The Peacocking Strategy in Business

Back in college, I realised that dressing up really well was not enough to get attention. What did it was adding one pop of "hey what's that?". Such as a random coloured jacket, a strangely printed pocket square, a nose ring, a hat.

This was always backed by an interesting, often funny, origin story that tends to break conversational barriers.

At that point, I started using the term "Peacocking" in a customised fashion to speak about deliberately positioning items that are conversation starters (or stirrers).

Another anecdote - Had an interesting observation in one of our client pitches a few years ago. The conversation shifted dramatically when we mentioned our custom-built DSP - more than when we presented our success rates & metrics. Another "Hey, what's that?" moment.

It highlighted something crucial about business that's rarely discussed: Sometimes you build things not just for function, but for show. Like a peacock's tail - functionally unnecessary, but strategically vital. In fact, it is core to the species' survival (mating).

At Madsapiens, we built our own DSP despite DV360's market dominance. From a purely functional perspective, it wasn't necessary. DV360, The Trade Desk, Amazon DSP - They are all excellent. Building our own was resource-intensive and complex.

But every client meeting now starts differently. "You built your own ad tech stack?" The conversation immediately shifts from standard metrics to technology approach and innovation philosophy. We're no longer competing on CPMs and case studies alone - we're discussing technological capabilities and strategic thinking.

This, coupled with actual strong case studies and capabilities, tips the game in our favour when compared to another Programmatic Ad Tech company.

I've actually seen this pattern across industries.

Amazon's drone delivery program. Years of publicity, patents, and prototypes. While traditional delivery still dominates, it positioned Amazon as a future-focused logistics innovator, not just an efficient retailer. The actual delivery numbers don't matter - the perception of technological leadership does.

Apple's custom silicon chips. They could have continued using Intel. Instead, they invested billions in developing their own processors. Yes, they're powerful - but more importantly, they tell a story about Apple's complete control over their ecosystem. Every M1 or M2 announcement is a peacocking moment.

Goldman Sachs launching Marcus. A 150-year-old investment bank didn't need to enter consumer banking. But it changed conversations from "traditional Wall Street firm" to "innovative financial technology company" during the fintech boom. The actual revenue impact? Almost secondary to the positioning value.

Even Google's quantum computing announcements. Most businesses will never need quantum computing. But Google showing they achieved "quantum supremacy" positions them as the ultimate technology leader, even if practical applications are years away.

Granted that these are billion dollar companies that can invest into these strategies that may also help them to be future-proof. Some of these approaches can be argued to being more than just peacocking, but actually trying to be ahead of the curve at all times.

The key is balancing display with substance. Our DSP works, and it works really well. It's not just for show. While it might not match DV360's full capabilities, it demonstrates our deep understanding of programmatic technology and our commitment to innovation. In fact, we have started using it for quite a few clients and it has shown improved outcomes.

This approach requires significant investment. It's not always the most practical path. But in a market where differentiation is increasingly difficult, sometimes you need something that makes people stop and think differently about your capabilities.

The crucial point: Your peacocking strategy must be backed by real value. A peacock's tail only works when it's real.