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Finding the Sweet Spot Between Mass Market and Premium

Harvard Business Review

In 2015, for example, small food and beverage manufacturers drove nearly half of category growth , while the top 25 manufacturers could only take credit for 3%. Since the goal is to combine premium prices with mass market reach, brands that already have mass awareness, distribution and retailer support are miles ahead of smaller upstarts.

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How Volvo Reinvented Itself Through Hiring

Harvard Business Review

Its cars didn’t match up well with those of top luxury brands like Mercedes, BMW, and Audi, yet the company lacked the capacity to compete with mass-market leaders like Toyota and GM. Between 2011 and 2015, the company added 3,000 new people in engineering and development.

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Big-Box Retailers Have Two Options If They Want to Survive

Harvard Business Review

Mintel’s 2015 American Lifestyles report projects that vacations, dining out, and other experiential categories will drive the growth in total consumer spending. Customers no longer want anything that is mass-marketed. But the shift is not happening solely with younger shoppers. Personalization is expected.

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Is the Drone's Potential Being Shot Down Too Fast?

Harvard Business Review

In February, as part of an FAA spending bill, Congress ordered the agency to develop rules by 2015 that would allow military, commercial, and privately-owned drones to operate in U.S. Thus, mass-market drones clearly hold potential for what Paul Nunes and I call "big bang disruption." But that is about to change.

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How Pampers and UNICEF Conquered a Deadly Disease

Harvard Business Review

Since the initiative expanded from a small pilot program in Western Europe, consumer enthusiasm has been so strong that the partners now expect the disease will be eliminated, as measured by World Health Organization standards, by 2015.

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What U.S. CEOs Can Learn from GM’s India Failure

Harvard Business Review

Unlike Bentley or Rolls-Royce, GM is a mass-market car company in the U.S. As recently as 2015, when Mary Barra, CEO of GM, committed to investing another $1 billion in expanding Indian operations, the company seemed to understand the impact of scale. Success in India requires a commitment to volume and scale.

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Selling to Customers Who Do Their Homework Online

Harvard Business Review

According to a 2015 DrivingSales study of more than 1,300 active car shoppers (where most of the statistics from this article derive from), the changing behavior of buyers has placed even more emphasis on selling at the dealer. High-end cars have over 100 million lines of software code, and mass-market cars aren’t far behind.

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