Lessons from Air’s Disruptive Marketing in the DAM Industry

Adam McQueen

A new player is causing a stir in the Digital Asset Management (DAM) space.

With a mix of bold statements, guerrilla marketing, and a group of elderly (?!) actors, Air is taking on industry giants like Dropbox and Google Drive. And they aren’t being quiet about it.

But can the newcomer really challenge the established leaders in the DAM world?

If you want the full scoop, check out our latest edition of Coffee & Compete for all the juicy details, or read on for a breakdown of Air’s strategy.

Air’s disruptive approach

Air’s approach to disrupting the DAM space is unapologetically direct.

I mean, their press release boilerplate literally reads: “Air is a creative operation system for images and videos that immediately replaces Dropbox and Google Drive for brand-forward businesses.”

But they don’t stop at bold statements. They took their message to the streets – literally.

In a move that echoes Salesforce’s legendary “No Software” campaign, Air staged a protest at the Adweek conference that was equal parts absurd and brilliant.

They hired over 30 elderly actors to demonstrate outside the event, holding signs claiming that Google Drive and Dropbox were “stealing years from creatives’ lives.”

They hijacked a conference that their target market were located, and made a viral moment in the process.

Two birds, one stone.

The method behind the madness

Air’s strategy isn’t just about making noise; it’s a calculated approach to disrupt a commoditized space.

By directly challenging the industry leaders, Air is positioning itself as the bold alternative, the solution to problems that users might not even realize they had.

This approach works on multiple levels. First, in an industry where products can seem interchangeable, Air’s brash tactics make them stand out.

Second, it creates a clear narrative of an underdog challenging the established order, appealing to those who root for innovation.

Lastly, they’re going after a clear subset of the big players’ customers: creatives. And they’re, well, being creative doing so.

However, this strategy isn’t without risks. Going after competitors by name can backfire if not executed carefully. There’s a fine line between confident challenger and petty newcomer. Air’s success will ultimately depend on whether they can back up their bold claims with a product that truly delivers.

The competitive lessons from Air’s approach

Air’s approach offers valuable lessons for any business looking to shake up an established market:

1. Timing is everything. This kind of disruptive strategy works best for newcomers. Once you’re established, you lose the chance to play the underdog card.
2. Know your audience. Air’s tactics resonate because they understand the frustrations of their target market.
3. Be bold, but back it up. Air’s claims can get attention, but as the smaller player, they need to be able to back it up with their product.
4. Create a narrative. Air isn’t just selling a product; they’re selling a new way for creatives to work.
5. Use humor wisely. Air’s protest was effective because it was both absurd and pointed.

It remains to be seen whether Air can translate their marketing buzz into market share. But one thing’s for certain – they’ve made their presence known, and in a crowded market, that’s half the battle.

Caffeinate your competitive strategy

If you want even more of the biggest stories in competitive business strategy, and get a ‘look under the hood’ of how we compete at Klue, then check out our Coffee & Compete podcast every other Thursday.

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