New, actionable ideas are the long-term lifeblood of both large and small firms. It is rare that a business can survive over time with just the products being marketing today.
Many companies recognize that idea generation and assessment are aided by following a series of steps. Others are totally haphazard in their approach and hope to eventually have a “eureka” moment.
As Laura Montini, reports for Inc.:
When it comes to great ideas, intuition is ‘more powerful than intellect.’ That’s according to the late Steve Jobs. Many experts would agree that truly transformative ideas rarely come from one individual with a high IQ. Instead, these researchers, executives, and entrepreneurs believe that innovation is largely the result of freewheeling collaboration — with just a few guidelines.”
“Below Bluescape, creator of collaboration software and hardware, organized a few of these experts’ insights into four main steps. Take a look a the infographic below for tips on creating an effective idea strategy.”
In this era of cost-cutting and price discounting, it has become harder for many firms to price their products in a profitable manner. Yet, this can be done!
As McKinsey’s Jay Jubas, Dieter Kiewell, and Georg Winkler report:
“Companies often overlook pricing as a driver of earnings growth, instead defaulting to cost cutting and other measures. Here are five steps to growth through pricing.”
- “Provide meaningful transparency into pricing data — Pricing managers often lack a clear understanding of how profitability varies among regions and product lines, and they know even less about how it can vary among individual customers or transactions. Yet these all have an important influence on pricing and sales decisions.”
- “Understand what customers really value — For all the sophistication provided by advanced analytics to master a complex array of prices, the price of a product or service ultimately depends on how much a customer thinks it’s worth—that is, ‘value pricing.’ The best companies augment pricing analytics with detailed customer insights to identify all the key buying factors that determine how much a product is worth to a given customer, understand how those factors compare with competitors’ offers, and quantify the value created for the customer.”
- “Move from sales reps to ‘value negotiators’ — Determining the best price means nothing if sales reps can’t convince customers to accept it. For this reason, it’s critical that sales reps have important pricing capabilities, such as sound judgment to manage time, negotiate thoughtfully, and adjust pricing guidelines in order to maximize value and minimize the risk of customers defecting.”
- “Provide on-the-job training to build confidence — While most companies understand it’s important to build the pricing skills of their people, few move beyond basic training in classes or online. Successful companies, however, use adult-learning techniques, such as experiential learning, to embed the new skills in the front line.”
- “Change the culture – In our experience, even the best pricing programs will fail in the long term without a deliberate commitment to overcome the entrenched habits and shifting priorities that doom most change programs.”
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Despite perceptions to the contrary, on a global basis, the brick-and-mortar store is not fading away in the face of online and mobile shopping — as long as such stores are committed to customers and adaptive to the times.
eMarketer reports that:
“Customer satisfaction may be down in the U.S. for brick-and-mortar retailers, but globally, the physical store is still the most popular purchase location. In a September 2014 study by PricewaterhouseCoopers (PwC), seven in 10 internet users worldwide said they bought products in-store at least monthly, and more than half of that group did so weekly or daily.”
“One online channel gave brick-and-mortar shops a run for their money. Digital buying via PC ranked second, with the majority of respondents purchasing there at least monthly. However, all other digital channels were used far less frequently for purchasing. For example, fewer than one-quarter purchased products via mobile phone or smartphone at least monthly — providing more evidence that mobile is still mostly for upper-funnel shopping activities — and despite the fact that tablet users often show similar behavior to PC shoppers, buying frequency was almost the same as that on phones.”
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