Youtility: Chapters 10, 11 & 12

Jay Baer knows all too well that in the twenty-first century, smart marketing, just like many other concepts, have changed and are not as people used to know. The writer is very candid in his style of writing and emphasizes on the replacement of hype with help for the prospective customers. In the last three chapters (10, 11 & 12) which form the last part of Part 3, the book outlines some blueprints that work towards building Youtility. In essence, insourcing Youtility; making Youtility a process, not a project; and keeping score are all part of the six blueprints that the author suggests. The other three are explained in the preceding three chapters.

The importance of availing as much information to the customers is what forms the biggest chunk of the aspect of Youtility. It is the company’s responsibility to come up with this information and disseminate it to the prospective clients otherwise they might come across information that may not be helpful to the company’s image. The author is quick to point out that every skill was once a new job function. However, as more and more people begin to realize the efficiency of the job function, they enroll to learn how to perform the job function. The result is that within no time many people can do the job function and it is then considered a skill. One good example is typing which was once regarded as a job but is now a skill (Baer, 2013). Acquisition of such skills within an organization is an important step towards creation and maintenance of useful information.

The biggest catastrophe that a business would cast upon itself is to assume that Youtility is a one-off project when it is in truth a process. The reason behind this assertion is that customers have a continued need for change in ideas over time. The fact that technology is growing and developing every now and then means that companies have to keep changing and improving their products at all times. Companies and businesses must adjust to, and keep up with, the changing preferences among their customer base if they harbor any dreams of success. Therefore, Youtility is an infinite process driven by customers’ desire for new and improved ways of making their lifestyles better.

The book further outlines the importance of measuring Youtility effectively even though it is a long-term and costly process. The measurement of Youtility can start with the number of users of the Youtility process within its application scope. Next, the frequency of forwarding the information is measured so that the needs of the customers can be met. Thirdly, a measure of the number of people that are willing to buy the product and that of how many are willing to learn more is calculated. Lastly, the actual impact of Youtility on the revenue is then ascertained. The reason for these measurements is primarily to gauge and ascertain the effectiveness of the Youtility process. By so doing, the company is able to make adjustments where weaknesses arise.

Ideally, Youtility is a primary driver of success within companies and businesses because of its ability to attract customers even where they seemed not to exist. Through Youtility, a company is able to create an interest in the product as customers rush to inquire what is so special about the products. Youtility is also important in maintaining the customers within the business even when the companies are facing turbulence. For all this, businesses are encouraged to bank on creating Youtility for their sustainability and to better the customers’ lives.



Baer, J. (2013). Youtility: Why smart marketing is about help not hype.


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