Archive for the 'Product and Pricing Strategies' Category
"Buy online, pick-up in store is often heralded as the future of retail: Customers shopping on their own terms, as efficiently as possible. But it might end up being a bigger lift than expected for retail stores."
"Though he’s nearly seen it all, Tyler Gaffney [photo, left] still gets surprised when early-stage B2B startups tell him how they’ve determined their pricing. The common thread? Many tend to make pricing decisions largely in a vacuum and dangerously removed from a broader go-to-market strategy. This is a natural approach, because early-stage companies often lack the resources — the brand recognition, troves of customer data, pricing experts crunching scenarios, or runway to execute — but it can turn into a big problem, especially when you consider how pricing can play an instrumental role in going to market."
About 10 years ago, inventor Dean Kamen, in a much-anticipated introduction, brought his Segway to the public. Revered by the media and business-world celebrities as a total game-changer in urban planning, transportation, and daily life, the public ended up a bit crestfallen at what they actually saw. It looks like a glorified scooter, and even today, it's a rare sight to see anyone other than a mall security officer or tourist group plodding along on one.
So what went wrong? . . .
"Lots of entrepreneurs struggle with pricing. How much to charge? It's clear that the right price can make all the difference – too low and you miss out on profit; too high and you miss out on sales."
Read more: conversionxl.com
Author bio – Peep Laja (photo, left) is the founder of ConversionXL, a company that offers conversion optimization.
"Every organization is defined by a few things: its name, logo, and brand identity."
"We've collected the 11 worst rebranding disasters in recent memory. If there's one lesson, it's that a rebranding isn't to be taken lightly. It requires overhauling a company's goals, message, and culture — not just the logo." . . .
"Alexander Graham Bell wanted to sell his patents and technology for the telephone to Western Union, which was the leading telegraph company at the time. Bell’s price: $100,000. Western Union thought it was laughable.
Venture capitalist Ben Horowitz has a big post on why people should be optimistic about technology companies.
In it, he talks about how some of the most fundamental products in our lives today were laughed at by outsiders when they were first introduced.
He also talks about how big companies try to kill innovation."