Some recent experiences and observations have helped me realize why Zipcar is such a successful brand. (Yes, I’ve posted about Zipcar before in this space, and I confess to being a bit of an evangelist for and frequent user of the service. So bear with me.)
Basically, they own the rewards cycle in every corner of their operation. For the sake of argument, let’s posit that every business inhabits four corners: virtual (online) space, actual (human) space, product space, and ethos space.
Virtual Space
Last week, Zipcar ran a haiku contest on Twitter. They piqued my poetry interest, so I dashed off this effort, which they retweeted:
Shortly thereafter, I received a direct message telling me they liked my haiku and were adding $25 worth of driving time to my Zipcar account. Score!
Everyone wins: Zipcar gets content; I get $25 in driving time.
Actual Space
This past Sunday, I attended the SoWa Open Market in Boston. Seeing the Zipcar tent (and perhaps still a little buzzed from my Haiku coup), I wandered over and told the guy manning the booth that I just wanted to share how much I liked Zipcar. He was happy to hear it and asked me if I wanted a water bottle. He went to a box behind the tent to retrieve one; it wasn’t one of the promotional goodies they had spread out on their table.
Everyone wins: Zipcar gets unsolicited, in-person praise from a customer; I get a water bottle (and a warm fuzzy).
Product Space
Zipcar’s product is a car sharing service, and much of its marketing revolves around its “refer-a-friend” deals.
We give you $50 in driving credit to play with, and you decide what to do. You can “give it all away”, “split it $25/$25″, or “keep it all for myself”. Driving credit is put into your (and your friend’s) Zipcar account as soon as your friend joins.
Everyone wins: Zipcar gets more customers; I get more driving time (and happy friends, perhaps)
Ethos Space
A company’s ethos is important. It’s not just about how they tweet, how they market or how good/bad their product is. The company’s character matters, too.
Zipcar’s involvement with the Pan-Mass Challenge (PMC) is a good example. The company, which is based in Cambridge, has been involved with this regional initiative for four years. This year, they are fielding a 25-member team for the race (coming up this weekend Aug. 7-8) and hoping to raise $150,000 for the Jimmy Fund.
In addition, the company has four PMC-wrapped Kia Souls in its Boston fleet, available for a reduced rate of $8/hour (normal Kia Souls are $9.25/hour). On top of that, Zipcar donates $2 from every hour driven in a PMC-wrapped Kia Soul to the PMC.
Besides the PMC, Zipcar’s reduced rates for hybrid vehicles and other initiatives around “urban and environmental transformation” are mutually beneficial propositions.
Everyone wins: Zipcar gets points for having good character; I get the option of reserving cheaper cars (and feeling good about it).
What other companies or organizations similarly excel at owning the rewards cycle? Is there a fifth corner I’m neglecting to account for?
