Brandon Donnelly — Daily insights for city builders. Published since 2013 by Toronto-based real estate developer Brandon Donnelly. — Page 1491

Yesterday a friend of mine sent me this NY Times article covering a site called New York YIMBY .

I’ve spoken about the term YIMBY before and this site is exactly that: a site dedicated to “saying yes in my back yard” to new development in New York. It was founded by 23 year old Nikolai Fedak and currently receives 75,000 monthly visitors. He has plans to expand to other cities and I’ve already emailed him to see if he has any plans for a Toronto YIMBY.

At a time when it’s common to hate on developers and new developments, it’s refreshing to see a site dedicated to the exact opposite. That’s not to say that all developments are good (New York YIMBY has no problem blasting the ones that suck, as it should), but it’s certainly framing development as a positive thing for cities. 

In growing cities like New York and Toronto, development is going to happen. And so I would rather we focus on how to make it happen in the best way possible instead of just saying no.

Two things happened yesterday. And since there’s a nice tie in, I’d like to talk about both of them.

First, here at TAS , we launched a new condominium project called Kingston&Co. We had already gone public with some information , but we now have an updated rendering and we’ve gone live with a public Q&A section on our website ( kingstonandco.ca ). The questions are all geared towards topics that we think are on a lot of people’s minds and anybody can respond. Instead of trying to cover up the elephant in the room, we wanted to do the opposite and get it out and into the open. It’s all about promoting greater transparency.

Second, I watched this 45-minute interview with author and entrepreneur Gary Vaynerchuk last night before going to bed. It’s a great video and I would encourage you to watch it if you have any interest in entrepreneurship, social media, marketing, capitalism and overall hustle. But if you don’t have the time, here are some of my key takeaways. Gary makes, on average, between $3-5 million a year selling the social media dream (but it could be more depending on things like his angel investments). Everybody is a media company first. He has clients putting 100% of their marketing dollars into social media and they’re seeing a ROI. It took him 1 ½ years to get anybody to care about his video blog  Wine Library TV . And don’t just ask. Give as well.

That last point is a tie in to his latest book called Jab, Jab, Jab, Right Hook . And what he’s effectively saying is that, as a brand, you need to be mostly giving to your customers (that’s the jab). It could be valuable content you produce via social media or whatever. It’s you, delivering value to your customers in some way. Then, once you’ve done that, you can go in for the right hook, which is the ask: Buy my stuff. The idea is that you build up trust with your customers and develop a relationship so that you get the privilege of asking them to give you money.

The alternative, of course, is what we’re all already familiar with: brands constantly bombarding people with right hooks. It’s the let’s throw a bunch of shit up against the wall and see what sticks approach. And it’s related to the whole permission marketing vs. interruption marketing debate popularized by marketer Seth Godin.

But Gary’s argument–and I found this really interesting–is that constant right hooks is the approach we had to take before the internet and things like social media. Those right hooks were so expensive to deliver through billboards, print ads, TV commercials and so on, that companies simply couldn’t afford to be delivering any jabs. But all that has changed with social media and technology. Now, the best brands succeed by building trust and establishing relationships with their customers–often one-by-one.

And this is exactly what we’re trying to do with Kingston&Co . We know that there’s a lot of discussion happening in the marketplace around condos and we didn’t want to ignore it. We wanted to address it. And if you look at our messaging, you’ll notice that in most cases we’ve put “Join the conversation” ahead of the typical “Register now.” That’s because we truly do want to have a conversation.

Over the past few months on this blog, I’ve started to introduce business terms into the way I describe and talk about cities. I’ve referred to residents and visitors as customers of a city , experiences within a city as products and services, and cities themselves as businesses. Until now though, I hadn’t explicitly talked about this parallel or fleshed it out in any sort of detail. But I think it’s an interesting one so I’d like to do a bit of that today.

The reason I started referencing cities with business terms is because I think it speaks to 3 important characteristics of cities. First, cities, just like businesses, are in direct competition with each other. We rank cities . We compare GDP per capita. And they fight, or at least should, to attract the best people and to achieve economic dominance.

Second, city prosperity can be ephemeral. We tend to think of cities as being quite permanent–centuries old–but history is littered with failed cities or cities that simply lost their economic importance (see Detroit ). Consider this: The center of trade at one point was the Mediterranean Sea. Then, as the New World emerged, it shifted to the Atlantic. And now, one might argue that it’s moving over to the Pacific (and Asia). Either way, these macro shifts push certain cities to thrive and others to decline. The time horizon is longer than, say the rise and fall of Blackberry, but it’s similar nonetheless. Nothing is guaranteed.

Third, cities have become centers of lifestyle and consumption. That’s why I previously argued that any economic development strategy should consider lifestyle, and whether or not people actually want to live in the place. In business terms, you need to offer products and services that people actually want. You need to respond to customer needs.

And if you think of cities in this way, I think you’ll come to the conclusion that, just like businesses, strong cities require strong leadership and management. They need to ensure that they’re delivering the right products and services to their customers and that they’re staying ahead of the innovation curve.

The switching costs may be higher for cities compared to, again, something like a mobile phone, but that doesn’t mean people won’t eventually vote with their feet and leave for somewhere better.