Remove 2001 Remove Customer Remove Differentiation Remove Sales
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Want to Know a Secret? Your Customers Do.

ConversionXL

The New York Times, January 2001. Finally, in December 2001, came the big reveal: Ginger was the Segway. . Torment your customers,” Stephen Brown advocates , tongue only partially in cheek. In fact, the secrets that have helped differentiate brands are far more enduring. Dean Kamen’s code name for the project was “Ginger.”

Customer 108
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Want to Know a Secret? Your Customers Do.

ConversionXL

The New York Times, January 2001. Finally, in December 2001, came the big reveal: Ginger was the Segway. . Torment your customers,” Stephen Brown advocates , tongue only partially in cheek. In fact, the secrets that have helped differentiate brands are far more enduring. Dean Kamen’s code name for the project was “Ginger.”

Customer 101
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How to Out Amazon, Amazon

Both Sides of the Table

If a consumer will pay a fixed price for a product or service then the battle over who gets the margin in any sale is between the person who merchandises a product and the person who manufactures it. Ariel understood her customer?—?the and a differentiated feel in terms of fabric, design, sustainability, etc.

Curation 296
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The Best Books for Marketers (New and Old)

ConversionXL

After reading, you’ll be well equipped to better both your customers and yourself. What does it take to build products your customers love to use? Published in early 2001, Positioning remains as relevant and actionable now as it was then. Why do so many companies fail to differentiate ? Hooked by Nir Eyal (2008).

PPC 134
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Build The Five Pillars Of “The Soft Edge” For A Powerful Competitive Advantage

YoungUpstarts

When it comes to trust, you must ask yourself two questions: 1) Does your external market, your customers and shareholders, trust you? Customers must trust that your product or service is authentic and robust enough to withstand the immediacy of today’s media. We increase accountability, passion, and effort. PILLAR 4: Taste.

Analytics 160
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Learning From The OG iPod

Mucker Lab

Most brilliant “Internet of Things” ideas are quicksand for capital unless you have the branding, vertical integration and customer lock-in that Apple achieved. Low switching costs and built-in product “half-life” demolish customer loyalty. Apple had the foresight to launch the iPod, iTunes and the Apple Store all in 2001.

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In a Strong Wind Even Turkeys Can Fly

Both Sides of the Table

Within a year, by late 2000 / early 2001 consulting firms were firing people en masse. On July 27th, 2001 Accenture IPO’s and many of the partners grew fabulously wealthy. During the down market they were able to double down on recruiting, sales, outsourcing, new market entries and marketing (yes, with Tiger ads ).

Turkey 302