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Casual Articles - How To Dominate A Product Category (The Article For Business Meglomaniacs)
Followings are 5 common mistakes you’ll see in a below-average resume, or… a rather poorly constructed resume.1. Over elaborate.A typical resume ranges between 2-4 pages; it could be more if you’re already in a senior position. Make sure your resume is compact and concise, with all key information to be conveyed to the reader is there. Never elaborate too much on your job descriptions, and don’t make it too wordy. As a rule of thumb, use 6-8 bullet points to describe your position responsibilities.2. Tells the reader how much you’re earning now.This is a major mistake. Worse is to list down all the benefits you’re getting (Yes, we have this type of candidates). Your key objective of letting your resume being read is to excite the interviewer and to show
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a
Well-trained knowledge workers make a choice to work with your organization on a daily basis. But what if one day a large proportion of those employees never returned? Do you have a sense of the cost of the loss of their intellectual capital; the replacement costs of recruiting another workforce with such dependable and driven people; or the impact on your company's productivity of losing highly manageable workers with well-defined work ethics?While companies have been slow to recognize the implications of the shrinking U.S. talent pool, they have been even slower to realize the potential impacts of the loss of thousands of Baby Boomers over the next 10 years. In some cases, companies may even be encouraging the attrition of older workers, assuming they are expensive and les
In this article, I want to take the concept of a product category and explore it one step further. Let's imagine you want to grow to become the biggest of the big - become a new-age business meglomaniac if you dare. Well, I am going to share a couple of examples of companies that have done just that - and I'm going to tell you the rules they followed to do it.
Example One: The Apple i-Pod
If there is a reader in this forum that has not heard of the Apple i-Pod, I can only suggest that you have lived with your head in the sand. Of the market of portable MP3 players this product dominates its category with an astonishing estimated 80+% market share. To put this into context, your average market leader struggles to hold 50% of the market.
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a U
One of the critical drivers of business success is having a unique competitive advantage. Most managers understand that to attract a larger share of the market, or find enough customers prepared to pay a premium price, they must provide something of greater value than their competition. For most managers, competitive advantage boils down to providing superior quality and service. Think about it. Is this what you are aiming for?Now, striving for quality and service sounds to me like what Americans call “motherhood and apple pie.” The purity of these things has an appeal that you can’t argue with. But I have a problem with the concept. You see, whenever I ask my clients what their competitive advantage is, realizing that there can be only one “cheapest” competitor, they
In this article, I want to take the concept of a product category and explore it one step further. Let's imagine you want to grow to become the biggest of the big - become a new-age business meglomaniac if you dare. Well, I am going to share a couple of examples of companies that have done just that - and I'm going to tell you the rules they followed to do it.
Example One: The Apple i-Pod
If there is a reader in this forum that has not heard of the Apple i-Pod, I can only suggest that you have lived with your head in the sand. Of the market of portable MP3 players this product dominates its category with an astonishing estimated 80+% market share. To put this into context, your average market leader struggles to hold 50% of the market.
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a
If there is one area of call centre activity which has been hit harder than other sectors of the call centre industry then it must be B2C telemarketing. In 2004, CM-Insight’s Mike Havard predicted the death of the cold call within 5 years unless companies changed their actions. Despite the doom and gloom over the last few years, we are now starting to see the resurgence of outbound. However, it has now transformed and is smaller and cleverer. Prospects are targeted more accurately, the agents speaking to them are more professional and the message being delivered is far more in tune with the individual needs. We examine the chequered history of B2C outbound and look at what it holds for the future.Of course, some of the UK’s more professional companies did change their c
Example One: The Apple i-Pod
If there is a reader in this forum that has not heard of the Apple i-Pod, I can only suggest that you have lived with your head in the sand. Of the market of portable MP3 players this product dominates its category with an astonishing estimated 80+% market share. To put this into context, your average market leader struggles to hold 50% of the market.
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a
This is the first in a series of short articles about understanding why customer focus is strategically important, what it means to be truly customer-focused and how to create or improve customer focus in your organization. This article presents a simple business case for the strategic importance of creating greater customer focus. Many excerpts are taken from the book, That’s Customer Focus! We hope you find in interesting and helpful.Most of you will probably recognize this soliloquy from Shakespeare’s Hamlet To be, or not to be: that is the question:Whether 'tis nobler in the mind to suffer the slings and arrows of outrageous fortune,Or to take arms against a sea of troubles,And by opposing en
Example One: The Apple i-Pod
If there is a reader in this forum that has not heard of the Apple i-Pod, I can only suggest that you have lived with your head in the sand. Of the market of portable MP3 players this product dominates its category with an astonishing estimated 80+% market share. To put this into context, your average market leader struggles to hold 50% of the market.
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a
I just finished reading an article written by a good friend of mine who coaches companies and their employees to better performance. In this particular article, he was discussing women in business and the different set of attributes they bring into the workplace. And it got me to thinking.For a long time, women in competitive careers were led to believe (and many times rightly so) that they had to "play a man's game" in order to progress and succeed in business. And though for years, women have been successful in business playing by "man-rules", it's absolutely not necessary, nor good advice for today's success.What we now know of course, is that men and women may have different perspectives and approaches to business. But either can be successful in the entrepreneuri
Apple's i-Pod was not the first portable hard drive based music player. Apple was, though, the first to use a USB/firewire interface that enabled rapid and easy file transfer. While competitive models were black, Apple was white. While competitive models were ugly, the design aesthetics of the i-Pod set it apart.
Of course, let's not forget that what makes it even more extraordinary is that Apple is not in the primary business of making music players (Although this is changing); Apple is primarily a computer hardware and software manufacturer. (Unlike the PC market, Apple retained proprietary interest and rights over its operating system and software applications that sit on its hardware.)
What makes Apple so exciting for us all is that their strategy is very transparent - and there is nothing to stop you adopting the same strategy and win.
So what is Apple's secret?
1. Apple is very clear about who its target market is and they have a narrow focus.
Apple computers target the youth home computing market - they do not actively target business nor the older market (although they do attract the
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