Harvard Business Review
DECEMBER 20, 2010
Its appearance marks a markets' phase transition from early adopters to mega-profits. Because early adopters are used to products that break. They mostly don't care about being able to step back from the brink — that's the price they pay for being early adopters. The feature? It was a big deal.
Harvard Business Review
JUNE 8, 2018
Impact investors over the past decade largely focused on proving that impact investments could achieve a “market rate” or above return profile. Making something wildly profitable will of course attract the attention of financial markets, and thus increase the chances it will scale effectively. By 2010, they had succeeded.
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Harvard Business Review
MAY 28, 2014
Firms like Deloitte have predicted robust consumer demand for smart glasses, with global adoption reaching “tens of millions by 2016 and surpassing 100 million by 2020.” But in the meantime, Google’s choices in marketing and distributing its new product get to the heart of the tension between new opportunities and existing strategy.
Harvard Business Review
SEPTEMBER 22, 2011
On the macro level, you can estimate the value of achieving customer loyalty leadership in terms of market share gains or revenue growth. A well-known early adopter of the Net Promoter system began linking NPS improvement to executive compensation before it had developed adequate disciplines and processes for understanding its scores.
Harvard Business Review
MAY 30, 2017
After discussing Jacobi’s sales woes, Shani, suggested he try out Albert, Adgorithm’s AI-driven marketing platform. It works across digital channels, like Facebook and Google, to measure, and then autonomously optimize, the outcomes of marketing campaigns. Jacobi decided he’d give Albert a one-weekend audition.
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