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The broader lesson is that in innovation, less is more. Having a deeper and more specific knowledge about fewer products is superior to knowing only general information about a multitude of new offerings.
Georg Tacke • Monetizing Innovation: How Smart Companies Design the Product Around the Price
From a distribution perspective, there are two pricing issues that have significant impact on channel motivation: • Is it priced to sell? • Is it worthwhile to sell?
Geoffrey A. Moore • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)
New products fail for many reasons. But the root of all innovation evil—what billionaire entrepreneur Elon Musk would call the set of “first principles”—is the failure to put the customer's willingness to pay for a new product at the very core of product design.
Georg Tacke • Monetizing Innovation: How Smart Companies Design the Product Around the Price
A better product fulfilled an unmet consumer need, delivered a better user experience, and created better total consumer value.
A. G. Lafley • Playing to Win: How Strategy Really Works
Andreessen Horowitz (AZ) • Good Product Manager/Bad Product Manager | Andreessen Horowitz
With direct access to a constantly shifting data stream, successful managers get the critical information they need. They figure out the customer’s number-one priority and build a customer-centric business design around it—one that will score highest on the customer’s most important decision criteria.
Adrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits
The research on innovation identifies this as a common problem for managers as companies grow. Barnholt calls it the tyranny of large numbers, explaining that “there’s a natural tendency to think in terms of bigger bets as you get to be bigger.”
Peter Sims • Little Bets: How breakthrough ideas emerge from small discoveries
This essential marriage of marketing and innovation was superbly articulated by management’s prolific guru a tutti guru, Peter Drucker. “Marketing and innovation produce results,” he observed. “All the rest are costs.”