Toy-maker Fisher-Price is, in my opinion, the classic example of a company that develops new products the right way. Its customers, young kids, are said to be the most finicky of all consumers.
Fisher-Price sends its people into homes and playrooms. They want to see what play areas look like. What’s in them. How existing toys are being used. They look particularly for things that moms have adapted for children’s play. Necessity is the mother of invention, they agree, and moms are very inventive.
True marketing is a process of maximizing a company’s assets. It begins with identifying the company’s assets, and that’s not always as obvious as you might think.
The genius chief marketing officer at Delta Airlines was the first to identify Delta’s customers as an asset two years ago. The result included new sales opportunities that have accounted for over $1.5 billion in new revenue.
You can go through a similar marketing process in your own behalf, and you begin the very same way.
Among all the other benefits of the Internet is how the Internet re-affirms principles we should already know.
For instance, one of my favorites is that people do more business with people who make it easy to do business with them. It’s not just that the Internet is there and is omni-present. It’s that the Internet is crowded with E-tailers who make it easier to do business with them than with most RE-tailers.
As adults, we realize how different our world is today from that of our parents. And theirs from their parents. And there’s nothing like generational differences to kill off brands that don’t stay relevant with each new generation.
A critical aspect of marketing is making sure that a brand stays relevant to each new generation.
An expression I don't hear much any more is, “don't sweat the small stuff,” but I absolutely see demonstrations of it everyday. It means don't worry about the details and concentrate on the “big picture.”
Yet, little matters more than the details, because it is the details that determine the quality of the execution, and most great strategies or plans fail, not because they were bad, but because they were executed poorly. Billions in a retail chain with check-out clerks who don't even look at the customer.