Archives posted in: Product
Amazon is not the only internet giant that has dealt a severe blow to brick-and-mortar retailing. Another Internet retailer, Wayfair, Inc., has…
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As expected, last spring’s Supreme Court ruling, which struck down the 1992 law that banned commercial sports betting in most states, has…
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The keynotes and breakouts were top-notch, covering everything from practical application of the Pareto principle to pricing, to harnessing the power of behavioral pricing. However, one of the breakouts that really captured my attention was by Jennifer Swain, the Head of Technology Practice at Fuld+Company.
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Forgoing traditional channel distribution didn’t stop Oatly from a quick expansion. The New York Times reported in January 2018 that “Oatly has spread from 10 locations in New York to more than 1,000 locations nationwide,” less than a year after it landed in the U.S. 1,000 locations pales in comparison to its footprint had they teamed up with grocery retail.
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What can a CPG control and what must be taken as a “given” from the market? Which price should a CPG use as its benchmark for comparing different channels and retailers? Which price points should a CPG attempt to manage?
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As of November 27, 2018, the Supreme Court is determining whether a group of consumers have standing to sue Apple Inc. over the way they manage iPhone apps (1). The probability of this suit being adjudicated by the Supreme Court is definitely non-zero.
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Not only will the American economy be hurt, these actions by an American President with very limited knowledge about economics, will affect the economies of many nations.
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Shortages can be signals of excitement, quality, even virtue. “Sold out” is a powerful story for the right kind of product. Musk’s goal isn’t optimizing his earnings from flamethrowers. His goal is building excitement and investment around his companies. Selling out a flamethrower, and even a hat, does that in a big way.
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The Federal Aviation Administration is contemplating an $8 increase on domestic round-trip ticketing fees. In response, Delta Air Lines Inc. claims that for every $1 increase in facility charges, passenger demand declines by more than 1%. That would imply a primary demand elasticity of about three. Seems right. So, an $8 facilities charge increase would decrease flight travel by 8%.
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The creation of the automobile was not a disruptive innovation but Henry Ford’s development of the assembly line was. The creation of the iPhone might be regarded as destructive innovation, but the advances in the technology are clearly sustaining innovation.
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