Posts Tagged ‘ie business school#8217;

22
Mar

When faced with a bad event, most humans have the tendency to look for a “bright side”. This tendency has been captured by popular idioms in many languages, such as “Να χρυσώσει το χάπι” (“to coat the pill with gold”) and “Ουδέν κακόν αμιγές καλού” (“There is nothing bad without a bit of good in it”) in Greek, or “every cloud has a silver lining” in English.

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But what is a “silver lining” in economics? The answer comes from important research published in Marketing Science by Richard H. Thaler (University of Chicago; 1985, 2008). Thaler (among many other behavioral economists) argues that every financial transaction is mentally categorized as either a “gain” or a “loss”, relative to a reference point (usually the status quo). In addition, the perceived value of money is very different depending on how it relates to the reference point. Put simply, not all money is equal. Although an amount of money (let’s say 500 euros) can  buy the exact same things regardless where it comes from, its value for people can vary dramatically. One such variation is the “silver lining” principle. Let me explain this with an example.

Over the past (let’s say 3) years, Greece is experiencing the biggest post-second world war economic crisis. Many Greek citizens have lost large parts of their income, and the amount of this loss is for many something like 500 euros / month. For 3 years, this is a 3 x 12 x 500 = 18 000 euros. Now, the Greek economy seems to be slowly recovering. The Greek Prime minister just announced that Greece had surplus, 500 million of which will be distributed to about a million needy Greek citizens (see here). That is 500 / citizen, on average.

 

 

There are two possible ways to frame this 500. The first, is to “integrate” it in the previous loss: The prime minister, in this case, would say: “From the surplus, we will reduce the loss that the neediest Greek citizens had over the last 3 years from 18000 to 17500”.

Instead, he chose to say, more or less: “From the surplus, we will give to the neediest Greek citizens 500 euros each”. Which one sounds better? Clearly the second. Reducing the huge loss of 18000 by 500, would not make anyone any happier. They would still be losing 17500, roughly equal to 18000. Instead, the 500 windfall gain is presented in isolation from the disproportionately larger loss. Now, everyone is happy to have gained suddenly 500 euros; That is a silver lining.

In general, although traditional economics would say that X euros is always X euros, people do not understand money this way. They seem to be considering mostly “what difference does this amount make?”. For example, very small amounts of money may make a difference in how people pursue their financial goals (see here: http://marketing.blogs.ie.edu/archives/2013/07/improving-versus-maintaining-which-one-is-harder.php*). Or, as the “silver lining” principle suggests, when people face a big loss and a disproportionately smaller gain, combining the two into a slightly smaller loss would not make much difference. In these cases, people will “like” the same amount of money more, if they were treated as gains (i.e., gain 500) than if they are treated as “loss reductions” (i.e., limit a 18000 loss by 500)….and politicians seem to know that J.

 

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

 

*The Research leading to these results has received funding from the People Programme (Marie Curie Actions ) of the European Union´s Seventh Framework Programme (FP7/2007-2013) under REA grant agreement No. 298420.

13
Jan

How do we manage to sell our product to the far far away?

Written on January 13, 2014 by María López Escorial in Bottom of the Pyramid, Distribución

In my last post, “main guidelines for any successful ventures at the BOP”, last mile distribution was identified as a key success factor for any BOP venture.
I do agree with Polak and Warwick; after customer listening and understanding, you need to get them the product, otherwise everything is worthless.
The majority of the BOP clients live in scatter, remote, hardly accessible, rural places. I would always remember my trip along the Peruvian Andes at 4000 km altitude when after 4 hours along a dusty pathway with no more that sheep, goats and a shepherd, we arrived to a neatly organized paved village that gathered all the economic interactions done in around 10 hours walk trip.

far away 1far away 2

How do you manage to get your product there still being “ruthless affordable”?

Here I would like to provide some successful examples. Some companies are using door to door networks in the “Avon” direct selling manner or recruiting and training local “influencers” to prescribe and sell the product. These strategies do work, but it is difficult to achieve enough scale in this way.
Fortunately, there is a huge in-place infrastructure that is still underutilized. In every developing country, there are thousands of “mom-and-pop shops” that already sell any kind of consumer items as well as small carts that run all along bringing goods and services directly to rural homes. This entire network is under full capacity at the moment.

small village shop

Some successful companies are already working with them. One of the key success drivers of M-Pesa has been to put in place the right training, incentive and control program for this distribution network.
Coca-Cola is another example; they realized that in these markets providing merchandize items to promote the product was not enough. They introduced “eKOcool”.

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As Coca-Cola describes it: “A solar-powered cooler developed specifically for retailers in rural areas. Rooftop solar panels are linked to the chest-style coolers installed inside the store below. The sustainable innovation helps shopkeepers sell ice-cold drinks – a bit of a novelty in “off-the-grid” communities – without ice or electricity.”
The “eKOCool” coolers also feature ports for charging lanterns and mobile phones. In turn, increases store revenues (from Coca-Cola, recharges and other products), literacy rates by increasing study hours and community accessibility to electricity. Watcht how the clients see it:

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But you need to be careful when designing this type of channel. Channel management and control would be key, and therefore, recruiting, training and incentive schemes of this far and diverse point of sale. In my point of view, it will only work if there is a social and fair economic profit for both parts.

As Coca-Cola chairman and CEO Muhtar Kent puts it in a recent interview with McKinsey & Co: “It took us time to understand that small stores, many operated by families out of the front of their homes, were an unappreciated source of economic opportunity…//.. What we now understand intimately—and what other companies who want to sell in India must recognize—is that our future is tied to the communities where we operate.”

Any other key success factor you want to share?
Any other example of distribution network or execution?

I will wait for your comments! Here and at @marialescorial

11
Jan

Hello again everyone,

It is a great pleasure for the IE team involved at the Health2Market initiative to announce that the Health2Market Seminar: “Cutting Edge Decision Making Tools for Entrepreneurs”, will be hosted at IE Business School / IE University on March 3rd 2014. This Seminar will be delivered by professor Dilney Gonçalves.

But why is this seminar important? Well, managing a business at its core involves making good decisions. While most entrepreneurs will seek training in techniques in specific functions of the business like finance, marketing, and accounting, few are trained in decision-making. While it is important to understand the techniques involved in running the business, it is just as important to be a good decision maker. This seminar will provide participants with the necessary knowledge and skills to structure a decision problem, generate options, and select the best alternative in a consistent and unbiased way, enabling them to make the best possible decisions in their business ventures.

The seminar will be useful for everyone who is involved with health-sciences related businesses. So if you (or anyone you know) fits this profile, please do register!

 

REGISTER NOW: http://www.health2market.eu/seminar/2/registration

Registration is Required! Registration Deadline: February 7th, 2014

Participation is free of charge!!!

In addition, Health2Market offers FREE OF CHARGE full e-training courses. The courses range from the basics of marketing strategy to tips on how to attract partners to full-scale business planning and will help you understand the dynamics of the market and how to pursue business venture. Whether you already have some experience in the business world, or even if you have never left the science lab, the courses are designed to be easily understood by anyone.

 

More about the Health2Market Seminar: “Cutting Edge Decision Making Tools for Entrepreneurs”: http://www.health2market.eu/seminar/2
More about Health2market e-training: http://elearning.health2market.eu/

More about Health2market: http://www.health2market.eu/

 

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

4
Jan

New Year’s Resolutions. Why people fail?

Written on January 4, 2014 by Antonios Stamatogiannakis in ADVERTISING, Research in practice, Servicios

Hello again,

first of all let me wish a very happy new year to everyone!!

These days, it is common for many people to set resolutions for the new year. Those are commonly things that they want to achieve or do in order to improve their lives. This trend is so important, that the US government has devoted a special webpage to it: http://www.usa.gov/Citizen/Topics/New-Years-Resolutions.shtml.

Many of these resolutions focus on a better and more healthy lifestyle. Consumers typically aim, for instance, to exercise regularly. This exercising can take the form of either a daily workout routine ( X minutes per day) or a weekly schedule (e.g., 3 times per week). Many marketeers that work on domains that are related to these longer-term goals capitalize on the way that consumers consider them, promoting in their offerings exactly that: The benefits of a standard workout schedule (I am sure you have seen may ads like the following in the past).

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Yet, despite the efforts of governments, marketeers, and consumers themselves, long-term goals, such as new year’s resolutions, often are not achieved… Why may that be the case? Are people so bad at sticking to their goals?

resolutions pic

Recent research by a Cornell university psychologist (Dunning 2007), gives an answer to this question. Dunning argues that people are not that bad in pursuing their goals, but rather they are not very good when setting a goal, in the sense that they do not account for all the information they may have available. For example, when making these resolutions, people often fail to consider that the reason they did not work out as much as they wanted till now, is not that they did not have exercising equipment or a gym membership, but that they lacked the time or the motivation to exercise; It is very hard to find time to exercise, if one’s day is full with other obligations (e.g., career, family, commuting, etc.). Put simply, the day will always have 24 hours, no matter if one owns a gym membership or not!

So, the next time you fail in sticking to a plan of yours, instead of blaming yourself for being lazy, consider whether the plan was feasible to start with.

 

Having said that, I wish you never face such a situation during 2014!

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

 

 

5
Dec

I find the recent book by Paul Polak and Mal Warwick: The Business Solution to Poverty: Designing Products and Services for Three Billion New Customers, an excellent compendium of the essential role of business in fighting poverty. There is quite a few literature about it, but the authors have greatly managed to put all together in an easy to understand and comprehensive way. Moreover, they stress several points that although already known, have been never gain enough relevance.

The first of them is listening to your customer. In the business world, customer centric is a common mantra for successful business. Nevertheless, initial developments at the BOP have been launched just translating develop countries strategies and products to this new set of consumers. But the needs, priorities, uncertainties, fears, and strategies to face life at the BOP are radically different.

Notice examples of failure such as selling telephone health insurance for populations without telephone signal or talking indigenous languanges, soap powder difficult to use due to its foam in river streams, saving products with huge minimum entry deposits, yogurts needing continuous cool preservation or mobile transaction fees higher that the cost of traveling to the payment office.

Listening and understanding BOP customers is not straight forward. First, probably you do not speak their language, second traditional market research methods (as focus groups or telephone interviews) are difficult to apply in this context. How many focus group moderatos can you figure out come from the BOP, so that they can really identify themselves with the target and really understand and motivate the discussion with trust? How many of BOP customers would respond to a telephone interview?

Univeler started to send their product managers to make ethnographic studies living with this customer segment for 3-days to a week…. Soon after, only a few of them wanted to repeat the experience.

This is how Paul Polak does his research:
“I will go to a village – if I don’t speak the language, I go with someone who is respected in the village and act as an introducer and translator – and I will select a typical family and spend seven hours with them. I’ll walk them through their fields, have a look at what they’re growing, compare it to market prices. The first thing is to form a relationship, and then I ask them all kinds of questions about their lives, including what they had for breakfast that morning, how many kids they have, and how far their kids are going in school. When we get to know each other better, I ask them about all their sources of income and how they spend it. Then I do the same thing with another seven or eight families in the village for only one or two hours. That process has never failed to come up with at least one transformative idea.”

Paul Polak

We can extract several key factors of his research method:
1. Choose somebody trustful in the community,
2. Spend enough time listening in a learning humble attitude,
3. Form a relationship before asking personal questions,
4. Spend time knowing each other before going into the household economics, after all, this is “the” critical subject in their lives,
5. Test your findings with other families.
And at the end of the day have the enthusiasm to do it periodically.

Listening, research and value proposition adaptation must follow once the product is launched, and everybody in the company must continuously learn from the customer. In my previous post, I talked about the benefits for d.light of talking with Teresia about the use of her solar lamp.

In my point of view, even more than any other, BOP ventures must understand their customers.

Those are the rest of the guidelines they propose to launch a successful venture at the BOP:

• Listening.
• Transforming the market.
• Scale.
• Ruthless affordability.
• Private capital
• Last-mile distribution.
• Continuous innovation.

I will comment the rest in my next post. Now I wait for your comments and ideas.

Any other key success factor you want to share?
Any idea of executing market research in this customer segment?

Waiting for your comments.

30
Nov

Big Asian countries, such as China and India, are attracting the attention of companies in a variety of industries. Typically, two kinds of business opportunities are being pursued in these countries. First, many companies (e.g., IBM, Adidas, P&G, etc. – the list is really endless) transfer there some or all of their operations simply to benefit from lower production costs. Second, as the residents of these two countries represent roughly 50% of the total planet population, many companies are entering these markets  in attempt to grow their consumer base. From financial services to pharma, there seems to be something for every business domain.

As smart and profitable as the above practices may be, they are still a bit shallow (or shortsighted as a McKinsey article argues). A closer look reveals an important 3rd business opportunity; The tremendous cultural heritage of both India and China can provide excellent business prospects for companies who wish to be a bit more adventurous and seize opportunities as they arise.

But who would be the customers for such “culturally loaded” products? Well, first, an important part of Europeans and Americans find Asia as an exotic place, and they could welcome some of this “exotic-ness” to their lives. This is evident from both hard-numbers (Indian exports to USA alone are worth about USD 40 Billion) and softer consumer observation perspectives (e.g., influences of a recent Jean Paul Gaultiers collection).

But that is not all. With the modernization of the economies, many multinational firms now have significant offices in India and/or China. The executives of these companies, can be either locals, who have climbed up all the way to the corporate ladder, or expats, who were brought in by their companies in order to bring to these new markets their expertise. Both these types of people are interesting niche markets. The first, living and working in a westernized environment, may feel a little disconnected from their cultural origins. The second, living and working in a far away country, may try hard to “blend it”. No matter if their initial motive, is connecting to the past, blending in, or simply finding signature corporate gifts for their companies, they are very likely to seek for products that carry some cultural meaning of the country they live in. These products, then, could be used either by the executives themselves, or as corporate gifts of the companies they work for, which perhaps also want to communicate “original local identity”

Elements is a company that tries to seize this opportunity. The idea behind Elements was born by a team in which two IE alumni, Aman Goel and Gustavo Salinas, belong. Elements presents a unique approach to marketing hand-made Indian handicrafts, trying to connect rural Indian artisans and the culture their crafts carry, with the mainstream markets.

Aman and Gustavo explained to me the idea in greater detail.

“Indian handicrafts have been appreciated in India and abroad for a long time and already claim a market size of over USD 5 Billion. However, Elements believes, that the potential market for Indian handicrafts is much bigger. Indian artisans, for centuries, have been making the same products with same designs. So, while the world has become more modern and fast paced, Indian handicrafts have not evolved to suit the tastes of modern customers. Especially for the corporate clients, the gifts are seen as a medium building relationships with clients and employees. Therefore, the gifts not only require to communicate the company’s philosophy but also be unique. However, the corporate gifting industry in India is dominated by small regional traders who mostly import gift items from China leaving minimal scope for customization. This is where Elements brings in its expertise to adapt and contemporize traditional designs that are tailor made for each company and that carry the story of arts and artisans who have made the product. The enclosed image shows a business card holder developed by Elements using traditional Tarkashi art (metal wire inlay in wood), which has traditionally been used in making festive boxes.

El_Card holder

 

 

El_Logo

 

 

 

 

 

 

Furthermore, Elements also works closely with the artisans, in order to guarantee authenticity and reliable delivery of the crafts. If needed, it provides the artisans with tools and raw material to improve their production efficiency while reducing their financial burden. In addition, close cooperation helps building strong relationships and allows passing to the artisans maximum benefits from a sale. The video that follows is indicative of this close relationship.”

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Overall, though still in early stages, Elements shows that countries like India and China offer interesting market opportunities that do not necessarily rely on cheaper cost of production, but rather build on the value that products from these countries can deliver.

Do you think of any other similar business opportunities?

You can read more about Elements at:

Website: www.esbv.org

Facebook: www.facebook.com/elementsmart

Blog: www.elementsmart.tumblr.com

 

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

 

16
Nov
In a previous post (see here), I had introduced to you Health2Market; a 3-year long project funded by the Seventh Framework Programme of the European Commission, aiming to provide Health researchers with the necessary business knowledge and skills for more viable Intellectual Property Rights management as well as market exploitation of their results through setting up of new business ventures in health/life science sectors .
I was recently at the pilot academy of H2M, and the case of some researchers-entrepreneurs caught my attention. Why? In marketing, we expect a company to be profitable by meeting the needs of its customers… In some complicated business settings though, it is hard to identify who your customer is!!
I will try to describe what I mean as accurately as possible, given that I am not a doctor. The researchers have developed a specific type of “coating” that could be applied on artificial bone implants. This coating greatly reduced the probability that the implant would be rejected by the patient’s body after the surgery. So, it sounded like a great product! It could reduce the risks of further surgery for a patient, relieve their families from extra anxiety, reduce the operational costs of hospitals, free up some time for doctors, increase the profitability of private health insurance, increase the effectiveness of public health insurance, and so on. But who are the real customers here? A closer look shows that this is not an easy question to answer!
  • The patients? Well, sure they are the main beneficiaries… But in most cases they will be minimally involved in paying for the extra price of a coated implant. In addition, they will probably not be involved at all in the implant choice process. They will do whatever the doctors suggest, and the hospital has available.
  • The patients’ families? Likewise, the benefits for them are clear too. But their involvement in paying the costs and deciding will be very little.
  • The hospitals? Of course, the hospitals are the ones that will have to order the coated implants. But are they the customers? To start with, they are not paying – the patients and the insurance pay. In addition, there is a good chance that the person who makes the orders for the implants has little understanding of the coating advantages, and is mostly interested in keeping costs low, and existing suppliers happy. Finally, coated implants reduce the number of needed surgeries. So they are bad for the hospital’s business! Thus, in extreme and, perhaps, unethical cases, for-profit hospitals might actually oppose this innovation.
  • The doctors? They may have some role in deciding what implants to use. They see the benefits for their patients, and for themselves (less surgeries). But this role may be limited. In addition, they are not the ones who pay.
  • The implant manufacturers? They are the ones who will initially pay for the coating, and then sell the coated implants to the hospitals for higher prices. But there is NO WAY to convince them, unless the hospitals are convinced to try the coated implants.
  • The (public or private) insurance? They are paying for great part of the additional surgeries needed…but they do not decide on what implants will be used!

To conclude, even seemingly easy marketing questions – like who your customer is – are sometimes very tough to answer. In such cases, knowing your market and marketing your product to all interested parties (by “selling” different each benefits to each), can be key. This is the use of a proper “market analysis” – known to marketing core course students as “the 5 Cs” (company, customer, competition, collaborators, context)

By the way, if you are (or know someone who is) considering to start a health-research based business, stay tuned:

http://www.health2market.eu/

 

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

11
Nov

Is Microfinance the panacea for poverty alleviation?

Written on November 11, 2013 by María López Escorial in Bottom of the Pyramid

The microfinance boom was, among other reasons for its claim to be the only way to tackle poverty in a sustainable, scalable and long term way. Not using donation funds, recovering the invested money and the fact that the poor were directing their own path, gave the microfinance industry the magic bullet.

30 years later many voices claim the opposite. There is no empiric substantial evidence, that microfinance improves the income of its clients in big numbers.

Maybe, we were a bit naïve when advocating for this instrument alone to alleviate such a complex issue and dificult measure as poverty.

Here, there are a few reasons for it:

1- Not all poor are microenterpreneurs

According to Oliver Wyman study, of the 2.640 total poor, there are 180 microenterpreneurs, 80 artisan, fishermen of pastoralist, and 640 small holder farmers that would need working capital or fix capital for their businesses. Those are still less than half of the total poor.

Oliver wyman lively-hood base segmentation

2- Poor are often entrepreneurs by circumstance, not by choice

Some of them do not want to grow their business but just have enough money to subsist or do not have the capabilities to grow it. Not all of us are entrepreneurs or would succeed and increase income by having a microenterprise. Some of us would maybe decrease our income and destroy value in the process.

microenterpreneur

3- Not all microcredits are used for businesses

Some microcredits are used for consumption and family needs. Most of that money would not in general increase income.

4- Poor have other needs to be covered to get out of poverty.
As we saw in another post, by having better and cheaper lighting, housing, cooking devises, household goods, poor would save money for other purposes, increase income, free valuable time to be used in productive purposes, improve health an in turn have more working hours, improve business efficiency, etc…

standar BOP family budget

Microfinance is not the panacea, but a necessary condition to lift people out of poverty, but
Other needs have to be covered and other actors need to be involved.

There are huge opportunities out there to cover those opportunities and work in both ways: create business and social value..
I will try to cover them in another post.

Any other reason you may think of?

I will wait for your comments! here and at @marialescorial

2
Nov

“When a man’s knowledge is sufficient to attain, and his virtue is not sufficient to enable him to hold, whatever he may have gained, he will lose again.”

-          Confucius

Most marketers would be surprised to learn that an important objective they have was so concisely summarized by Confucius many centuries ago. Companies, just like individuals, must strive to attain and hold on their objects of desire. The only difference is that whereas individuals usually have a diverse set of objectives (for consumers’ pursuits to attain and maintain whatever is desirable for them, see my previous posts here, here, and here), companies frequently have only one: CUSTOMERS!

Customer loyalty has been an important focus for both managerial and academic research. Hundreds of reports have been published, dealing both with general loyalty-related issues (e.g., by McKinsey) as well as with loyalty in specific business sectors (e.g., by Bain, on retail banking). This “research frenzy” on loyalty is well justified, as there is little doubt that increased customer loyalty leads to increased profitability. A seminal paper (Reichheld & Sasser 1990; Harvard Business Review) identifies the sources for this increase in profitability. Specifically, loyal customers are usually less costly to have (compared to acquiring new ones), are more likely to buy other products and services from the company, are less price sensitive (allowing the company to charge price premiums), and finally are the best ambassadors for the brand, generating thus additional sales via referrals.    

Despite the great amount of work investigating customer loyalty over the last decades, the topic is still “hot”. Why? Well, first, because it is super-important. And, second, because we still need to understand it better.

2tc_tarjeta

 

 

 

 

 

IE Business School has partnered with Travel-Club (the biggest multi-sponsor loyalty program in Spain, handling loyalty programs of companies such as Repsol and Eroski) to respond to this need for further investigation. They have created a “Loyalty Research Chair”, the purpose of which would be to combine the resources and expertise of Travel-Club with the research capabilities of IE Business School in order to answer questions like:

  • What are the benefits of a customer loyalty program for a company?
  • What are the benefits of a customer loyalty program for loyal customer?
  • How can these benefits be reliably measured?
  • What variations of a loyalty program maximize these benefits? Do they differ by business sector?

IE marketing department has compiled a team of excellent researchers (marketing professors Dilney Gonçalves, Shameek Sinha, and myself), leaded by the head of the marketing department, professor Teresa Serra, to carry this task

If customer loyalty is an interesting topic for you, stay tuned for the exciting outputs of this initiative!

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu

1
Oct

I am not worried about the buzz that says Apple is not as innovative as it used  to be in the past. This company has disrupted three different markets in just ten years. Most companies are not able to do it even once in their history.

I am also not worried  about the fact that Apple stock value has decreased so heavily. They have more cash than they’ve ever dream of.

I am worried about one problem that is reflected in two anecdotes:

  1. The most popular comment about iOS7 is …..how similar it is to Samsung’s interface.
  2. As heavy Apple consumer, I have never carried out more different plugs in my entire life

Haven’t you experienced these issues?

These two anecdotes are strong symptoms of a deeper problem from my point of view : Apple is losing its DNA.

Some Apple’s DNA genomes:

 

genome

-       Simplicity, Taste

  • I like this quote from Pascal 1656  “ I have only made this letter rather long because I have not had time to make it shorter” . Simplicity as Apple understood it requires a strong focus and leadership.
  •  Apple devoted a huge effort in the past to avoid superficial product features and to deliver true value to its consumers. This has been a key component of Apple’s culture reflected in their product and ecosystem design.
  • I am not sure Simplicity  is in Apple DNA anymore…
  • Gold I phone is great for China, however I am not sure if it is related to what Jobs called “taste”..

-       Outstanding consumer experience

  • Investor’s or consumer experiences?
  • Who is deciding the pace of Apple innovation, the consumer’s needs or the investor’s needs?
  • Who should be driving the agenda? Apple should announce news when they are ready to hit the market, not just because September is coming. The pace of innovation is not predictable, and sometimes is not even sustainable. Innovative companies know it.
  • Put first the value to the consumer,  the stock value will come short after.

-       Strong personality , Out of the norm

  • What is Apple’s image on young people? It is comparable to that of Apple’s early adopters?
  • Is Apple spirit started to be confounded with fashion?

Look at how Surface is pointing out this sensitive area in their recent communication

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I believe Apple is one of the most beloved and strong brands in the world. But this is precisely why they need a Time Out.

Breath, Take some air, Re cap, Recover the passion, Commit to the vision …and then…. Beat the market again.

 

Your point of view?

 

Have a nice weekend

 

@carmenabril1

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