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I think Apple launching the iPod is a good example. - They saw a need in the consumer market that wasn't filled. - They used the Apple team as "target custome
by tmountain 4y ago
I think Apple launching the iPod is a good example.
- They saw a need in the consumer market that wasn't filled.
- They used the Apple team as "target customers" to help with needs analysis.
- They addressed UX/ergonomics issues present in existing offerings.
- They leveraged existing footholds to maximize value (iTunes, digital store, etc).
- They started with a niche market to gain influencer status with their offering.
- They ended with an ecosystem of products built around their original idea, some of which represented new innovations that weren't part of the original plan.
All of the bullets above can be folded into a plan, but at the macro level, they comprise a directional motion for the org.
"We're going to offer this thing to solve this problem to these people, our unique competitive advantages are X, Y, and Z, and we believe we're uniquely positioned as a result."
- ghaff 4y ago>- They leveraged existing footholds to maximize value (iTunes, digital store, etc) And with the exception of this, there was arguably very little about the original iPod strategy--at least as seen from the outside--that was at all remarkable and differentiating. It was mostly about execution including marketing.