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By Madhavan Ramanujam

"Surprising ideas for winning monetization Innovation is crucial motive force of development. this present day, greater than ever, businesses have to innovate to outlive. yet winning innovation--measured in funds and cents--is a really difficult aim to hit. businesses obsess over being inventive and leading edge and spend major time and cost in designing and construction items, but fight to monetize them: seventy two% of Read more...

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excellent ideas for profitable monetization Innovation is crucial motive force of development. this present day, greater than ever, businesses have to innovate to outlive. yet profitable innovation measured Read more...

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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.

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