What They’re Known For
Recently, a friend overheard this exchange in a Dunkin’ Donuts. The players were obviously (from their accents) British:
Father: “What do you think mummy would like?”
Child: “How about a cookie?”
Father: “I think we should get her a donut; that’s what they’re known for.”
It’s funny, to me, to think of Dunkin’ Donuts as being “known for” something. In the same way Starbucks is selling ubiquity (see my previous post on the subject), Dunkin’ Donuts has gone from donut shop to a piece of the infrastructure of Boston. There’s one on almost every corner, and they’re as reliable source for consistent coffee as the tap is a consistent source of water.
It goes without saying that there’s one near my office, and I visit it irregularly for coffee, a bagel, a coffee-and-ice slushee thing. It’s interesting to see the promotional offers, like crazy “coolatta” flavors or donuts covered with crushed-up candy, because they have to work so hard at it. When I see some new offering, I don’t think, “what do they have now?” Instead, I merely note that the infrastructure has added some capacity. It’s like when the gas company sends me a flyer about how to save energy by flow-restricting my shower. I file it away or trash it, but in the end I don’t pay it much attention.
If Dunkin’ Donuts hadn’t become a utility, if they’d kept their eye on providing exceptional donuts, or exceptional anything, they might have a better chance at hooking me with a new product. But they’ve commoditized themselves to the point where they’re not “known for” anything, in the same way my local energy provider NSTAR isn’t “known for” electricity. I consume, they bill me.
Question for you: What would it mean for your business to commoditize itself?
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