In the CEO Afterlife
APRIL 1, 2012
Monster entered the market after Red Bull, discounted their product, proliferated the hell out of the brand, and committed a boatload of sins that would give marketing pundits Al Reis and Jack Trout migraine headaches. Over 25 years, Red Bull tenaciously sticks to strategy in everything it does. The strategy was wildly successful.
In the CEO Afterlife
MARCH 26, 2012
On top of that, I found the Monster logo on an array of items ranging from apparel to condoms – so much for the branding principles in Al Reis and Jack Trout’s best seller, The 22 Immutable Laws of Marketing. Coca-Cola and PepsiCo have benefited from this strategy for several decades.
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Harvard Business Review
DECEMBER 25, 2013
When Eric Reis was popularizing the concept of an MVP, the guiding principle was to build and release a product with as few features as possible, and then use the market’s reaction to gauge how to refine the product. New product launches are always a gamble, and strategy isn’t about perfection.
Harvard Business Review
DECEMBER 7, 2017
To address this threat, one path physical retailers can take, of course, is to compete by going online themselves and even using their physical stores as a pickup spot — a strategy that many bricks-and-mortar retailers have taken. But providing a compelling or memorable physical experience is a different strategy that can work.
Harvard Business Review
JUNE 22, 2016
As a result, big box retail must shift its strategy — from competing on access and selection to staging big experiences and providing big discounts. Outdoor retailer REI goes even further by holding events, classes, and service projects to engage with the local communities around its stores.
Harvard Business Review
FEBRUARY 28, 2011
Now that 600 million potential customers are on Facebook, retailers are flocking to the site and aggressively experimenting with new communication strategies. Wal-Mart and Gap have used crowdsourcing tactics on Facebook, inviting large groups to participate in shaping an offer or strategy. Promotions. Crowdsourcing.
Harvard Business Review
FEBRUARY 25, 2014
Data can play a leading role in developing strategy and bringing precision to execution, but it does nothing — absolutely nothing — to stir motivation and create the desire that makes cash registers ring. But that’s an artifact of our big data obsession. Data, alone, isn’t what makes marketing move the needle for business.
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