Devoted to online marketing, viral marketing, and web marketing

All the buzz and press interest and coverage of the introduction of the Tata Nano by Tata Motor of India, shows the tremendous value in creating products not meant necessarily to make money.

What was it that drove the interest in the car? The assertion that it would be the least expensive car in the world. Now that's something the press likes to cover, and the reason I'm talking about it today. What's important about today, as far as the Tata Nano goes, was it was officially unveiled to the public at a media event today at the Delhi auto show in India.

Something not being talked about much, and which developer Ratan Tata didn't respond to when asked, was the profitability of the car. What's important to know, is it doesn't matter.

Let me qualify that statement by saying the car will be offered at three different price points, and the lowest priced car is what has been driving the interest.

India Launches World's Cheapest New Car- TATA Nano

What doesn't matter, as far as profitability goes, is in reference to the low cost car.

Why do I say that? It's the classic loss leader. It wasn't built to make money, it was built to be a marketing tool - just on a higher level than most companies usually experience.

What this brilliantly does is put Tata Motors on the world map. Most people never heard of them before. Now everybody will know them from their development of this low cost car. They will take advantage of this too, as they'll eventually go worldwide with it. All of that from their marketing thrust in developing the Nano.

It doesn't matter what we sell, developing products in this way, and having different price points, offers us all sorts of marketing opportunities and ways to penetrate into the minds of consumers. With the marketing value coming from the Tata Nano, they've already paid for it a hundred times over. You couldn't buy the press coverage they got from the interest generated. Think of this with the products and services you develop.