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Chapter 317 Google's Promotional Methods

When Hamilton caught a glimpse of Ernst's upturned lips, he knew what kind of nonsense Ernst was brewing.

"By the way, how many people have activated paid value-added services through Google Messenger?"

Hamilton was stunned for a moment. One second he was saying he wanted to make Bill Gates laugh, and the next he was talking about Google Pass membership data.

Despite his many doubts, he immediately retrieved the data from his mind: "The latest data I received the day before yesterday has exceeded 96."

"00,000 visits already. At this rate of growth, it might have already surpassed 10 million by now."

"So many?" Ernst's eyes lit up, his surprised expression as if he had discovered a gold mine in his own garden, something he himself hadn't expected.

It's worth noting that Google Connect had only been online for half a month, yet its membership had already exceeded ten million, which completely exceeded his initial expectations.

Hamilton couldn't help but nod in agreement, "I never dared to imagine it would become this popular. You can't even imagine how fast the growth of Green Diamond members in the value-added services has been, with the activation rate now exceeding 40%."

"This is mainly due to the strong sales of the iPod, as well as the discounts and exclusive privileges offered by Google Tunes, which attracted users."

After listening, Ernst thought to himself that he had underestimated the appeal of music in this era.

These days, entertainment options are limited. For commuting to work or staying home on weekends, being able to easily carry an iPod and listen to a song is the most convenient source of happiness.

Even though a month has passed and the supply of iPods has increased significantly, it can only barely meet market demand. Basically, the stock is snapped up as soon as it arrives, and there is not a trace of inventory in the warehouse.

The key issue remains the production capacity of hard drives and batteries. Zentek has already pushed its production lines to their limits, operating 24/7, and the production capacity is just enough for Aiktronics' needs.

I heard that many electronics manufacturers have come to order hard drives from GenTek, only to be told that delivery will take at least three months, until the new factory expansion is completed.

Even so, orders continued to pour into GenTec, because they were the only ones capable of producing 1.8-inch hard drives.

The iPod's popularity made all electronics manufacturers around the world see the potential of MP3 players, but the key 1.8-inch hard drive is currently only produced by GenTek, so people have no choice but to wait.

Just look at the dismal state of the small-capacity MP3 players launched by the South Korean company Sehan. They were completely ignored in the market, and even their own consumers called them garbage, which shows how important capacity is.

Without enough storage space, no matter how fancy the design is, it's all for nothing.

In terms of battery supply, BYD's situation is similar to that of ZhenTaiCheap. To meet the needs of AIoT, BYD mobilized support from multiple factories to barely keep up with the pace.

The problem is, these factories can't just keep revolving around BYD and working for it forever, can they?

Moreover, after becoming a supplier for AIT, BYD has attracted the attention of many other major electronics manufacturers.

It is said that Motorola is preparing to place an order with BYD worth more than seven million US dollars. It's not that Motorola doesn't want to place more, but that its production capacity simply doesn't allow it.

To a certain extent, BYD really has to thank GenTek.

If ZhenTai's production capacity can keep up, Cook can't wait for BYD. If you can't ramp up production, I'll shift my orders to other battery manufacturers.

Ernst didn't reply, but kept muttering "960 million visits."

He suddenly grinned, a smile that held a hint of cunning that sent chills down Hamilton's spine.

"Since we have such a great number of members, let's hold a member appreciation event."

"A member reward event?" Hamilton raised an eyebrow, wondering to himself: What new tricks are they up to this time? The last meme marketing campaign was already quite unexpected, will this one be even more outrageous?

Ernst, however, excitedly gestured and said, "As long as you activate any of the Google Connect value-added services, we'll give you a T-shirt with Google Connect emojis printed on it."

"If you subscribe to all memberships, you'll also receive a free car ornament and pendant featuring the emoji character."

"If you are an annual subscriber and have activated all value-added services, you will receive a free car gift package, including seat covers, floor mats, steering wheel cover, and tow rope."

Publicity was Hamilton's first idea.

He couldn't help but imagine that if people wearing T-shirts with the Google logo and emojis were everywhere on the street, wouldn't the Google brand image be subtly etched into everyone's minds?

Moreover, a one-month membership for $4.99 not only provides access to the service but also includes a free piece of clothing. This price is cheaper than buying a regular T-shirt in a store, so how could users not go crazy for it?

Once everyone around you is wearing Google Play clothing and this feedback becomes a trend, not having it is considered a sin – that's the psychology of keeping up with the Joneses.

Google Connect's goal with this surge in users isn't profit; its primary objective is to lock in users' online social channels, increase market share, and weaken competitors.

But looking at Ernst's face, which couldn't hide his smile, Hamilton always felt that his self-promotion was not entirely genuine.

Is your main purpose publicity? Or is it really to disgust Bill Gates?

Imagine how spectacular it would be if seat covers and floor mats featuring Bill Gates' image were all the rage across America.

The United States is a country on wheels, with almost everyone owning a car. If everyone were to constantly put Bill Gates' image under their butts and stomp on it, wouldn't Bill Gates be furious?

Moreover, Bill Gates' reputation isn't exactly good, so there might actually be quite a few people willing to do that.

However, Hamilton quickly calmed down, frowned, and raised the crucial question: "But isn't this going to be too costly for us?"

"Take the gift package for users who subscribe to all services annually. Each of our value-added services costs $50 per year, so subscribing to all five only costs $250. But a set of seat covers and floor mats costs several hundred dollars on the market. Even if we buy in bulk from vendors, the price difference isn't much. Add to that shipping, labor, and other miscellaneous costs, and we're bound to lose money doing this."

It's obvious that some people will specifically subscribe to the full annual membership just for this car and the gift package.

He understands the logic of buying users with money, but such a high user acquisition cost is really outrageous.

Ernst, however, remained calm and retorted, "Who said we'd definitely lose money?"

Hamilton blurted out, "You're not thinking of using inferior materials, are you?"

He became increasingly worried: "If the gifts are of poor quality, it will be a fatal blow to our brand. Once our reputation collapses, all our previous efforts will be wasted. This is putting the cart before the horse."

Ernst couldn't help but roll his eyes. "Do I look like someone who's that brainless?"

He paused, deliberately keeping everyone in suspense, "What if I told you that a set of these gift packages, including shipping, only costs $150, and yet the customer feels that the $250 is well spent, or even that they got a great deal?"

"Then our annual membership fees will definitely skyrocket," Hamilton said without hesitation. But as soon as he finished speaking, a look of doubt crossed his face. "But is that really possible? How can you get so much stuff for $150?"

Is it possible? Not only is it possible, but I also want to earn some pocket money from it.

These American elites live in a high-cost environment and have no idea about the true cost of basic goods.

They always use American labor standards and prices to calculate costs, but they don't know how low costs can be reduced by finding the right channels.