Sizing imperfect and emerging markets
November 6, 2009 § 2 Comments
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Imperfect markets are local “pockets” of unmet need within a mature market. Emerging markets are those which are ready to go through rapid growth (in market size). A commonly known problem is the sizing of such markets. A commonly known solution is “niche marketing”.
Investors know emerging markets cannot easily be sized.
How to size and ground your claim?
Satir Workshops a razor blade business?
November 5, 2009 § Leave a comment
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Only a few companies have ever been successful selling one product or service into one market for its entire existence. When prices drop, or the market is saturated, or the economy comes to a grinding halt, usually new markets or new products or services are sought. Alternatively, revenues can also be increased by selling a series of related products and services. The razor and blades approach.
The razor and blades model is the concept of either giving away a salable item for nothing or charging an extremely low price to generate a continual market for another, generally disposable, item.
An agile roleplay game framework?
November 5, 2009 § 1 Comment
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You have decided that roleplay may be worth a shot?
What work is required to prepare for any “organisational roleplay” using the agile roleplay game framework? What is the agile roleplay game framework?
What agile roleplay can do for our customers?
November 5, 2009 § 1 Comment
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Agile Roleplay is intended to serve explorative and experimental decision making. It is a powerful and versatile tool that can reveal dynamics an organisation has tacitly agreed not to talk about and that can have a powerful influence on our success.
The gains are tremendous. It can generate useful data for laying the basis for a long term program of work on key organisational issues for system effectiveness. The only restrictions are our imagination, skills, and abilities.
Gains agile roleplay
Market entrance
November 5, 2009 § 2 Comments
Even when you are building a market around your product or services, you enter a market, because it is many layers of markets. A person exist not only in yours, but also in the market around a tooth paste, a washing soap, an enterprise or organisational model, a car, and countless other products. If and when your product is close to another product (solves the same or a similar problem), the markets overlap and you enter the other’s market.
Get a lay of the land, and anticipate responses
A highly dynamic strategy: commercialisation
November 3, 2009 § 1 Comment
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Most of the distinctions made between what is a business “strategy” and what is a “tactic” use “timing”. If it is something that changes a lot, it’s a tactic. If it hardly changes, it’s a strategy. Not so for the commercialisation strategy …
Mission accomplished?
November 3, 2009 § 2 Comments
A famous mission statement from Dilbert’s Automatic Mission Statement Generator (unfortunately no longer available online) reads:
“It is our job to continually foster world-class infrastructures as well as to quickly create principle-centered sources to meet our customer’s needs”
Vision forming busy buzzed business
November 1, 2009 § 4 Comments
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This article is about how to use vision in business contexts. The things that show investors you are sensitive to their needs as well, for example. The word “investor” is here used for all that invest time and energy in maintaining relations with your business. Those are your customers, allies, institutes, …
The concept of vision is subconsciously related to mission (identity statement) and implies change and growth. It is a statement on what you or your business would like to become. It affects what commercialisation and marketing strategies you choose, and drives the development of your open-ended-planning-with-feedback-loops-and-obstacle-and-pitfall-avoidance.
Serendipity 