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8. ln-market versioning and fissioning

Steve Bax Kogan Page ePub


In-market versioning and fissioning

The first go-to-market stage of an orbit-shifting idea is not the first stage of market launch, it is the last stage of idea development.

Orbit shifters recognize that even when a big idea has successfully reached the stage of having become a working prototype, the greater part of the innovation journey still remains. How to now make the big idea work in the market is the dominant question in their mind. They recognize the reality that:


What they have right now is only the working prototype of the orbit-shifting idea it is unfinished. They are yet to discover how to make it work in a live market setting. At this stage, how customers will engage, connect with and adopt the new idea are questions that, at best, are only partially answered.

No matter how well thought-out the orbit-shift idea is, there will still be a fair number of unanswered questions. The first in-market experiments will throw up new blind spots and even open up new opportunities.

How to make it work and not lets see if it works

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05: Products to Experiences

Grant Leboff Kogan Page ePub

Before the Second World War, the Western industrialized economies were product economies. More people were employed in the making of products than any other sector of the market. Differentiation, when purchasing, was mainly based on the quality and characteristics of the product. There was very little else to be taken into consideration when making a purchase. In a world of limited choice, customer expectation was relatively low.

After the Second World War, the Western industrialized countries began to develop into service economies. By the end of the 1950s more people were working in the service sector than anywhere else.1 As the availability of products increased, and subsequently prices declined, they became increasingly commoditized. It was, therefore, the service delivery around these products that became more influential when making purchasing decisions. This new emphasis was borne out by companies that started to change the focus of their business. For example, IBM consciously repositioned itself from a manufacturer of products to a service company delivering business solutions.2 Customers were less concerned with the quality and features of a particular product as the offerings became increasingly similar. It was other aspects of the purchase, such as free delivery, home installation or the availability of post-sales support, that became important when deciding on which item to buy.

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07 Lead

Stephen Frost Kogan Page ePub

There are approximately 86,166 books currently listed on Amazon pertaining to leadership. I know that 25 of them are very good, but I am not sure about the rest, and I am not sure how many actually deal with leadership.

Leadership is about getting groups to face up to real challenges and address them to benefit us all. It’s distinct from management, in the sense that management is administration, a technical exercise, which can be often vital but is rarely transformative. The fact that MBAs are still called Masters of Business Administration seems strange to me, given what is most needed at this moment in time are not administrators, but leaders.

Leadership is not about ego, or power or authority, although a measure of all of these can sometimes help. Leadership is more about empowering others, empowering a team towards a collective goal or mission, the result of which is greater than the sum of its parts. Leadership is necessarily a group process, not an egotistical adventure. It is about seeking out the discretionary effort from each individual and combining it to some greater good. When people achieve self-actualisation, it not only benefits them, but the entire organisation, indeed all of us.

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33 Outsourcing: services and decision criteria

Rushton, Alan Kogan Page ePub


Outsourcing: services and decision criteria


In the final section of Chapter 4 it was noted that probably the most important channel decision for those operating in distribution and logistics is whether to use an own-account (in-house) operation or whether to outsource to a third-party logistics (3PL) service. The breakdown of the use of outsourcing in different countries was outlined using data from a few recent studies. This chapter, and the next two chapters, are all concerned with outsourcing, beginning here with a review of the different outsourcing services that are available. Chapter 34 describes the detailed steps of an approach for the selection of a service provider; Chapter 35 considers the important question of contractor management. Continuing developments in logistics outsourcing were covered in Chapter 5, where the concept of fourth-party logistics (4PL) was described.

This chapter begins with a description of the various outsourcing operations and services that are offered by third-party logistics service providers. The question of whether to adopt a dedicated or a multi-user approach is reviewed. The drivers and drawbacks of outsourcing are also discussed. Finally, the critical factors of choosing between different service providers are considered.

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03 Place

David Pearson Kogan Page ePub


Give me but one firm spot on which to stand, and I will move the earth. ARCHIMEDES 287–212 BC

Perhaps Archimedes did not have marketing in mind when he made his famous pronouncement about leverage, but Place or Placement is certainly a vital plank in the marketing edifice. The very word marketing is derived from market, the Place where traditionally People have met to sell and buy, to trade goods and services. To make a market is the act of forming a Place where traders may come together and exchange their Produce. It is interesting to consider what was the first retail outlet. Was it a baker’s shop, which began perhaps because one person was more skilled than his or her neighbours in the art of baking bread and so Produced it in quantity and sold it to them, or exchanged it for their Produce? Or, similarly, was one man’s wine easier on the palate and so the inn was invented?

We can trace the lineage of such Places of business from the inn to the hotel, the café to the restaurant, the street vendor to the fast-food outlet; from market stalls to shops, department stores, supermarkets and hypermarkets; from the blacksmith to the garage to the showroom. Traditional fairs, or messe in Germany, live on in the form of trade shows and exhibitions.

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