice and started posting on sites that pertain to my interests. I don't blatantly promote my articles, but just participate in the conversation, figuring if someone is interested by my post he or she will click on my URL in my signature file or click on my bio, see my URL, and follow it through. Plus, I enjoy it.
Locke doesn't get too specific on his gonzo model until the next to last chapter. It covers only 20 out of 214 pages of the book. The rest of it is spent philosophizing and critiquing other forms of marketing. Did this help me? Yes. But it doesn't do much to push his model. He'd do a better job of selling it to businesses if he had a case study or two. The chapter on the model would've made a good article in a business magazine, asking for a company to work with him on this approach. Chronicling the advantages - and limitations (which he glosses over) - of the model would make for a more convincing argument. What he's calling for is radical and to a non-business person, it makes sense. But without a few examples, I doubt any business is going to start restructuring its approach to online marketing.
After all that criticism, why did I give this book four out of five stars? Well, it is a good read and it's working for me.
I suppose I should clarify. Read more
Some will say it falls short of solving marketing's pains. Excellent! My 2 cents: yeah, that's because what you want is a "solution". Read more