By Joey Green
From the guy who's been referred to as the Mad Scientist of domestic Improvement--who taught Jay Leno to shave with Jif Peanut Butter and helped Rosie O'Donnell situation her hair with Reddi-wip--here is one other impossible to resist quantity full of enjoyable, offbeat how one can sort things round the condominium and backyard utilizing brand-name items already on hand.
Readers will have fun with this treasure trove of quickly, reasonably cheap fixes similar to how to:
• repair a damaged dishwasher with Kool-Aid
• eliminate water stains from wooden fixtures with Miracle Whip
• Spackle holes in partitions with S.O.S.steel wool pads
• eliminate wallpaper with Heinz white vinegar
• fresh driveway spills with Coca-Cola
• fix scratched woodwork with Maxwell residence coffee
• begin a automobile with Bayer aspirin
Organized from A to Z through subject and sector of the house and full of "Strange Facts" and engaging sidebars, this fun-to-read publication provides approximately 1,000 cleansing, organizing, and home-repair difficulties that conceal every little thing from barbecues to bathtubs, carpets to ceiling lovers, sprinkler platforms to pools. It makes a superb present and is a realistic advisor for someone searching for an easy technique to take on daily difficulties and maintenance.
Read Online or Download Joey Green's Fix-It Magic: More Than 1,971 Quick-and-Easy Household Solutions Using Brand-Name Products PDF
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Extra info for Joey Green's Fix-It Magic: More Than 1,971 Quick-and-Easy Household Solutions Using Brand-Name Products
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Why? Its management perpetuated the pricing practice of the past: slapping a predictable margin on top of the previous-generation product. No one challenged the established pricing practice. No one quantified the value to customers and their willingness to pay. They just didn’t think big enough from a monetization perspective. We’ve seen scores of minivations over the years. Here are a few of the more noteworthy ones: • • • After Playmobil’s 2003 launch of its Noah’s Ark play set, the set sold out in two months and started selling on eBay for 33 percent higher than the original price tag.
With the Fire Phone, Amazon bet it could compete against the reigning champions of consumer smartphones, Samsung and Apple. In the tech world, goals don’t get much more ambitious. But Amazon had scored big before in consumer electronics with its innovative Kindle e-book readers and Kindle Fire tablets. Amazon has logged years of successes across product categories using its well-known “outside-in” and customer-first focus. So, Amazon skipped the low-margin marketplace of budget phones and set sail for the shores of the premium smartphone market with the Fire Phone, counting on innovative features to make a market splash akin to what Apple’s automated assistant, Siri, had created.
Why didn’t the Segway transform the world? At the top of consum ers’ reluctance to buy the machine was its price. Asking between $3,000 and $7,000 for a scooter, the company arguably had little hope of building a mass following. The Segway’s appeal was narrow, like all undead products. Fascinating from an engineering and technology standpoint, the Segway was the wrong answer to the right question: What’s the most efficient way for people to get from point A to point B? The Segway was far more expensive than a plethora of options, so it came to the market as an undead product.