I like David Berkowitz’s post on Social Media Insider about “CPSA” because it prompts an important discussion about pricing models.
In proposing the possibility of “CPSA” – Cost Per Social Action – Berkowitz recognizes the fact that “social networking, when done right, achieves something much different” from the current pricing models, Cost Per Impression (CPM), Cost Per Click (CPC), and Cost Per Action (CPA). Cost Per Engagement (CPE) gets closer, says Berkowitz, but still falls short.
The big difference, says Berkowitz, is that social marketing is all about relationships, and no one has figured out just yet how to put that in a neat little box. It is much more grey than it is black and white. Berkowitz himself acknowledges that the notion of “CPSA” has so many downsides it may be all but impossible to implement. For example, how do you even decide on common criteria when you’re trying to measure the impact of Facebook vs. MySpace vs. Twitter vs. any other social media, when each of them has a uniquely different twist and, as a result, require different metrics?
Whether or not CPSA is plausible is less important than the point that Internet marketers should be thinking creatively when it comes to new pricing models. In fact, marketers should be thinking about pricing issues even as they’re developing new media options.
One of the interesting problems with Internet-speed marketing is by the time someone figures out how to make money off of something, the entire paradigm changes. That’s why anticipating market conditions is essential.
CPM is based on traditional media costs, using television, radio, magazines, and newspapers as the model. It’s easy to figure out because it is all about reach. CPC and CPA are derived from direct marketing. Direct marketers count inquiries or orders to measure their ROI. Pretty simple metrics.
Social marketing could turn the revenue impact of the Internet on its head. Adoption of CPSA style pricing models could herald the same evolution that happened when the advent of database marketing made direct marketing more sophisticated, and the industry adopted “relationship marketing” as its mantra. That caused direct marketers to reconsider measuring merely inquiries and orders, and start measuring the long-term value of the customer.
Gadzooks, this is not really that much different from what Berkowitz is talking about, is it? Seems the more things change, the more they remain the same.