Recently, I listened to a podcast episode of Raj Shamani, where Vijay Mallya was the guest. Now, even before pressing play, most of us already carry an opinion about him. Some call him a visionary. Some call him reckless. Some call him both.

Who is Vijay Mallya?

Vijay Mallya was a successful Indian businessman known for bold branding and marketing innovation, especially through the Kingfisher empire. Over time, financial scrutiny, unpaid loans, and legal challenges shifted public perception dramatically, from industry icon to a name associated with debt, disputes, and exile. He is referred to as “King of Good Times”

• Mallya’s rise: from inheriting an industrial-beverage group to expanding into aviation and sports.

• His fall: major financial collapse, legal actions across borders, reputational damage.

• The ongoing story: debt recovery, extradition efforts, unsettled legal status.

The Podcast (link at the bottom)

“This conversation isn’t about glorifying or demonizing, it’s about asking hard questions to the man at the center of one of India’s biggest business failures.” (said by Raj Shamani during the episode introduction)

But I wasn’t listening to agree or disagree.

I was listening to learn.

Sometimes the most uncomfortable stories offer the most valuable clarity, if we listen without rushing to judgment.

Here are the reflections that stayed with me, not about the person, but about the principles.

1. Know Your Numbers. Really Know Them.

At one point in the conversation, he said:

“I never borrowed a rupee personally… The company borrowed, and I was the guarantor.”

Regardless of context, this line reflects clarity. One thing that struck me immediately was how deeply Vijay understood his numbers. Not many business leaders can explain their capital structure with that level of precision.

For product and marketing leaders, the lesson is simple:

• Don’t rely only on growth charts, forecasts, or pipelines

• Understand liabilities, cost structures, financial commitments, and capital exposure

• Know the mechanics behind the business, not just the outcome

In product and marketing roles, we obsess over:

• Roadmaps

• Funnels

• Segmentation

• Growth metrics

But very few of us pause to ask:

“What does this mean for cash, capital, and long-term resilience?”

A balance sheet isn’t accounting.

It’s awareness.

A balance sheet isn’t just a financial document. It’s a map of decisions.

2. Control the Controllable and Stay Calm Through the Rest

Another line that stood out was:

“You may call me a fugitive… fine. But where is the theft?”

“You can’t control everything. But you must act on what you can control and accept what you didn’t.”

Regardless of whether one agrees with him or not, this is a masterclass in controlling the narrative you can control and not drowning in the one you cannot. Again, not debating accuracy.

What struck me was the separation between external noise and internal composure. Whether one agrees or not, the way he separated external perception from internal belief stood out.

Leadership isn’t the absence of crisis.
It’s how you hold yourself within one.

In leadership, especially when managing products, failures, market shifts, or public launches, we often face criticism, pressure, and opinions.

The learning here?

• Focus on actions within your control

• Avoid letting external noise paralyze strategic thinking

• Lead with composure, especially when circumstances aren’t favorable

As leaders, we can’t control public perception, market conditions, or unexpected crises but we can control our composure and response. A leader’s emotional stability becomes the environment others operate in.

Teams don’t follow panic. They follow grounded confidence.

3. Growth Is Exciting. But Not at the Cost of the Core.

Innovation, diversification, category entry, these sound glamorous. This wasn’t said explicitly, but it was felt.

Listening to the story, one message became clear:

Expansion is not a replacement for stability. No business should expand at the expense of the very thing feeding it.

“I put in my money, blood, sweat and tears, it didn’t work. I’m very sorry.”

This subtle regret points to the cost of stretching a business, perhaps too fast, too wide. Kingfisher entered airlines, F1, water, sports, merchandising, creative, bold moves but the core business eventually bore the weight of the new bets, costing the united breweries and its holdings.

• Expansion is exciting.

• Adjacent markets look attractive.

But the core business must never become the collateral of ambition.

As product and business leaders, we often chase:

• New features

• New markets

• New customer segments

• New investments

And in the excitement, the core, the very engine that funds innovation gets diluted.

The lesson?

• Grow responsibly

• Build adjacencies, don’t abandon the core

• Innovation should strengthen the core, not suffocate it

Growth is not about more. Growth is about sustainable more.

4. Resilience Is a Leader’s Silent Skill

My favourite line wasn’t defensive, it was reflective:

“When I look at myself in the mirror every morning, am I a success or a failure? Many will say failure. But I don’t see failure.”

Not for the defiance, but for the resilience.

Listening to someone discussing debts worth thousands of crores puts my own life into perspective. Mortgages, Education loans, commitments, they feel heavy. But leadership pressure operates on a different currency:

• Public scrutiny

• Legal battles

• Reputation

• People depending on decisions you make

Yet in the conversation, Vijay remained controlled. Calm even.

Whether you agree with him or not, there’s a leadership lesson there:

Confidence is not arrogance, it’s the stability others rely on when the ship is shaking.

Teams don’t follow panic. They follow composure.

Leadership isn’t tested when things go well.
It’s tested when:

• plans collapse,

• markets shift,

• teams panic,

• and narratives turn negative.

As leaders, we don’t just manage strategy, we manage emotion. Calm is contagious. So is fear. Leadership can feel heavy.

We carry:

• career pressure

• financial commitments

• personal expectations

• family responsibility

• people we lead

• decisions that affect others

And sometimes it feels like too much.

Listening to someone discuss pressures in the scale of thousands of crores puts life into proportions, not for comparison, but for perspective.

Resilience is not denial. It is continuation.

5. Build a Brand That Lives Longer Than the Product

There wasn’t one single sentence summarizing his philosophy, but the tone of the conversation reflected the message he lived:

Kingfisher wasn’t selling beer, it was selling a lifestyle.

(You may phrase this as a narrative-driven takeaway rather than a direct quote.)

Why it fits:
His brand extensions, F1 team, Kingfisher calendar, cricket sponsorships show how he turned a commodity into aspiration.

• In marketing terms, Kingfisher was not a beverage.

• It was identity, experience, and cultural imprinting.

That is a lesson every product leader understands but few execute at that scale.

Agree or disagree with the outcome but the brand strategy was bold. Whether one appreciates or critiques the execution, the outcome is undeniable:

The brand outlived the business. Even today, long after its decline, people remember the emotion, not just the product.

For marketers, this is a reminder:

• Products solve functional needs

• Brands anchor emotional meaning.

And the strongest businesses build both.

Lesson:

Products solve problems.
Brands shape identity.
Great companies do both.

In a world where features can be copied and technology becomes obsolete, the brand is often the only asset that compounds.

6. Accountability Isn’t About Timing, It’s About Ownership

There was one moment in the podcast where the words were simple, almost understated:

“I apologise to everyone for the failure of Kingfisher Airlines.”

No justification. No explanation.
Just acknowledgment.

Whether one accepts it, questions it, or sees it as too late, that isn’t the point here.

The lesson is this:

• Leadership isn’t just about vision, ambition, or confidence.

• Leadership is also about owning the outcome, especially when things go wrong.

In business, we’re often quick to celebrate wins, but slow to accept responsibility when results fall short.

Accountability doesn’t erase mistakes.
It doesn’t undo consequences.
It doesn’t rewrite public perception.

But it does something meaningful:

• It signals maturity

• It invites reflection rather than defensiveness.

• And it sets the tone for rebuilding, even if the rebuilding never happens.

Leaders don’t just carry authority.
They carry responsibility with or without applause.

Closing Reflections

This podcast reminded me of something important:

We don’t learn only from success stories, it doesn’t always come from people we admire, Sometimes the most meaningful lessons come from stories that make us pause, question, or think differently.

We also learn from mistakes, missteps, ambition, consequences, pressure, and reflection.

Not every story is meant to be admired.

But every story can teach us something, if we’re willing to listen with curiosity instead of judgment.

Because leadership is never black or white.

It lives in the grey, in choices, trade-offs, timing, risk, clarity, and resilience.

And sometimes, the most unexpected conversations teach the most meaningful lessons.

And the real value isn’t just in what happened,
it’s in what we choose to learn from it.

But regardless of the opinions around him, there are lessons worth extracting:

1. Know your numbers deeply

2. Focus on what you can control

3. Protect the core before expanding

4. Stay grounded under pressure

5. Build a brand bigger than a product

6. Accountability matters

Link to the podcast:

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In product management, few things are as frustrating as putting years of effort into building a strategy, refining a roadmap, and pitching ideas, only to see no progress.

It’s easy to blame external factors: market conditions, internal politics, or resistance from leadership.

But often, the real reason for stagnation isn’t outside, it’s within.

Career stagnation, just like a stalled product strategy, often stems from two overlooked barriers:

1. Lack of Awareness – Not realizing what’s blocking progress.

2. Ego & Resistance to Change – The unwillingness to adapt, accept feedback, and rethink the approach.

This cycle impacts not just individual growth but also the progress of the team and the organization. The key to breaking free? Closely observing successful peers, mentors, and leaders, understanding what decision-makers expect, and developing the ability to present ideas in a way that drives action.

Stagnation Isn’t Just a Lack of Effort, It’s a Lack of Self-Reflection

For many product managers, the real struggle is not the lack of ideas or effort, it’s the inability to translate effort into meaningful results. If you’ve been working on a strategy for years with no traction, it’s time for deep reflection.

Ask yourself:

• Why aren’t my ideas gaining approval?

• What patterns do I see in the feedback (or lack of it)?

• What are successful peers doing differently?

• Am I structuring my proposals in a way that aligns with what leadership needs?

Ignoring these questions leads to the same frustrating cycle: endless presentations, rejected proposals, and no movement forward.

And when this happens for years, it’s not just the strategy that’s stagnant, it’s your career.

The Reality: Senior Management Doesn't Reject Ideas, They Reject Poorly Framed Ideas

One of the biggest blind spots for product managers is assuming that if an idea is good, it will automatically be approved. The truth? Senior executives don’t just evaluate ideas based on their merits, they evaluate how well those ideas are framed, structured, and aligned with business goals.

Common Mistakes That Kill Product Strategy Approvals:

• Overloading presentations with excessive text and data dumps.

• Failing to connect the idea to business priorities.

• Presenting scattered, unstructured information.

• Not anticipating leadership’s key concerns and addressing them proactively.

• Relying on past experience instead of evolving the approach.

This is where many product managers unknowingly hold themselves back.

Even after multiple attempts, if the strategy still doesn’t move forward, the issue is likely not the idea itself, it’s the way it’s being presented.

How to Structure a Winning Presentation for Senior Management

Start with a Clear, Impactful Opening:

Avoid lengthy intros. Begin with a compelling statement about the problem and the opportunity.

Tell a Story, Not Just Show Data:

Facts alone won’t convince. Frame your strategy in a way that emotionally and logically resonates with decision-makers.

Anticipate Questions & Objections:

Senior executives think in terms of risks, costs, and returns. Address these concerns upfront.

Remove the Noise:

Too many details weaken the message. Use visuals, but only when they serve a purpose.

Engage, Don’t Just Present:

Reading slides is not a strategy. A great presentation is a conversation, not a lecture.

The difference between a rejected proposal and an approved one isn’t just the content, it’s the way the content is structured, framed, and delivered.

Breaking Free: Adaptability Over Ego

One of the biggest roadblocks to growth, both personal and professional, is ego. Many product managers, especially those with experience, resist feedback, believing that they “know what they are doing.” But experience alone doesn’t guarantee results, evolution does.

Mindset That Leads to Stagnation:

• “I’ve presented this multiple times before, I know what I’m doing.”

• “I’ve worked hard on this, management just doesn’t get it.”

• “I don’t need to change; they need to understand better.”

Mindset That Drives Growth:

• “If my strategy isn’t getting traction, I need to rethink my approach.”

• “What can I learn from those who are getting approvals?”

• “Let me structure my information in a way that aligns with organization goals and leadership priorities.”

The most successful product managers are not just good at building products, they are great at influencing decisions.

And that comes from self-awareness, adaptability, and the willingness to change how ideas are communicated.

A Perspective Built on 17+ Years of Experience

This insight comes from my 17+ years in product management and product marketing, working at every level, from support functions to strategic planning and execution. Having collaborated with senior management across various organizations, I’ve successfully launched more than 30 new products to the global market.

Through this journey, I’ve had the opportunity to mentor product managers who have approached me for guidance on improving their careers, refining their strategies, and securing buy-in from leadership. What I’m sharing here is not just theory, it’s a compilation of real-world lessons that have worked for me and for those I’ve guided.

One recurring theme I’ve observed is that many product managers find themselves stuck, unable to move their strategies forward or progress in their careers. The reasons are often the same: lack of awareness of what’s blocking them, resistance to feedback, and ineffective communication with senior leadership.

The product managers who actively seek feedback, adapt, and refine their approach eventually break through. Those who resist change and assume “I know what I’m doing” often find themselves repeating the same mistakes for years, with little to no impact.

I’ve shared this because I genuinely believe that every product manager has the potential to grow, but only if they are willing to recognize their blind spots and evolve.

If this resonates with you, take a step back and assess:

Final Thought: Either Change or Remain Stagnant

If you’ve spent years on a strategy that isn’t moving forward, the hard truth is that something needs to change. Either evolve your approach or accept that the role may no longer be the right fit.

Organizations don’t just need people who work hard, they need people who can drive decisions. Growth isn’t about the number of presentations made; it’s about the number of approvals and actions secured.

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In a world overflowing with ideas but lacking in execution, success belongs to those who can bridge the gap between vision and reality. While many dream and conceptualize, only a few take deliberate steps to turn their aspirations into tangible results.

Whether you are leading a business, building a personal brand, or driving innovation, the three fundamental pillars: strategy, execution, and impact, serve as the foundation of lasting success.

To thrive in today’s fast-paced and ever-changing environment, professionals and leaders must master the art of planning, take ownership of execution, and ensure that their efforts leave a meaningful legacy.

This article explores these three pillars in depth and offers actionable insights to help you refine your approach to success.

Master the Strategy: The Art of Seeing Beyond Today

What is the long-term vision?

A compelling vision acts as a guiding star, aligning efforts and providing motivation.

What challenges and opportunities exist?

A thorough understanding of market dynamics, competition, and internal strengths and weaknesses is critical.

How does this align with broader business or personal goals?

Ensuring alignment prevents fragmentation and maximizes impact.

Great strategists anticipate shifts in the market and emerging trends before they fully materialize. They do not simply react to changes, they prepare for them.

To master strategy:

• Develop a deep understanding of your industry and audience.

• Embrace adaptability and be prepared to pivot.

• Align strategic objectives with execution capabilities.

• Set clear, measurable goals to track progress.

• Invest in knowledge and continuous learning.

However, strategy alone is not enough.

Own the Execution: Where Success is Earned

Strategy may shape the journey, but execution determines the destination. Many professionals and businesses become stuck in the planning phase, endlessly refining strategies but failing to take decisive action. The real differentiator is the ability to execute with precision, urgency, and resilience.

Execution requires discipline, accountability, and a results-oriented mindset.

Successful execution involves:

Taking responsibility

No excuses, only ownership. The most effective leaders do not blame circumstances; they take control of their actions.

Iterating quickly

Execution is rarely perfect on the first attempt. Rapid iteration and adaptability ensure continuous improvement.

Leading by example

People follow leaders who act with conviction. Demonstrating a strong work ethic and commitment to execution inspires teams to do the same.

Fostering a culture of accountability

Establishing clear expectations and ensuring every team member is aligned with objectives is key.

Breaking down big goals into manageable steps

Large objectives can be overwhelming. Breaking them down into small, actionable tasks leads to momentum and progress.

Execution is where ideas become reality.

It is the difference between visionaries who remain stuck in ideation and achievers who make things happen. Those who take ownership of execution rise above the competition.

Let Impact Be Your Legacy: The Mark You Leave Behind

True success is not measured solely by what you accomplish but by the difference you make. Impact is about creating something that outlasts your immediate efforts. It is the culmination of strategic foresight and disciplined execution.

Leaving a lasting impact means:

Solving meaningful problems

Addressing challenges that matter, whether in business, society, or personal life.

Building and empowering others

Great leaders and entrepreneurs invest in people, mentoring and creating opportunities for those around them.

Driving innovation

Pushing boundaries and challenging the status quo leads to breakthroughs that shape industries and communities.

Fostering long-term sustainability

Whether in business, leadership, or personal development, success is not about short-term wins but sustainable growth.

Inspiring change

The most impactful people do not just achieve; they inspire and influence others to think bigger, aim higher, and take action.

At the end of the day, what will you be remembered for?

Will it be the strategies you created, the execution you owned, or the lasting impact you made?

Final Thought

Every ambitious professional, entrepreneur, and leader faces this challenge: will you just plan, or will you deliver?

The answer lies in this mantra:

Success is a continuous journey that requires vision, action, and influence. Those who excel in all three areas position themselves for lasting achievements and a legacy that endures beyond their tenure.

Now, go and make it happen.

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The Moment I Realized Pricing Was More Powerful Than Growth Hacking

I remember sitting in a pricing meeting. The discussion was tense. Some wanted to slash prices, thinking it would drive more sales. Others hesitated, fearing a price hike would push customers away.

But deep down, I knew we were looking at pricing all wrong.

We had spent months perfecting the product, refining marketing campaigns, and optimizing our sales funnel, yet, we were treating pricing as an afterthought.

That was the mistake.

What I discovered next changed everything:

• Pricing isn’t just about covering costs or beating competitors. It’s the single most powerful lever for business growth.

• A small pricing tweak can have a bigger impact on profitability than increasing sales or cutting costs.

• Customers don’t just buy products; they buy perceived value. And the right pricing strategy shapes that perception.

• By shifting our approach, we didn’t just increase revenue, we transformed the way customers saw our brand. And you can do the same.

Most businesses treat pricing as a formality, a number that needs to be set before launching a product. But in reality, pricing is the most powerful lever for growth, profitability, and market positioning. Unlike marketing campaigns that demand hefty budgets or operational changes that take time to implement, a well-optimized pricing strategy can drive instant and exponential impact on revenue and margins.

Yet, many businesses hesitate to adjust their pricing, fearing customer backlash or competitive disadvantages. The truth is, when pricing is done strategically, it doesn't just increase revenue, it enhances customer perception, strengthens market differentiation, and unlocks new opportunities for sustainable growth.

In this article, you’ll learn:

1. Why pricing is the strongest growth lever (and why most businesses ignore it)

2. The key differences between cost-plus pricing, value-based pricing, and price sensitivity

3. How to use psychological pricing tactics to shape customer behavior and increase revenue

4. A practical framework to optimize your pricing for sustainable growth

The Hidden Power of Pricing (That Most Businesses Overlook)

So why do so many businesses avoid rethinking their pricing? Because they’re afraid.

• Fear of losing customers if they raise prices.

• Fear of pricing too high and getting undercut by competitors.

• Fear of leaving money on the table if they price too low.

But here’s the reality: Pricing isn’t about playing it safe. It’s about strategy. And the right pricing strategy not only increases revenue but strengthens customer trust and market positioning.

Why Pricing is the Most Underrated Growth Lever

Many businesses chase growth by acquiring more customers or cutting costs, but these approaches have diminishing returns:

• Customer Acquisition is Expensive: Getting new customers requires marketing spend, sales efforts, and operational scalability. If your pricing isn’t optimized, you're leaving money on the table even when you win customers.

• Cost Cutting is a Temporary Fix: While reducing costs can improve profitability, there’s a limit. You can’t cost-cut your way to long-term success without affecting quality, efficiency, or innovation.

• Pricing Changes Have Immediate Impact: Unlike acquisition or efficiency strategies, which take time to show results, a well-executed pricing adjustment yields instant profitability gains without requiring major operational changes.

In fact, a 1% increase in price realization can lead to double-digit profit growth, a significantly higher impact than volume growth or cost reductions. The challenge, however, lies in understanding how to optimize pricing without alienating customers.

The Pricing Strategies That Separate Thriving Businesses From Struggling Ones

Most businesses fall into one of two traps:

Cost-Plus Pricing (The Lazy Way)

They take the cost of production, add a fixed margin, and call it a day. This method might seem logical, but it completely ignores:

• Customer perception

• Willingness to pay

• Competitive differentiation

• Competitive-Based Pricing (The Reactive Approach)

They set prices based on what competitors are charging. But this forces them into price wars, eroding margins and making it impossible to stand out.

So, what’s the better alternative?

Value-Based Pricing (The Ultimate Growth Driver)

Instead of focusing on costs or competitors, value-based pricing is set according to how much customers perceive the product is worth.

Pros: Maximizes profitability, aligns pricing with market demand, differentiates from competitors.

Cons: Requires customer research, ongoing testing, and pricing psychology, which is definitely worth it to pursue even if it’s a cons.

Example: If a SaaS company’s software saves businesses 10 hours of work per month, they shouldn’t price it based on server costs. Instead, they should price it based on the financial value of those 10 saved hours.

Key question to ask: What is this worth to my customer, and how can I price it accordingly?

There’s no one-size-fits-all approach to pricing, but choosing the right model depends on your market position, competitive landscape, and business goals. Here are some more strategies:

Tiered Pricing (Expanding Revenue Potential)

By offering multiple pricing tiers with different value propositions, businesses can capture different segments of the market while maximizing revenue per customer.

Works best for: Service-based businesses, SaaS, premium consumer goods

Premium Pricing (Building Market Positioning)

If your offering delivers tangible differentiation, pricing higher than competitors can actually increase desirability and signal exclusivity.

Works best for: High-value services, high-end consumer goods, expert-driven businesses

Dynamic Pricing (Optimizing for Demand & Market Conditions)

Leveraging data and technology, dynamic pricing adjusts based on demand, seasonality, and customer behavior. This approach ensures maximum revenue potential without overspending on customer acquisition.

Works best for: Subscription businesses, online platforms, service-based models

How to Optimize Your Pricing Strategy (A Practical Framework)

If you’re not testing and optimizing your pricing, you’re losing money.

Here’s how to fix it:

Step 1: Analyze Customer Willingness to Pay

• Use customer feedback, market research, and testing to determine how much value your customers assign to your product or service.

• Ask customers, "What price point would make you hesitate?"

Step 2: Test Price Sensitivity

• Experiment with different price points and observe how they affect conversion rates, retention, and customer satisfaction.

• If demand remains strong, you’ve been undervaluing your product.

Step 3: Leverage Psychological Pricing Tactics

Price Anchoring

• Introduce a high-priced premium option first to make other options seem like a bargain. Integrate price anchoring, tiered options, and strategic pricing to guide customers toward high-value choices.

• Example: High-end brands showcase expensive flagship models first to make standard models seem more affordable.

Charm Pricing

• Prices ending in .99 or .95 feel significantly lower than rounded numbers.

• Example: $9.99 feels cheaper than $10, even though the difference is only one cent.

The Goldilocks Effect

• Offer three pricing tiers to guide customers toward the middle option.

• Example: Netflix’s Basic, Standard, and Premium plans, most people choose the middle one.

Step 4: Adjust & Monitor Regularly

Pricing isn’t set in stone. It should evolve with:

• Market trends

• Customer expectations

• Competitive landscape

The most successful businesses don’t guess pricing. They TEST it & REFINE it.

Final Thoughts: The Right Price Tells the Right Story

The biggest pricing mistake? Setting it once and never revisiting it.

In reality, pricing is a continuous optimization process, one that directly influences revenue, market share, and long-term sustainability.

Pricing should be:

Dynamic – adapting to demand and customer behavior.

Strategic – aligning with perceived value, not just cost.

Intentional – shaping customer expectations and market positioning.

By treating pricing as a strategic growth lever, you can:

• Increase profitability without additional marketing spend

• Attract higher-value customers who appreciate premium positioning

• Create long-term market differentiation based on perceived value

Your next move:

• Identify one pricing mistake you might be making and take action today.

• Experiment with one psychological pricing strategy and measure the impact.

Price for Growth, Not Just for Survival

Want more game-changing business insights? Subscribe to OneNexis and get exclusive strategies straight to your inbox.

What’s been your biggest pricing challenge? Drop a comment below. I’d love to hear your thoughts.

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Three years ago, a product manager I knew sat in a high-stakes product review meeting. The company had poured millions into a groundbreaking , expecting it to dominate the market.

The launch? A disaster.

Sales weren’t just low; they were nonexistent.

The thin line between commitment and waste

The room was tense. The leadership team debated: Should we keep pushing forward? Should we tweak our messaging? Or should we cut our losses and move on?

Then, the CEO asked the hardest question:

“Are we still investing because we believe in this, or because we’re afraid to admit we were wrong?”

Silence.

He remembered the tension in the room when leadership finally made the call: They scrapped the project. It felt like admitting failure but in hindsight, it was the smartest decision they ever made.

Have you ever been in a situation where you kept investing in something that wasn’t working, hoping it would turn around?

That was the moment I realized knowing when to stop is as important as knowing when to start.

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Why this matters more than you think

As product marketing and business leaders, we take pride in our work. We invest not just money, but time, effort, and reputation into what we build.

But here’s the uncomfortable truth:

Not every investment is meant to succeed.

Yet, we often refuse to pivot because:

• We’ve already financially invested too much (sunk cost fallacy).

• We fear admitting failure will damage our credibility.

• We assume more effort = better results, even when the market says otherwise.

• We’re emotionally invested and convince ourselves we’re “almost there,” even if there’s no data to back it up.

Sound familiar?

We’ve seen multi-million-dollar companies go bankrupt because they refused to change course. We’ve also seen scrappy startups become industry leaders because they pivoted at the right time.

So how do you know when to push forward and when to pivot?

The art of knowing when to pivot

A. Defining the Problem: Are You in a "Dip" or a Dead End?

Seth Godin, in The Dip, makes a critical distinction:

• A Dip is a temporary setback on the way to success. (Think Amazon struggling in its early days.)

• A Dead End is when no amount of effort will change the outcome. (Think Kodak ignoring digital photography.)

How to tell the difference:

• Are you improving? Even small, consistent growth means you're in a Dip. If every metric is stagnant or declining despite effort, you’re in a Dead End.

• Is the market still interested? If customers are disengaged, disinterested, or actively avoiding your product, you might be heading for a Dead End. (Competing Against Luck, Clayton Christensen)

• Is the problem execution or strategy? If tweaking the strategy improves results, it's a Dip. If nothing works, you might need a bigger shift. (The Lean Startup, Eric Ries)

B. The Emotional Struggle: Why Pivoting Feels Like Failure

Mr.X, a product marketing manager, launched a big-budget campaign for his company's new product. It flopped.

The response?

Double down. More ads, more outreach, bigger discounts.

Still, nothing changed.

The biggest fear? Admitting the strategy wasn’t working.

Mr.X felt like changing course would make him look incompetent.

This is the emotional weight of pivoting:

• It feels like betraying the work your team has done.

• It feels like wasting resources instead of recovering them.

• It feels like a personal failure, even when it’s just a strategic shift.

But here’s what Mr.X didn’t realize yet:

Great leaders pivot not because they’re failing, but because they’re focused on winning.

(Thinking in Bets, Annie Duke)

C. The Transformation: When Smart Companies Choose to Pivot

Mr.X finally took a step back.

Instead of forcing a failing strategy, he analyzed why customers weren’t engaging.

He found the positioning was off, customers didn’t understand the product’s real value. (Obviously Awesome, April Dunford)

He tested new messaging, focusing on customer needs, not features.

He reallocated the marketing budget to channels that showed real engagement. (Hacking Growth, Sean Ellis)

Within six months, engagement skyrocketed, sales picked up, and they hit their targets.

What changed? He shifted from desperation mode (“we have to make this work”) to strategy mode (“let’s find what actually works”).

How to Assess Whether to Pivot or Persist: Practical Steps

If you're facing a major strategic decision, use this four-step framework from Inspired: How to Create Products Customers Love:

1. Evaluate Customer Feedback

• Are your customers getting real value from your product or service?

• Is there a mismatch between what you offer and what customers need?

2. Measure Performance Against Key Metrics

• Are conversion rates, retention, and engagement improving?

• Are acquisition costs sustainable?

3. Assess Market Trends

• Are competitors outpacing you in innovation or adoption?

• Has market demand shifted?

4. Consider Opportunity Cost

• Could those resources be better spent elsewhere?

• Is the current investment blocking better strategic moves?

If the data suggests misalignment, it’s time to pivot.

If not, refinement and persistence might be the right approach.

What About You?

If you’re reading this, chances are you’re facing a tough decision right now.

• Maybe it’s a marketing strategy that isn’t delivering.

• Maybe it’s a product that isn’t gaining traction.

• Maybe it’s a business model that worked before—but the market has changed.

What’s your next move?

Are you in a Dip, or a Dead End?

Drop a comment—I’d love to hear your story. Let’s figure it out together.

The Courage to Walk Away

Netflix abandoned DVD rentals and pivoted to streaming. Now they lead an entire industry. (Blue Ocean Strategy)

Slack was a gaming company that pivoted into workplace messaging. Now it’s worth billions. (The Lean Product Playbook)

Adobe ditched boxed software and moved to the cloud. Now it dominates the market.

What do these companies have in common?

• Data-driven decision-making: leaders recognized the shift through user behavior and market trends.

• No emotional attachment: They let go of old business models despite previous investments.

• Clear customer understanding: They used insights from Jobs-to-be-Done (Competing Against Luck) to offer a better product fit.

Above all, “They knew when to let go.”

How to Know When It’s Time to Pivot: The 3-Step Framework

When faced with a tough decision, ask these three questions:

1. Are You Getting Meaningful Signals from the Market?

• YES? Keep refining.

• NO? You might be forcing something that isn’t there.

Check real data, not assumptions. (Competing Against Luck)

2. Is the Problem Fixable with a Tactical Adjustment?

• YES? Try small, iterative improvements.

• NO? A bigger strategic shift may be needed.

If small tweaks don’t work, stop burning resources. (The Lean Startup)

3. Are You Holding On Because of Pride or Fear?

• YES? Time to step back and reassess.

• NO? Keep pushing forward.

Pivoting isn’t failure, it’s a leadership skill. (The Dip)

Final Thought:

One of the hardest decisions leaders face is knowing when to walk away.

Yet, the most successful companies are those that embrace change as a strategy, not a failure.

• Great product marketers know when their positioning isn’t working (Obviously Awesome).

• Great business leaders recognize when the market has moved (Blue Ocean Strategy).

• Great strategic marketers measure results and adapt accordingly (Hacking Growth).

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I thought I knew my customers - Until I met them!

A few years ago in my early product marketing days, I sat in a meeting room, reviewing market reports, and sales data to refine our product messaging,

Everything looked solid on paper:

• Competitive Position? Done

• Sales Enablement Materials? Ready

• Customer Personas? Fully Mapped

We were confident, Until we weren’t.

When we visited customer sites, we realized something shocking:

• Customers weren’t using our product the way we assumed

• Service teams were struggling with preventable issues that weren’t in any report

• Sales conversations were missing key objections we hadn’t addressed that truly mattered in purchase decisions

• Adoption barriers we never anticipated were stopping repeat purchases

It hit me:

The most valuable insights don’t live in spreadsheets. They live in the field. So, Get out of office!

In product marketing, success depends on more than just great messaging and positioning, it requires deeper understanding of customer needs, workflows, and challenges. While internal data, sales feedback, and market research are valuable, they can’t replace firsthand customer insights.

Yet, many product marketers operate at a distance from customers, relying solely on reports, assumptions, and secondhand information. This approach can lead to misaligned messaging, weak product adoption, and lost competitive advantages.

If product marketing is to be truly effective, it must be built on real-world customer engagement. Here’s why and how to do it right.

The Silent Killer of Product Marketing: Distance from Customers

“But isn’t competitive analysis and sales feedback enough?”

No.

One of the biggest mistakes product marketers make is assuming that they already know what customers need. After all, there’s no shortage of information available like market research, sales data, feedback forms, and competitor analyses. But relying only on these sources can create a dangerous disconnect.

Here’s why relying only on secondhand insights can damage your product marketing strategy:

1. Messaging That Misses the Mark

Misaligned Messaging - If you don’t hear real customer frustrations firsthand, your messaging will focus on the wrong things.

If you’re not hearing real customer frustrations firsthand, your messaging will focus on what you think matters, not what actually matters.

For example, a product team might highlight technical specifications, assuming customers care most about performance. But when you speak to customers, you might find that their biggest concerns are ease of installation, serviceability, or compliance requirements.

2. Weak Competitive Positioning

Lack of competitiveness - You may think your product is winning on features, but customers might be choosing based on ease of use, service, or reliability instead.

Competitor analysis often focuses on features and pricing. But customers don’t just compare products based on what’s on the data sheet, they evaluate the entire user experience.

Without direct customer engagement, you might miss why customers choose (or reject) your product over a competitor’s. In some cases, they might not even be aware of the features you think set your product apart.

3. Overlooking Adoption Barriers

Missed Adoption Barriers - Many product adoption challenges aren’t technical. They’re usability, workflow integration, or training-related things you can only spot in real environments.

Product adoption isn’t just about functionality, it’s about how easily customers can integrate a solution into their workflow. Many adoption challenges arise not because a product is bad, but because it’s difficult to use, maintain, or train teams on.

Customer visits often reveal problems that don’t show up in surveys, such as:

• Installation difficulties that cause delays.

• Lack of training resources leading to misuse.

• Workflow disruptions that make teams resistant to change.

These insights are invaluable for product teams looking to drive adoption and retention.

Lost Market Opportunities - Customers often find innovative ways to use products that internal teams never considered. These insights could open up new revenue streams.

How to Stay Close to Customers (Even When It’s Not ‘Your Job’)

Product marketing teams don’t need to be in the field every day, but they should build a structured approach to staying connected.

Systematically integrate direct customer engagement into their strategy

Here’s how:

1. Conduct Regular Customer Site Visits

There’s no substitute for seeing how customers interact with your product in their actual environment. Being on-site allows you to observe:

• Unspoken frustrations that surveys miss.

• How users adapt your product in unintended ways.

• Operational challenges that impact long-term success.

Action Step: Schedule quarterly customer visits and document key observations. Shadow a sales or a service person for a day, and take notes on what frustrates customers most about the product.

2. Engage with Customer-Facing Teams

Service engineers, technical sales reps, and customer support teams interact with customers daily. They often have a deep understanding of:

• Common objections raised during the sales process.

• Recurring complaints that could indicate product issues.

• Undervalued features that could become stronger selling points.

Action Step: Set up monthly meetings with sales and service teams to discuss patterns in customer feedback.

3. Organize Structured Customer Interviews

Instead of generic satisfaction surveys, hold deep-dive customer interviews to uncover valuable insights:

• What problem led them to look for a solution?

• What alternatives did they consider?

• What challenges did they face during implementation?

• What unexpected benefits or frustrations emerged over time?

Action Step: Develop a standardized interview guide and conduct at least 5 detailed customer interviews per quarter.

4. Track & Share Customer Insights Internally

Customer insights shouldn’t live in random notes or forgotten reports. They need to be systematically shared with Sales, R&D, and Product teams.

Action Step: Create a shared knowledge base where customer insights are logged, categorized, and referenced for decision-making.

How to Know If You’re Truly Customer-Centric?

Ask yourself these 5 questions:

1. Have I visited a customer site this quarter?

2. Do I know how customers actually use our product (not just what the data sheets say)?

3. Have I spoken directly to a service or sales rep about recurring customer issues?

4. Can I confidently say why a customer chose or rejected our product?

5. Have I captured at least three firsthand customer insights to improve our messaging or roadmap?

The Long-Term Benefits of Staying Close to Customers

Product marketers act as the bridge between customers and internal teams. To do this effectively, you need direct exposure to customers, their environments, and their challenges.

When product marketing actively engages with customers, the impact on your strategy is transformative:

1. Stronger Product-Market Fit

Messaging aligns with real customer pain points.

By observing customers in real settings, you gain clarity on how your product fits into their daily workflows. You see the workarounds, inefficiencies, and pain points that may never come up in a survey or interview.

2. More Effective Sales Enablement

Sales teams receive field-tested positioning that resonates.

Sales teams need compelling, real-world stories to sell effectively. When product marketing documents real customer pain points, decision drivers, and success stories, it arms the sales team with messaging that resonates.

3. Better Competitive Advantage

Insights uncover unique differentiation opportunities.

Customers don’t just compare features, they compare overall experiences. Seeing firsthand why a customer chooses or rejects your product gives you an advantage in crafting differentiation strategies.

4. Higher Product Adoption & Retention

Addressing usability and workflow integration barriers leads to long-term customer success.

Many adoption challenges aren’t due to poor product quality but rather usability issues, lack of training, or unclear onboarding. Identifying and addressing these gaps improves customer satisfaction and retention.

The Bottom Line: Get Out of the Office, Win in the Market

Product marketing isn’t just about crafting compelling messages, it’s about ensuring those messages are rooted in real customer experiences.

If your team isn’t actively engaging with customers, you’re not making data-driven decisions, you’re making educated guesses.

So, ask yourself: When was the last time you visited a customer?

If you’re unsure, it’s time to get closer to your customers

If it’s been too long, make it a priority. Your most valuable insights are waiting in the field.

Want More Product Marketing Insights? Subscribe to OneNexis for weekly expert strategies on product marketing & customer engagement.

Or share your thoughts: How does your team stay close to customers? Let’s discuss in the comments!

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Who truly drives innovation: Customers or Visionary Creators?

It’s a debate that has shaped product marketing strategies for decades.

On one side, marketing leaders argue that customers are the best judges of what they need. They advocate for close collaboration to identify pain points, issues, and opportunities for innovation.

On the other side, there's a belief that customers don't always know what they want, especially for breakthrough innovations, and until they’re shown something extraordinary. Leaders argue that creators must envision the solution and lead customers to adopt it, placing themselves in the drivers seat.

Should innovation be customer-led or creator-driven? Or is there a middle ground?

Today, advancements in AI and data analytics add a new layer to this discussion. AI doesn’t take sides but accelerates both approaches, making customer insights sharper and creator-driven innovations smarter.

This article explores both perspectives, highlights insights from visionary leaders, and offers actionable steps to blend these approaches for unparalleled success.

The Case for Customer-Led Innovation

Listening Beyond Words

Customers are often the best source for identifying problems and gaps in the market. But they may not always articulate their needs clearly. This is where product marketers shine deciphering feedback and identifying the underlying pain points.

Co-creation fosters stronger customer loyalty and a sense of ownership.

Example:

LEGO's Ideas platform taps into fan creativity by allowing customers to propose new designs. This approach gave rise to hits like the LEGO Women of NASA set, which resonated deeply with their audience and became a bestseller. Listening isn’t just about addressing needs, it’s about fostering emotional connection.

How AI Accelerates Customer Insights

AI enables product marketers to listen at scale, making customer feedback more actionable and insightful than ever before. Here’s how:

Social Listening: Tools like Brandwatch and Sprout Social analyze conversations across platforms to identify trends and hidden frustrations.

Behavioral Analytics: Platforms like Hotjar and Google Analytics track digital behavior, uncovering friction points customers may not even realize exist.

Sentiment Analysis: Natural Language Processing (NLP) tools extract emotions from customer reviews, offering deeper insights into how customers feel about products.

Spotify doesn’t just rely on users to request playlists. It uses AI-powered mood analysis to created curated playlists like “Chill Vibes” or “Morning Motivation”, anticipating emotional needs customers haven’t expressed explicitly.

What are your customers not telling you that their actions might reveal?

Metrics to Track:

Net Promoter Score (NPS): Measures customer loyalty and likelihood to recommend your product.

Churn Rate Analysis: Identifies when and why customers leave, helping you address unmet needs proactively.

Conversion Funnels: Pinpoints drop-off points where customers face friction.

Potential pitfalls:

• Customers might focus on incremental improvements rather than envisioning revolutionary solutions.

Listen deeply to customers, but use their inputs to understand problems, not just solutions. Your role as a product marketer is to uncover insights behind the feedback, rather than taking it a face value.

What do you think?

The Case for Creator-Driven Innovation

Boldly Leading the Market

Great innovations often emerge not from customer demand but from visionary creators who anticipate what customers will want in the future. Customers may focus on incremental changes, but creators think beyond current constraints. On the flip side history is full of examples where creators boldly led innovations, paving the way for transformative products.

Focus on challenging the status quo and reshaping industries

Example:

Consider Apple’s iPhone launch in 2007. Did customers ask for a smartphone that combined music, internet, and phone functionality? No. Apple anticipated what people didn’t realize they needed and showed the world a new way to live digitally.

Tesla’s electric cars weren’t the result of customer surveys. Instead, Elon Musk envisioned a future where sustainable energy and performance coexisted. By investing in bold ideas like autopilot and battery innovation, Tesla reshaped the automotive industry.

How AI Enhances Creator-Driven Innovation

AI helps creators test, validate, and refine visionary ideas with unprecedented speed and accuracy:

Predictive Analytics: Tools like Tableau and Power BI forecast demand for new product categories, helping creators prioritize bold concepts.

Simulation Models: Digital twins allow creators to simulate real-world scenarios, refining ideas before full-scale production.

AI Prototyping: Platforms like Runway AI and OpenAI’s Codex accelerate concept development, from UI mockups to functional product features.

Tesla’s autopilot feature wasn’t born out of customer requests but from Elon Musk’s vision of autonomous driving. AI and predictive modeling helped Tesla simulate scenarios and refine their AI-based driving systems, enabling them to stay ahead of competition.

What if your next big idea isn’t just disruptive, but emotionally irresistible?

Metrics to Track:

Time-to-Market: How quickly can bold ideas move from concept to launch?

Market Penetration Rates: How well do new products capture attention and adoption?

Innovation ROI: Are visionary products driving long-term business growth?

Customer Lifetime Value (CLV): Are innovations enhancing long-term customer relationships?

Potential pitfalls:

• Risk of creating solutions that customers may not adopt if they don’t see the immediate value.

• Misalignment with real-world needs can lead to costly failures (e.g., Google Glass is great example of creator driven innovation that failed. The product was innovative, but its lack of alignment with customer readiness and practical use made it flop).

As a product marketer, challenge yourself to think beyond the obvious. Use customer insights to shape your vision but don’t let them limit your creativity. Sometimes, showing customers what’s possible is the key to success. But the visionary approach isn’t without the risk

What do you think?

Striking the Balance: The Hybrid Approach

Advocate for a “Customer informed, Creator-led strategy”

The truth is, great product marketing lies at the intersection of these two approaches. AI plays a pivotal role in bridging customer insights with creator-led vision, creating a hybrid model that’s both empathetic and innovative.

Leverage customer insights to understand the problem deeply but take the lead in envisioning and shaping solutions

Practical Steps to Blend the Two

Start with Customer Empathy: Use sentiment analysis and behavioral data to identify pain points that matter most to your audience.

Think Boldly: Layer predictive analytics onto customer insights to explore new solutions beyond what’s currently imaginable.

Validate Quickly: Use tools like Optimizely for rapid A/B testing, ensuring visionary ideas align with market readiness.

Iterate Continuously: Combine customer feedback loops with AI-driven refinements to evolve your products over time.

Example:

Netflix seamlessly combines both approaches. Initially solving a clear customer pain point (late fees on DVDs), they later introduced streaming, a bold, creator-driven innovation. Today, they use AI to personalize content recommendations, blending customer satisfaction with visionary thinking.

Dyson, whose vacuum cleaners weren’t just created based on customer complaints about traditional vacuums. Dyson reimagined the category with bagless technology and sleek designs, while addressing the core pain points like suction and convenience.

Duolingo uses customer feedback to address frustrations (e.g. gamifying language learning) but also incorporates AI to personalize learning journeys, creating solutions customers didn’t even know possible

Such companies succeeded because they combined emotional intelligence (understanding customer pain) with bold innovation (pushing boundaries)

Start with empathy, understand your customers pain points and emotional drivers. Then innovate with vision and conviction. Test your ideas iteratively, allowing customer feedback to refine bold concepts.

What do you think?

What Visionary Leaders Say About Innovation

Here’s what some of the world’s top leaders have said about this debate:

Steve Jobs (Apple): "Customers don’t know what they want until we’ve shown them." Jobs emphasized the role of creators in envisioning solutions customers hadn’t imagined.

Elon Musk (Tesla, SpaceX): "Pay attention to negative feedback, and solicit it, particularly from friends" Musk values critical input while championing bold, creator-led innovation.

Jensen Huang (NVIDIA): "Believe in something unconventional, something unexplored." Huang highlights the importance of pursuing groundbreaking ideas, even without customer validation.

Sundar Pichai (Google): "We try to work on things billions of people will use every day." Pichai focuses on scaling solutions that impact global audiences.

Henry Ford (Ford Motor Company): "If I had asked people what they wanted, they would have said faster horses." Ford’s classic quote reminds us that visionary creators often see beyond customer-imposed limits.

Marketing with Emotional Intelligence

Beyond tools and strategies, the most successful product marketers bring emotional intelligence (EQ) into the mix:

Empathy: Understand your customers’ unspoken fears and aspirations.

Storytelling: Craft narratives that emotionally connect your product with customer needs. Bridge the gap in story telling.

Adaptability: Stay attuned to evolving market dynamics and pivot when necessary.

AI tools can analyze customers emotions using sentiment analysis, but it’s up to us to interpret those insights and connect them to real human needs.

Example:

Nike’s marketing embodies emotional intelligence by tapping into universal human emotions like resilience, ambition, and determination. During the global pandemic, Nike launched its “You can’t stop us” campaign, bending real customer satires with an uplifting message of perseverance.

How emotional intelligence played a role?

Nike didn't focus on selling shoes, instead, they showcased the struggles and triumphs of athletes and everyday people adopting to adversity. The ad united audience emotionally, reinforcing Nike’s brand values of empowerment and inclusivity that connected with everyone.

Use AI to enhance your EQ-driven story telling. Build customer personas based on emotional drivers and align your product messaging with their aspirations and fears.

Conclusion

The debate between customer-led and creator-driven innovation isn’t about choosing sides, it’s about finding the right balance. AI accelerates both approaches, empowering product marketers to listen more deeply, innovate more boldly, and execute with greater precision.

As Steve Jobs said, "Our job is to figure out what customers are going to want before they do." By combining empathy, data-driven insights, and visionary thinking, product marketers can create solutions that not only solve problems but inspire change.

So, the next time this debate comes up in a meeting, ask yourself: It’s not about choosing one over the other, how can I use the tools at my disposal to integrate both approaches and drive innovation that truly resonates, inspires, and build lasting connections?

And that’s how great product marketing happens.

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Useful links for some of the source for the articles:

• https://mitsloan.mit.edu/ideas-made-to-matter/googles-sundar-pichai-says-tech-a-powerful-agent-change

• https://www.adweek.com/performance-marketing/elon-musk-pay-attention-to-negative-feedback-and-solicit-it-particularly-from-friends/

• https://blogs.nvidia.com/blog/jensen-huang-caltech-commencement-address/#:~:text=NVIDIA%20founder%20and%20CEO%20Jensen,Something%20unconventional%2C%20something%20unexplored.

• https://www.india.com/webstories/business/7-life-changing-quotes-from-google-ceo-sundar-pichai-7268120/

As a product marketer, I’ve realized product success is rarely achieved in isolation. Collaboration is key and I’ve seen firsthand how collaboration can make or break a product.

Success lies in bridging the gap between customer collaboration, ensuring the product meets their needs and supplier partnerships, streamlining cost-effective development.

When done right, collaboration creates products that truly fit. Let’s dive into how this works and actionable steps you can take to make it happen.

Listen to the article in podcast on Spotify

Continue reading, here.

The Power of Product-Fit

At one end of the spectrum, there’s the “customer’s willingness to pay”. If the product doesn’t solve their problem or fulfill their needs in a way that resonates with them, price becomes irrelevant, it simply won’t sell.

On the other end, we face the “cost-effective development of the product”. Without streamlined processes, efficient supplier partnerships, and an optimized supply chain, any value created for the customer may come at an unsustainable cost.

The magic lies in balancing these two extremes to create a product that:

• Provides solutions for customers, solves pain and issues

• Is economically feasible to develop and scale.

Did you know 42% of startups fail because they don’t meet a market need?1 This underscores how crucial it is to align with your customer’s needs.

On the flip side, 85% of product development projects experience cost overruns, often due to inefficient collaboration with suppliers.2 Balancing these two extremes, customer desirability and supplier feasibility is the hallmark of successful product marketing.

Why Collaborate with Customers?

Customers are the ultimate judges of your product’s success. They know where the pain points are, how they interact with your product daily, and what “better” looks like for them. Yet, too often, we skip involving them until its time for feedback, or worse, when they decide not to buy. Involving them early in the process ensures your product addresses their needs and resonates with their expectations.

What does effective collaboration look like?

Here’s what collaborating with customers look like,

Invite them into the ideation process.

Engaging customers early development stages can significantly boost the likelihood of your product accepted in the market. Products co-created with customers are 20-50% more successful in the market3.

Create early rapid prototypes and gather feedback.

This approach ensures that the product resonates with the users and meet their expectations. Slack engaged early adopters to refine workflows, leading to a $27 billion valuation.

Co-create use cases.

Working with customers to refine how the products fit into their workflow ensures delivers tru values solving the real pains. Build real-world solutions by aligning with customer workflows and needs.

Why Collaborate with Suppliers?

Suppliers aren’t just vendors, they’re co-creators. They understand the materials, technology, and manufacturing in ways that can directly impact your products feasibility and cost structure. Their expertise in materials, manufacturing, and technology can save time, reduce costs, and improve quality. Treating them as co-producers rather afterthoughts unlock innovation.

What does effective collaboration look like?

Here’s how you can collaborate effectively,

Involve them early in design discussions.

Their expertise can help optimize the product design for manufacturing and cost efficiency. Companies that collaborate with suppliers during the design phase reduce costs by 12-20%. (Deloitte)

Encourage open communication.

Sharing your goals and constraints helps suppliers propose better solutions, therefore transparency is important. Clear communication of goals can cut development time by 30% or more. (PwC)

Build Trust

A collaborative relationship creates alignment toward mutual success rather than transactional exchanges. Trust building fosters it. Long-term partnerships, like Apple’s with TSMC, foster consistent innovation and mutual growth. (Apple newsroom)

The Emotional Intelligence Factor

Collaboration is about more than processes, it’s about people. Both customers and suppliers need to feel heard, valued and understood. When you approach customers and suppliers with empathy and active listening, you foster trust and openness.

Empathy with Customers: Show genuine care for their challenges to build lasting loyalty.

Trust with Suppliers: Engage them as partners, not just vendors, to unlock their expertise.

Actionable Insights for Product Marketers

1. Launch a customer collaboration program

Engage users for regular feedback and co-creation. Set up regular touchpoint with users, not just for feedback but for co-creation. Shadow them if possible.

2. Host supplier workshops

Brainstorm cost effective solutions and streamline developments, like optimizing design, alternatives, and development without compromising the product quality.

3. Communicate the bigger picture

Help stakeholders understand how their inputs drive mutual success. Help them understand the bigger picture of how they can be part of the innovation journey adding value.

4. Track ROI on collaboration

Track the impact of joint efforts on product satisfaction, cost reduction, and time-to-market. Companies that measure collaboration outcomes reduce time-to-market by15-25% (Gartner).

Final Thoughts

Creating a product that fits

As product marketers we are the glue that binds product development to market needs. Collaboration isn’t just a buzzword, it’s a strategy that drives better products, stronger partnerships, and faster time-to-market. By aligning with your customers’ needs and leveraging your suppliers’ expertise, you create products that succeed in every sense of the word.

Collaboration is essential to navigate the complex balance between creating value for customers and achieving operational excellence.

when we collaborate with emotional intelligence, the result is a product that fits perfectly, not just for customer who pays but for the entire ecosystem that brings to life.

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What if the secret to unshakable business success isn't buried in modern textbooks or AI algorithms, but in ancient wisdom written over 2000 years ago?

Timeless Business Strategy: 10 Golden Principles from 2000 year old ancient wisdom Thirukkural and Chanakya Neeti to Guide Modern Leaders

In today’s fast paced, technology-driven world, businesses are often caught chasing the latest trends such as Artificial Intelligence, Machine Learning, Digital Marketing, and Agile Frameworks. While these tools revolutionize how we operate, the essence of business strategy remains rooted in timeless principles that transcend tools and techniques.

Ancient texts like Thirukkural by the Tamil poet Thiruvalluvar and Chanakya Neeti by the renowned Indian Strategist Chanakya offer profound insights into leadership, ethics, adaptability, and success. These teachings, crafted centuries ago, though centuries apart, converges on universal truths that still hold the key to navigating challenges in the modern business landscape.

In this article, I present 10 golden principles of business strategy inspired by these texts, showcasing how their wisdom forms the foundation for success, regardless of technological advancements.

Whether you’re a startup founder, a seasoned executive, or an emerging leader, these principles will guide you in building strategies that withstand the test of time, unshaken by advancements in technology or business practices.

10 golden principles of business strategy

1. Vision and Purpose

Thirukkural (Kural 461):

Tamil (English):

“அகரமொழி யாதென அறிந்தற்கறி யாற்செய்து ஒல்லும்வாய் மேற்கொள் பவர்க்கு.”

(Agar mozhi yaadana arindhar kariyaar seithu Ollum vaai meerkol pavar.)

Translation:

"The action planned without flaws, and executed with care, Never fails to succeed everywhere."

Chanakya Neeti:

Sanskrit (English):

"प्रारम्भे किमर्थं करोमि? किम् फलं भविष्यति? सफलं वा?" ( Prārambhe kimarthaṃ karomi? Kim phalaṃ bhaviṣyati? Saphalaṃ vā?)

Translation:

"Before you start any work, ask yourself three questions: Why am I doing it? What might the results be? Will I be successful?"

Modern Application:

A successful business strategy begins with a clear vision and meticulous planning. Define your purpose, assess potential outcomes, and align your actions with long-term goals to ensure success. Meticulous Planning and flawless executions are the cornerstone of strategic success.

2. Adaptability and Resilience

Thirukkural (Kural 483):

Tamil (English):

“காலமறிந்து செய்வானை அல்லால் சாலமறிந்தும் செயல்.”

(Kaalam arindhu seivaanai allaal Saalam arindhum seyal.)

Translation:

"Who sees the fitting time, and acts; his efforts all Will by unfailing energy succeed and prosper well."

Chanakya Neeti:

Sanskrit (English):

"वृक्षः जो वायु से झुकता है, वह तूफान में बचता है। जो कठोर है, उखड़ जाता है।" (Vṛkṣaḥ jo vāyu se jhuktā hai, vah tūfān meṃ bachtā hai. Jo kaṭhora hai, ukhāḍ jāta hai.)

Translation:

"A tree that bends during a storm survives, but a rigid one is uprooted."

Modern Application:

Seizing the right opportunity ensures success in markets, product launches, and investments. Businesses must be agile and adapt to market changes, competitor moves, or economic shifts to ensure resilience and growth. Adaptability to changing circumstances is critical. Whether it's pivoting a business model or responding to market dynamics, agility ensures survival and growth.

3. Ethical Foundations

Thirukkural (Kural 120):

Tamil (English):

“தவமறவின் நீத்தாரின் தூய்மை நிலமறவின் நீங்கிய சார்பு.”

(Thavam aravin neeththaarin thooymai Nilam aravin neengiyaa saarbu.)

Translation:

"Prosperity will abide only with those who hold. Their wealth untainted by fraud or falsehood."

Chanakya Neeti:

Sanskrit (English):

"अनैतिक मार्ग दीर्घकालीन सफलता नहीं दे सकता।" (Anaitika mārg dīrghakālīna safalatā nahiṃ de sakta.)

Translation:

"An unethical path may provide temporary success, but it leads to destruction in the long run."

Modern Application:

Ethics and integrity build trust, which is the cornerstone of sustained success. Customers, employees, and stakeholders gravitate toward businesses that operate with honesty and transparency. Ethical practices build lasting reputation, critical for sustained growth and customer loyalty.

4. Strategic Leadership

Thirukkural (Kural 517):

Tamil (English):

“ஆள்வினையான் அடங்கியான் தோன்றல் புல்லியர் பட்டடங்கல்.”

(Aalvinaiyaan adangiyaan thoondral. Pulliyar pattadangkal.)

Translation:

"A leader should guide and guard like a staff; Without a leader, the team crumbles fast."

Chanakya Neeti:

Sanskrit (English):

"नेता वह होता है जो मार्ग जानता है, दिखाता है और खुद चलता है।" (Netā vah hotā hai jo mārg jānatā hai, dikhātā hai aur khud chaltā hai.)

Translation:

"A leader is one who knows the way, shows the way, and goes the way."

Modern Application:

Leadership is about inspiring teams, making decisive actions, and navigating challenges with vision. Strong leadership provides clear direction, aligns and inspires people and resources, and actively participate toward achieving strategic goals. Visionary leadership with strategic skills is crucial to ensure organizational growth.

5. Delegation and Teamwork

Thirukkural (Kural 518):

Tamil (English):

“சிறியார் அறுவாய் அளக்கின்றார் போலும் மறியாச் செய்மானம் செய்து.”

(Siriyār aṛuvāy aḷakkiṉṟār pōlum Maṟiyāc ceymāṉam ceythu.)

Translation:

"He seeks no aid who, taught to reign, Can by his own resources gain."

Chanakya Neeti:

Sanskrit (English):

"एक पहिया गाड़ी नहीं चला सकता; सफलता टीम वर्क पर निर्भर करती है।" (Ek pahiyā gāḍī nahīṃ calā saktā; safalatā team work par nirbhar kartī hai.)

Translation:

"A single wheel does not move the cart. Success depends on teamwork."

Modern Application:

Effective leaders delegate responsibilities and empower teams to execute strategies collaboratively. Collaboration and resourcefulness are essential for scaling and efficiency. Effective leaders distribute tasks wisely, utilizing team strengths to achieve success. Collaboration and collective effort are crucial for business success. A strong, cohesive team ensures better execution of strategies.

6. Risk Management

Thirukkural (Kural 492):

Tamil (English):

“குற்றமே குத்தமற நின்ற பயன்கொடு பற்றுநிறை வைத்தார் பொருள்.”

(Kutramē kuttamaṟa ninṟa payaṉkoṭu Paṟṟuniṟai vaittār poruḷ.)

Translation:

"Examine well, and then decide; To hasten may bring woes untried."

Chanakya Neeti:

Sanskrit (English):

"अन्य की गलतियों से सीखें। खुद की गलतियों से सीखने के लिए जीवन छोटा है।" (Anya kī galtiyon se seekhein. Khud kī galtiyon se seekhne ke lie jīvan choṭā hai.)

Translation:

"Learn from the mistakes of others. You can’t live long enough to make them all yourself."

Modern Application:

Successful businesses mitigate risks through careful analysis, preparation, and learning from others’ failures. Avoid impulsive decisions by thoroughly evaluating potential outcomes. Sound decision-making avoids unnecessary risks. Evaluate thoroughly before acting. Analyze competitors' and peers' failures to avoid similar pitfalls. Proactive learning minimizes risks and accelerates success.

7. Resource Management

Thirukkural (Kural 497):

Tamil (English):

“செறிவுறச்சொல்லிப் பிறர்க்கிவ்வுயிர் நீர்விட்டு அறிவொடும் செய்தல் இனிது.”

(Ceṟivuṟaccollip piṟaṟkivvuyir nīrviṭṭu Aṟivōṭum ceytal iniṟu.)

Translation:

"Gather your wealth, but avoid wrong ways; For wealth amassed without harm gives endless praise."

Chanakya Neeti:

Sanskrit (English):

"धन को सावधानी से प्रबंधित न किया जाए तो वह समाप्त हो सकता है।" (Dhan ko sāvdhānī se prabandhit na kiyā jāe to vah samāpt ho saktā hai.)

Translation:

"Wealth, if not managed properly, will slip away, just like water leaking out of an unbaked clay pot."

Modern Application:

Efficient resource allocation and ethical wealth creation are vital for sustainable growth. Poor financial management can undermine even the most innovative businesses. Efficient and ethical resource management builds goodwill and profitability. Efficient resource allocation and financial discipline are essential for long-term sustainability and profitability.

8. Timing and Execution

Thirukkural (Kural 483):

Tamil (English):

“காலமறிந்து கற்றவொருவன் பொறுத்தான் சாலமறிந்துஅன் பயன்.”

( Kālamarintu kaṟṟavoruvan poṟuttān Sālamarintu anpayaṉ.)

Translation:

"Timely action brings success; delay is the seed of distress."

Chanakya Neeti:

Sanskrit (English):

"समय कभी किसी की प्रतीक्षा नहीं करता। अवसर का तुरंत उपयोग करें।" (Samay kabhī kisī kī pratīkṣā nahīṃ kartā. Avasar kā turant upayog karein.)

Translation:

"Don’t delay in seizing an opportunity; time never waits for anyone."

Modern Application:

Timing is everything in strategy. The ability to act swiftly and decisively at the right moment often determines success. Seizing the right opportunity ensures success in markets, product launches, and investments. Act swiftly on market opportunities to gain a competitive edge, as delaying decisions may result in lost advantages.

9. Building Alliances

Thirukkural (Kural 530):

Tamil (English):

“சிறியதொன் றாயினும் செற்றார்க்கு காப்பாகும் பெரியதொன் றுற்றது காப்பு.”

(Ciriya doṉṟāyiṉum ceṟṟārkku kāppāgum Periyadoṉṟuṟṟatu kāppu.)

Translation:

"United effort yields success; Just as connected stones form a fortress."

Chanakya Neeti:

Sanskrit (English):

"छोटी-छोटी चीजें मिलकर एक बड़ी शक्ति बना सकती हैं।" (Choṭī-choṭī cīze milkar ek baṛī śakti banā saktī hain.)

Translation:

"Even a small thorn can remove a big thorn. A weaker ally, if loyal, can help defeat a stronger enemy."

Modern Application:

Collaboration and alliances unlock opportunities and build resilience. Whether forming partnerships with startups or leveraging industry networks, working together amplifies strengths. Strategic alliances, even with smaller partners, can create synergies that help in tackling larger challenges or competitors.

10. Continuous Learning

Thirukkural (Kural 391):

Tamil (English):

“எல்லா அறிவும் அறிந்தவை மாணாக்காள் தெள்ளிய கண்ணும் தனியே.”

(Ellā aṟivum aṟintavai māṇākkāḷ Teḷḷiya kaṇṇum taṉiyē.)

Translation:

"Learning is the true wealth; it never diminishes; It grows and grants the greatest riches."

Chanakya Neeti:

Sanskrit (English):

"शिक्षा सबसे अच्छा मित्र है। यह हर जगह सम्मान दिलाती है।" (Śikṣā sabse acchā mitra hai. Yah har jagah sam'mān dilātī hai.)

Translation:

"Education is your best friend. An educated person is respected everywhere."

Modern Application:

Continuous learning and skill development keep businesses competitive in an evolving market. Lifelong education fosters innovation and adaptability. Continuous learning and skill development keep businesses and leaders relevant and competitive in evolving markets.

Key Highlights

1. Vision and Purpose: Start with clarity—define your "why" and align actions to long-term goals.

2. Adaptability: Embrace change. The ability to pivot ensures survival and growth.

3. Ethical Foundations: Build trust through integrity—it’s a business’s greatest asset.

4. Strategic Leadership: Inspire and guide with a vision that aligns people and resources.

5. Delegation and Teamwork: Empower teams to execute strategies collaboratively.

6. Risk Management: Learn from failures—yours and others’. Evaluate risks before acting.

7. Resource Management: Use resources wisely and ethically to sustain growth.

8. Timing and Execution: Act swiftly at the right moment—success often depends on timing.

9. Building Alliances: Forge partnerships to amplify strengths and address weaknesses.

10. Continuous Learning: Stay curious, adapt, and never stop learning.

What is Thirukkural?

The Thirukkural is a timeless literary masterpiece written by Thiruvalluvar, a Tamil poet and philosopher from ancient India. This collection of 1330 couplets, or kurals, is revered for its universal wisdom and covers diverse aspects of life, including ethics, governance, relationships, and wealth management.

The 1330 kurals are divided into 133 sections of 10 couplets each. The first 38 sections are on moral and cosmic order (Tamil: aram, Sanskrit: dharma), the next 70 are about political and economic matters (Tamil: porul, Sanskrit: artha), and the remaining 25 are about pleasure (Tamil: inbam, Sanskritt: kama).

Often referred to as the “Universal Code of Ethics,” the Thirukkural transcends cultural and geographical boundaries with its succinct yet profound teachings. Each couplet consists of just two lines, yet encapsulates deep insights applicable to personal, societal, and professional life. Written over 2,000 years ago, its principles are remarkably relevant even in today’s fast-paced and interconnected world.

For businesses, the Thirukkural offers enduring lessons on leadership, planning, resource management, and ethics, making it a source of strategic guidance that stands the test of time.

Read more:

What is Chanakya Neeti?

Chanakya Neeti is a compilation of political and economic strategies, ethical guidelines, and life lessons authored by Chanakya (also known as Kautilya or Vishnugupta), a renowned scholar from ancient India. Chanakya was a statesman and advisor to Emperor Chandragupta Maurya, and he is credited with laying the foundation of the Mauryan Empire through his astute strategies and governance principles.

Often regarded as India’s Machiavelli, Chanakya’s teachings, outlined in Chanakya Neeti and Arthashastra, emphasize practical wisdom, foresight, and realpolitik. His work provides valuable insights into leadership, decision-making, resource allocation, and diplomacy.

For businesses, Chanakya Neeti offers strategies to navigate challenges, manage risks, build alliances, and foster sustainable success. Despite being written over two millennia ago, Chanakya’s principles continue to influence modern leadership and business strategies globally.

Conclusion

The tools and technologies we use in business might change, but the principles behind a solid strategy stay the same. The wisdom from Thirukkural and Chanakya Neeti reminds us that success comes from clear vision, ethical practices, strong leadership, and the ability to adapt.

These 10 golden principles are not just lessons from the past—they are practical guidelines for today and tomorrow. Whether you're leading a startup, running a corporation, or managing a team, these timeless strategies will help you navigate challenges and build lasting success.

What do you think about blending ancient wisdom with modern business strategies? Share your thoughts in the comments—I’d love to hear your perspective!

Read more about Thiruvalluvar here: Wikipedia

Read more about Thirukkural here: Wikipedia

Read more about Chanakya here: Wikipedia

Read more about Chanakya Neeti here: Wikipedia

Photocourtesy: Wikipedia

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Are there new rules of strategy shaping up success in 2025?

The strategies that worked yesterday won’t win today. Markets are volatile, industries are disrupted overnight, and customers demand innovation and purpose. Add to this a shifting geopolitical landscape, exponential AI advancements, and the constant flood of data, and it’s clear: static strategies are no longer viable.

But what if your strategy could evolve as quickly as the world around it?

In this Article, we explore how to craft a future-ready strategy that’s dynamic, adaptive, and rooted in purpose, a strategy that doesn’t just survive change but thrives on it.

What Makes Traditional Strategy Obsolete?

Strategic planning used to be a five-year roadmap with fixed goals. That’s no longer viable.

Consider these challenges:

Constant Disruption: AI-driven automation and data insights redefine industries faster than ever.

Customer Expectations: People want more personalized experiences, meaningful impact, and transparency.

Exponential Data Growth: Companies are flooded with data but lack frameworks to turn it into strategic action.

Geopolitical Shifts: Trade policies, regional conflicts, and shifting alliances create uncertainties for global businesses.

Market Realignments: Emerging economies and digital-first competitors are reshaping industries.

Step 1: Make Strategy a Continuous Process

Replace static plans with dynamic, iterative cycles

In a world where AI can process, learn, and adapt faster than human-driven processes, strategy must mirror this agility. Organizations need to treat strategy as a cycle of planning, acting, learning, and refining, powered by AI insights.

Practical Steps:

Frequent Reviews: Use AI-powered dashboards to revisit goals monthly or even weekly.

Feedback Loops: Gather insights from data at every touchpoint—customers, employees, and markets.

Real-Time Adjustments: Rely on predictive analytics to proactively adapt to market shifts.

Step 2: Think in Ecosystems, Not Silos

Collaboration multiplies impact

In 2025, success isn’t about standalone efforts. It’s about ecosystems that create shared value. AI-driven ecosystems amplify value creation, enabling businesses to scale operations and connect seamlessly with stakeholders.

Actions to Take:

Cross-Functional Teams: Break down silos and foster collaboration.

Build Platforms: Create ecosystems where data, services, and stakeholders interact seamlessly.

Partner Strategically: Use AI to research and uncover synergies across industries and build alliances.

Ecosystem Mapping: Understand how your offerings fit into broader customer journeys.

Step 3: Harness AI to Redefine Competitive Advantage

Data and algorithms are the new drivers of differentiation

In the age of AI, competitive advantage isn’t about resources or physical assets, it’s about how effectively you leverage algorithms and data. AI transforms raw data into actionable intelligence, enabling organizations to make smarter, faster, and more precise decisions.

Ways to Redefine Advantage:

Operational Efficiency: Automate repetitive tasks to reduce costs and improve speed.

Hyper-Personalization: Use AI to deliver tailored experiences at scale.

Dynamic Decision-Making: Deploy AI models to simulate scenarios and optimize outcomes.

Step 4: Balance Immediate Wins with Long-Term Vision

Short-term actions should fuel long-term vision.

Short-term wins are critical for momentum, but long-term vision ensures relevance. AI allows organizations to focus on both by automating immediate tasks and providing insights into future opportunities.

How to Execute:

Immediate Gains: Use AI to optimize current processes and improve efficiency.

Future-Focused Innovations: Leverage AI insights to identify disruptive trends early.

Horizon Thinking: Categorize initiatives into immediate (Horizon 1), emerging (Horizon 2), and transformational (Horizon 3) goals.

Step 5: Build Resilience Through Predictive Adaptability

AI empowers organizations to anticipate and adapt to disruptions.

Resilience in 2025 is about more than reacting to change; it’s about predicting it. AI excels at detecting patterns, forecasting disruptions, and recommending proactive measures.

How to Build Predictive Resilience:

Scenario Planning: Use AI to simulate market conditions and test strategies.

Early Warning Systems: Leverage machine learning models to identify risks and opportunities before they materialize.

Continuous Improvement: Enable AI systems to learn from every action and refine future responses.

Step 6: Lead With Purpose in an AI-Driven World

Purpose-driven AI creates lasting loyalty and impact.

While AI drives efficiency, it must be guided by ethical principles and purpose-driven leadership. Customers, employees, and investors demand transparency and values-based strategies, especially in AI deployment.

Actions to Take:

Align AI Use With ESG Goals: Ensure AI initiatives align with environmental, social, and governance principles.

Ethical AI Deployment: Establish clear guidelines to avoid biases and ensure fairness.

Purpose-Led Communication: Share how AI innovations contribute to broader societal and organizational missions.

Key Takeaways

1. Dynamic Process: Treat strategy as iterative and AI-powered.

2. Collaborative Ecosystems: Use AI to scale operations and create interconnected value chains.

3. Data-Driven Advantage: Leverage algorithms and insights to redefine differentiation.

4. Balanced Focus: Align immediate optimizations with future innovations.

5. Predictive Adaptability: Build resilience by anticipating and acting on disruptions.

6. Purpose-Driven AI: Embed ethics and societal impact into your AI-enabled strategies.

7. Geopolitical Awareness: Account for trade shifts, regional conflicts, and emerging markets.

Conclusion: Redefining Strategy for the AI Era

2025 belongs to organizations that can think boldly, act decisively, and harness AI to its fullest potential. By integrating dynamic processes, scalable ecosystems, and purpose-driven innovations, you position yourself not just to survive but to lead.

Here are three actions you can take immediately:

1. Embrace Agile Tools: Start conducting monthly or weekly strategy reviews to keep up with the pace of change.

2. Develop AI Literacy: Train your team to leverage AI tools for predictive analytics and data-driven decision-making. According to a recent study by McKinsey, businesses that use AI see a 25% increase in operational efficiency.

3. Align Short-Term and Long-Term Goals: Use frameworks like Horizon Thinking to ensure today's wins fuel tomorrow's innovations.

Remember, the success of your strategy lies in its execution. A well-crafted plan is only valuable when translated into measurable actions. What will your first step be toward building an AI-enabled, future-ready strategy?

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Is your product really worth the price? Do you often get asked this question because customers balk at prices, comparing your products to competitors' cheaper alternatives?

The statement is often like

"𝘞𝘩𝘺 𝘴𝘩𝘰𝘶𝘭𝘥 𝘸𝘦 𝘱𝘢𝘺 𝘮𝘰𝘳𝘦 𝘧𝘰𝘳 𝘺𝘰𝘶𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘸𝘩𝘦𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘰𝘯 𝘰𝘧𝘧𝘦𝘳𝘴 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘥𝘦𝘴𝘪𝘨𝘯, 𝘢𝘯𝘥 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦 𝘢𝘵 𝘵𝘩𝘦 𝘩𝘢𝘭𝘧 𝘵𝘩𝘦 𝘱𝘳𝘪𝘤𝘦?"

Well I'd say "𝗟𝗼𝗼𝗸 𝗮𝘁 𝘃𝗮𝗹𝘂𝗲 𝗯𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗽𝗿𝗶𝗰𝗲 𝘁𝗮𝗴"

Whenever I hear this, I always pivot discussing value. Here's the reality, there are two types of customers. Some willing to pay premium for added value, while others focus solely on the initial cost. But what if I told you that the higher-priced product could actually saves you money in the long run?

𝗧𝗵𝗲 𝗧𝘄𝗼 𝗘𝗻𝗱𝘀 𝗼𝗳 𝘁𝗵𝗲 𝗦𝗽𝗲𝗰𝘁𝗿𝘂𝗺

Lets place our products on the spectrum,

🅰 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗔 sits on one end. Costs half the price of product B, easy to repair, easily replaceable with a shorter lifespan

🅱 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗕 sits on the other end. Costs more upfront, designed to last longer, less repairable, but significantly more durable and reliable.

At first glance, product A seems like the obvious choice, right? It's cheaper and easy to fix. but what if we look deeper?

Consider these factors,

🏷 𝗜𝗻𝗶𝘁𝗶𝗮𝗹 𝗣𝘂𝗿𝗰𝗵𝗮𝘀𝗲 𝗖𝗼𝘀𝘁

🛠 𝗠𝗮𝗶𝗻𝘁𝗲𝗻𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗥𝗲𝗽𝗮𝗶𝗿 𝗖𝗼𝘀𝘁𝘀

⌛𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗗𝗼𝘄𝗻𝘁𝗶𝗺𝗲

♻ 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗟𝗶𝗳𝗲𝘀𝗽𝗮𝗻

When you factor in these elements, the total cost of ownership for product B can be half of the product A. why? Because while product A requires frequent repairs and replacements, Product B's durability and reliability mean fewer interruptions and lower long-term costs.

🔔 𝗗𝗼𝗻'𝘁 𝗳𝗼𝗿𝗴𝗲𝘁 𝘁𝗵𝗲 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁𝗮𝗹 𝗶𝗺𝗽𝗮𝗰𝘁!

There's another crucial aspect often overlooked. Environmental Sustainability. Constantly repairing and replacing parts for product A leads to more waste and higher resource consumption. Product B, with its longer lifespan and fewer replacements, is greener choice.

Therefore,

💰 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗧𝗼𝘁𝗮𝗹 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽: Consider all factors, not just the initial costs

🏋‍♀️ 𝗩𝗮𝗹𝘂𝗲 𝗗𝘂𝗿𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗥𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆: Fewer repairs mean less downtime and more savings

🍀 𝗧𝗵𝗶𝗻𝗸 𝗚𝗿𝗲𝗲𝗻: Choose products that are environmentally sustainable

🕊 𝗣𝗲𝗮𝗰𝗲 𝗼𝗳 𝗠𝗶𝗻𝗱: Choose the products and services that offers you peace of mind

Do you have any examples of product A and B?

Which product would you select, or offer your customers? How do you perceive the value versus cost debate in your position?

Share your thoughts in the comment below.

#sales #sustainability #productmarketing #customervalue #valuecreation #purchasecost #budget #pricing

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Subscriptions are everywhere these days, from waking up in the morning to going to bed and even during your sleep. Attractive pricing, connected credit cards, and easy to sign up on a single click, but do we know what we're getting into? How can we make sure we're not spending more than we should? Let's take a closer look at the world of subscriptions, and I'll share some tips on how to choose wisely and avoid getting trapped. Again, based on my personal experience.

The realization hit me hard: I had fallen into the subscription trap. A wake up call

The Subscription Trap: Netflix for entertainment, Amazon Prime for shopping, Kindle and Audible for reading, a gym membership for health, Spotify for music, Cloud storage space, Adobe Photoshop, and Lightroom for photo editing, and the list went on. I started subscribing to services because of need, convenience, and the exclusive services they offered. A free trial here, a discounted plan there, and soon, I was juggling multiple subscriptions. Back from vacation, I started planning my budget for the next vacation. I felt a pinch when I reviewed my yearly expenses; the seemingly small monthly fees charged to my account and credit cards were adding up, and I realized I was paying for rarely used subscriptions. The realization hit me hard: I had fallen into the subscription trap.

I began to analyze the accumulated costs of my subscriptions, comparing them to the actual value I was receiving based on my utility, gain, and usage. I realized that some of the subscriptions, like the streaming services and reading, were worth it; I use them almost every day, while others, like a yearly magazine subscription I rarely read that, was on an auto-renewal, were draining on my finances.

Maths of subscriptions

In our digitally driven world, subscriptions have become a norm. They are designed to look attractive and often appear to be affordable, charging a small fee on a monthly or yearly basis. However, these fees can quickly add up.

1. Accumulative cost: A €4,99 monthly subscription might seem negligible; a €10 monthly can be affordable, but it translates to €60 and €120 annually for these respective plans. If you're subscribed to several services, the costs can be hundreds or thousands of dollars yearly. And it's for a lifetime until you discontinue.

2. Sunk cost: A €6 annual subscription can be considered meager; if not used and if it is left on auto-renewal, it becomes an expensive sunk cost. People in the EU can understand how much cash balance they need to have to get this €6 paid as interest in a savings bank account.

3. Opportunity cost: The money spent on subscriptions could be invested elsewhere, potentially earning interest.

These hidden long-term costs can easily destabilize a budget if not managed carefully.

Marketing gimmicks behind the subscriptions

These subscription models use various marketing strategies to lure consumers; as I began to read and think more and more about it, I was able to identify a few of them that were a setting of a trap.

1. Free Trials: This is obvious; many subscriptions offer a free or discounted trial period. Once the trial ends, we are often charged automatically, catching us off guard.

2. Feel the taste: Some of them allow you to experience the full service and enjoy the taste, and hook you to continue the service.

3. Bundling services or subscription packages: Offering multiple services in one premium package can make subscriptions appear more valuable, a very basic package alluring to choose for a premium subscription

4. FOMO (Fear of Missing Out): Advertising exclusive content, package or limited-time offers, and promo codes can make subscriptions seem indispensable. In addition to that, the whole next level of social media promotion by influencers

These tactics align with the principles you can read in most books, such as "Influence: The Psychology of Persuasion" by Robert B. Cialdini, where the author discusses how commitments and social proof can be powerful motivators.

Subscription models also tap into human psychology,

1. Convenience: Subscriptions offer uninterrupted access to services, which appeals to our desire for ease and simplicity

2. Perceived Value: Small recurring payments often feel less burden affordable than large one-time expenses, even if the total cost is high over time.

3. Addictive Nature: Services like streaming platforms engage us with binge-worthy content, making unsubscribing hard.

Tips and Guidelines for a smart subscription choice

As illustrated by Daniel Kahneman's "Thinking, Fast and Slow," our brain's intuitive and deliberate systems play a key role in these decisions, often leading to impulsive subscriptions.

To avoid falling into subscription trap, consider these guidelines,

1. Evaluate you needs: Only subscribe to services that aligns with your interests and needs, that are essential and must have

2. Understand the full costs: Calculate the yearly expense of each subscription and assess its impact on your budget

3. Utilize reminders effectively: Set reminders for free trial end dates to avoid unwanted charges

4. Regularly review subscriptions: Access your subscriptions periodically to determine if they're still valuable, aligned, and must have

5. Read reviews and recommendations: Research others experiences and ask for feedback before signing up and make it a commitment.

Tips are easier said than done, I am going to elaborate it into clear steps for choosing or selecting the right subscription plan, these guidelines can help you navigate the decision-making process,

1. Identify your needs and preferences: Determine what you're looking for in a subscription service, classify if its entertainment, educational, or a shopping etc. Be specific about your needs and sort it as must have and nice to have

2. Set a budget: Decide how much you're willing to spend on these subscriptions each month. Stick to the budget to prevent overspending.

3. Compare different plans: Many services have different package and solutions. Compare these options to find the best match for your needs and budget

4. Understand the terms and conditions: We never have patients to read through, but always click "agree" in the end. Yet, its always good to understand what you're committing to, especially focus on cancallation policy and renewal methods and structure.

5. Consider the long-term value: Think about how often, and how long you'll need the service. Something interesting today, might become boring or unused over time. Assess the long-term before committing

6. Check for alternatives: Sometimes, free and/or cheaper alternatives may fulfil your needs without the need for subscription. This might be good idea to test the commitment level before moving on to a paid subscription commitment.

7. Utilise free trials wisely: When free trials are available, use it fully to explore the service before committing. Make sure to cancel before the expiration date to avoid charges.

8. Monitor and follow-up usage: Once you're subscribed, review how much you're using the service. If the frequency or the need has come down, and you're not using as much as you thought, consider a downgrade or canceling the subscription.

9. Reflect on emotional triggers: Todays social media ad campaigns are so attractive, so be aware of marketing tactics that might trigger impulsive decisions. Take time to reflect on all above points before you click on the "pay now"

Conclusion:

The allure of subscription models lies in their convenience and apparent low cost. But understanding the maths, marketing strategies, and psychology behind them is essential for making a wise financial decision. By implementing and following the guidelines anyone can enjoy the benefits of subscriptions without negatively affecting their personal finance. Therefore, the decision to subscribe to a service should be carefully considered and align with individual needs, preferences and financial situation.

Remember, a wise subscription decision is not just about the immediate satisfaction of gaining access to a service, its about long-term financial well-being and alignment with your objective to achieve something, with your lifestyle and goal.

If you had reached here, you must have found it interesting. Please do like, leave comments, share, and add your ideas and comments.

How are you managing your subscriptions?

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How do brands align in strategic partnerships in an era where customer experience defines success? My recent flight with Qatar Airways-Indigo's code-share alliance unraveled a glaring inconsistency, revealing a critical lesson in brand integrity and customer expectations. Join me in exploring this crucial aspect of modern business collaboration.

Customer experience at the forefront of strategic alliances

In today's consumer market, where customer-centricity shapes business success, aligning brand values in strategic partnerships is paramount. The symbiotic relationships between airlines through code-share agreements have been a testament to this trend. Yet, my recent flight experience with Indigo Airlines, as a code-share partner of Qatar Airways, reveals a glaring flaw in strategy, leaving me disappointed, uncomfortable, and questioning the integrity of the alliance. I decided to write an article as it provides an invaluable case study on the importance of maintaining brand integrity, customer expectations, and my insight into the ever-evolving landscape of customer experience.

The customer experience chasm: How an unpleasant experience unfolds

An Illusion of Uniformity

As a silver member of Qatar Airways, I boarded the Indigo flight expecting the same level of continuity in service quality I had always enjoyed with Qatar. But right from the outset, my experience began to unravel, eroding the experience that had been the hallmark of Qatar Airways. From questioned privileges to disorganized boarding and inadequate meal offerings to uncomfortable seating, the experience was marred by inconsistencies, disappointments, and a lack of empathy.

Customer experience management is not just about meeting expectations but about exceeding them. Today, a traveler like me seeks continuity in the quality, service, and brand promise. Unfortunately, after paying for services to Qatar Airways, my experience as a passenger on an Indigo flight under the code-share partnership with Qatar Airways exposed significant disparities in service.

Qatar Airways has long been recognized for its premium offerings, and its standard offering is above industry standards. Its flights, facilities, personalized services, gourmet dining, and essential to premium inflight experiences have garnered a reputation for excellence. Conversely, Indigo Airlines has built its brand around efficiency, affordability, and reliability.

At the same time, it works for domestic flights in India; this positioning contrasts sharply with the premium experience that Qatar's loyal customers have to expect for an international flight experience. The misalignment between these two different brand philosophies became evident during my flight. Therefore, there is a significant risk of diluting the brand value through misaligned partnerships.

The code-share partnership between the two airlines brought into sharp focus the inherent risk of aligning two fundamentally different service models. Qatar Airways, known for its premium positioning, failed to align its brand values with Indigo, a non-premium service provider. The resulting incongruity eroded trust and tarnished the customer experience.

Although code-share agreements can broaden networks and provide customers with more options, they must be executed with a careful evaluation of brand alignment/compatibility. My experience with another partner, such as British Airways, was very good and equal.

Brand alignment: Qatar's Premium vs Indigo's Non-Premium PositioningThe bedrock of successful partnerships

Brand alignment is more than a business strategy; it's a leadership commitment to ensuring that partnerships reflect and reinforce the core values and promises that define a brand. The mismatch between Qatar's premium service and Indigo's affordability-focused approach serves as a poignant example of the challenges that ill-aligned partnerships can present.

We must recognize that every partnership is an extension of the brand. An inconsistent partnership can lead to confusion, disappointment, and losing loyal customers.

Navigating the customer experience landscape: From Disappointment to DelightLeading with Empathy and Insight

The insights gained from this experience are not just relevant to airlines but extend to all industries where customer satisfaction and engagement are paramount.

1. Personalization and Expectation Management: Meeting customer expectations requires a nuanced understanding of the segments - preferences, needs, and anticipation throughout the journey. A silver member's privileges should be acknowledged, not questioned, demonstrating respect for loyalty. 

2. Catering to Diverse Needs: From the inflight meal to amenities, catering to the diverse needs of customers is crucial. It demands foresight, empathy, and willingness to go the extra mile. I cannot believe the fact that there was no pillow on the Indigo Airlines flight, which is a basic need for travel comfort.

3. Organization Efficiency: Smooth boarding processes, efficient luggage handling, and clear communication are non-negotiable aspects of a delightful travel experience. Disorganization can lead to customer dissatisfaction and adversely impact brand reputation. 

Leadership in customer experience is about empathy, foresight, and strategic alignment. It's about seeing the customer journey as a series of touchpoints and an orchestrated symphony where every interaction matters, especially in a partnership where the same experience should be guaranteed, as the touchpoints are constant.

Therefore, the experience emphasizes that strategic partnerships must be approached with discernment, aligning not only with business objectives but also with the brand's core values and customer experience philosophy.

A vision for the future of customer experience and a call for strategic alignment in partnerships

Conclusion

The partnership between Qatar Airways and Indigo Airlines offers rich lessons in brand alignment, strategic thinking, and customer-centric leadership. By understanding customer journeys, recognizing the brand values, and approaching partnerships with wisdom and insights, businesses can forge alliances that resonate with customers, enhance reputation, and foster a harmonious customer experience.

In today's world, where customer loyalty is gold and brand reputation is a fragile treasure, navigating strategic partnerships with wisdom and customer-centric focus and approach is not just a leadership skill but a strategic imperative. 

Our ability to learn from such experiences and apply these insights will shape the future of customer experience, fostering trust, loyalty, and lasting success.

I would love to hear your thoughts on the role of customer experience in strategic partnerships. Have you encountered similar scenarios? Share your views or experiences in the comments below!

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You are a dominant leader in the market, a monopoly when you have the first-mover advantage. Your products and services are unique and not easily irreplaceable. If you are a cost leader or the business model is highly capital-intensive. Otherwise, you are susceptible to competitions and imitations. 

Let us say you have a unique product or a service provider in the market. You are a market leader until an IP protects your product, or a competitor will find a way to work around to provide similar products or solutions. Usually, this happens during the growth phase. The moment IP expires, you will see the copies or imitation flooding the market and wonder how they can sell at a lower price, less than the unit cost of the product incurred by you. As the product enters the maturity phase, you start to see your revenue declining, profitability shrinking, and market share. Furthermore, you get this question brainstorming in the boardroom or a strategy meeting - What's your competitive strategy when the competition and the imitations threaten your market leadership position? 

How to outsmart the competition and make the imitations irrelevant? 

Some firms still work to find an answer, while few are unable to and eventually perished. If you are one of the intelligent firms that monitor the product portfolio performance and the product's age in its life cycle, be aware of the market trends & external factors and constantly monitor the consumers' changing behaviors and requirements. You already know the answer to the question.   

As a marketer, product manager, and strategy enthusiast, I love learning and constantly looking for inspirations from almost everything I see. 

This article is a story from my recent hunt for a good cup of coffee, how I ended up becoming a customer of Nespresso after what I saw inspired me. Their competitive strategy how Nespresso managed to outsmart the competition, and all their efforts to make the imitations irrelevant. I've written this article based on my perception and review of the product as a customer. I have to mention a spoiler alert already that there are no stats for nerds - just a story!  

My journey from "Madras filter coffee" to Nespresso

Ever since I moved to Belgium, as much as I enjoyed the taste of the delicious dark chocolates and the best beers brewed on the planet, it took a while for me to settle on the coffee. I was trying to find the best match for the "Madras filter coffee," which is part of my life since childhood and very much lifeblood for any coffee lover from the south of India.

I have tried all the alternatives, including the instant coffee varieties from Nescafe, Douwe Egberts, but couldn't get the taste. I tried brewing decoction from the grounded coffees of Douwe Egberts, Jacobs, Lavazza, and illy and tried dark roasts from star bucks, using the drip-type filter I brought with me and the Machinetta I purchased in Antwerp. The taste was better, but I noticed I was spending more time preparing a cup of coffee as to brew the coffee, waiting for the boiling point, heating the milk, foam it up with a handheld milk frother; it was more time consuming when I had to clean up the place and do the dishes. The milk frother needed batteries to be changed frequently.

As working from home became a new routine, I must admit that the need for coffee was more than once per day, and I don't want to spend 10-12min preparing a cup of coffee. I wanted to have a good taste, rich aroma as well to brew it faster.

My final decision was to buy a fully automatic coffee machine that will brew from coffee beans. Still, an original espresso machine was over my budget, and it is also a time-consuming process to make a cup of cappuccino. I was also not sure if I can maintain it properly. All I needed was a simple, easy, convenient to prepare a cup of coffee in a short time.

I wanted a good refreshing taste, rich aroma and didn't want to spend much timepreparing a cup of coffee.

Whenever I want to buy something new, especially when it is a high-value item and for continuous/long-term usage, I always consider five key points before I make a purchase decision a) What's my purpose b) Buy the latest available product/technology, so I don't have to bother about obsolesce or upgrades for at least next X years c) Weigh and compare the solutions available in the market, look at reviews d) what's the next best alternative e) Ensure value for money I am willing to pay & low cost of usage and maintenance.

After several contemplations (pods over beans/grounded coffee, costs), I chose Nespresso for its convenience and many varieties of coffee flavors. Along with an electric milk foamer, it takes less than 2min to make a cup of refreshing coffee. I'd prefer to have one or two Nespresso shots during the weekends or the noons, and I like it with 85% cocoa dark chocolates or some cookies.

Finally, when I chose the right product matching my needs, I found the story/reasoning behind the product exciting, and I was able to find an answer to the question with a real-time example inspired by Nespresso's innovation

All right, I know you are focused on the question; let's get into the topic straight away.

The external factors that affected Nespresso, in my view.

Nespresso uses grounded coffee beans filled in an airtight capsule that goes into a slot inside a custom-designed coffee machine. Pressurized hot water will pass through the capsule, Which will perforate the capsules' cover and then brews coffee by passing through it, falling into your cup. These machines' key feature is to aerate the grounded coffee beans and produce a rich aroma and tastier coffee with thicker crema (foamy layer formed by cream from the coffee bean, very typical for an espresso) as good as an Espresso coffee machine.

Nespresso made these machines available from very top kitchen appliances manufacturers like Krupps, DeLonghi etc., with their branding on the machine. Several models are available based on the size of the cup or the portion of serving. Although the machine is a one-time sale to the consumer, their major part of the revenue stream is through the sales of the coffee capsules. These machines have custom-made cavity compatible only for the capsules from Nespresso.

1. The rise of competition and reusable capsules

The conflicts started when Nespresso started facing other manufacturers making machines for the capsules. It became more intense when other coffee brands started making capsules compatible with the Nespresso machines. It was because Nespresso patents began to expire in 2010w. More than ten players, including major players like Starbucks, Lavazza, L'OR espresso, Java, illy, Garibaldi, Gimoka, Givalia, Gran maestro Italiano, saw this as an opportunity to enter the segment and started selling their coffee flavors in the capsules compatible for Nespresso and started to get some incremental revenue. At the same time, Nespresso lost these consumers. A few added reasoning by promoting Aluminium capsules instead of plastic and recyclable/biodegradable capsules in addition to the price difference compared to Nespresso.

One can also argue that these brands' loyal customers might opt for Nespresso machine for convenience and enjoy their favorite flavor. Yes, it is possible.

Some reusable capsules manufacturers started promoting the need to reduce the usage of one-time use capsules. They made reusable stainless steel capsule designs compatible with the Nespresso original machines. They can be filled in with any grounded coffee flavors available in the market. Just by typing "Reusable capsules for Nespresso" in google search or on amazon.com, I could find at least ten different suppliers for these types of capsules, including all kinds of accessories.

As a consumer, this was one of the influencers for choosing the Nespresso machine to prepare a coffee cup faster than the machinetta using any grounded coffee. As a marketer, I felt it could threaten Nespresso capsules' sales and had my doubts about its performance. The reviews were of mixed opinions. I asked for feedback from few people in my network about these reusable capsules and their experience. Very few had tried, and the feedback wasn't good; they had the coffee flushed out as the lids were not working correctly, and it had spoiled the machine. I haven't tried it yet.

2. The need to address the demands of the local consumers

As I mentioned in the beginning, Madras filter coffee is a lifeblood for the South Indians; what I noticed in Europe people loved their espressos' shots with crema on top it. While in the United States of America, with my personal experience after traveling there frequently, I can say the style, taste, and requirement of the coffee portion was different from the above two consumers. E.g., I have noticed people filling up the coffee in a mug typically with a capacity of more than 120ml, 200ml, 350ml, and 400ml, and it goes by the name short, tall, grande, venti, etc. You can see them on the menu of popular coffee shops like Starbucks, Dunk-in donuts, etc. Nespresso must have realized the US market's potential; they could not address the market due to a lack of product suitable for the local consumers.

How did Nespresso address these external factors?

Nespresso launched its new VertuoLine of the coffee machine and an intelligent capsule design that addressed all of the above needs for the consumers to outsmart the competition. 

My experience at the Nespresso Boutique

Nespresso has an omnichannel presence in major markets; one of the weekends during the lockdown when the shops are allowed to open, I decided to visit a Nespresso boutique at Antwerpen. After waiting in the queue, of course, with the social distancing, I got my turn to enter the boutique.

After reviewing the details online, I went inside with a mindset to get one, either the original or the VertuoLine. It was a shame, due to the COVID restrictions, the fun part of the experience where I could try the machine along with some coffee to choose the machine was missing.

The person who attended me explained the new machine without missing detail and answered all my questions. I was impressed with the new VertuoLine machines' changes, the technology behind the operation, and a new intelligent capsule design, and it certainly caught my attention. To influence my decision, the person reminded me about the introductory offer price of €79 compared to the regular price of the machine, €199, and the discount was applicable along with the purchase of 100 capsules in one shot. I see now the offer has changed to 200 capsules and only for the automatic machine. 

The lowest price of the original machine is €99, and they had priced the new machines smartly to keep away anyone thinking about the cost of investment of the machine. Given the features of the new machine, it was a good deal. Purchasing 100 capsules in advance does not make a big difference as you need them for making coffee.

How did they outsmart the competition?

I went home and made myself a cup of coffee with the new machine. I have used Nespresso at the office and at various places I have visited but never thought about it or bothered it's behind the scene. While I was sipping my coffee, I couldn't resist my curiosity to know more about the journey of Nespresso and the evolution of the coffee in the capsule. As a marketer, this question was always in mind, and I wanted to know how Nespresso did it.

The answer to the question is "Continuously Innovate, this includes both the product and the business model, ADD VALUE, manage your customer experience and create your own market"

1. The new innovative coffee machine that impressed me

I bought the Nespresso Vertuoline Plus Silver Round, and it was completely different from the original versions of the Nespresso coffee machines. They said it operates with a new blend-specific new technology called "Centrifusion technology," which was their innovation that helps shift the market from the old version to the latest version. I recommend watching the short video I had linked below to understand the technology. Eventually, this will help address both the issues that I had mentioned earlier in the article.

In addition to the technology, I liked the simple design and very easy-to-use concept. The top head cover automatically raises when you pinch with your finger. You have to place the capsule inside the slot and tap the head again to close the top cover. Finally, press the button on the head of the cover. In a few seconds, you'll see the hot coffee falling into your cup, and this is the simplicity and convenience that I was looking for—no complications with many buttons.

It's been more than three months since I have been using it. The machine works flawlessly, and I have tried almost all the flavors. I must admit that I am not a coffee connoisseur; I cannot differentiate between the original espresso machine and the capsules, but I enjoy the rich aroma every time I brew them. The taste is fantastic.

2. The new smart Vertuo capsule design

As I mentioned, it is effortless, and they made it possible by providing intelligent capsules. These capsules have a barcode underneath the rim that communicates with the machine. These capsules are available in several sizes and flavors. As soon as it reads the barcode, the machine recognizes the capsule's size, the portion of coffee, and the type of coffee beans. "Its intelligent extraction system provides an extremely high level of precision as the system recognizes, through barcode technology, each Grand Cru and adjusts the extraction parameters such as temperature, flow rate, rotational speed, and the time that the water is in contact with the coffee to brew each blend in the most optimal way" as mentioned by Nespresso.

Nespresso believed this would revolutionize the North American coffee market with its new VertuoLine. The machine and capsules are ready to serve in a wide range of portions such as 40ml, 80ml, 150ml, 250ml, 414ml, and they were able to address the North American consumers' requirements. 

Unlike other machines with different buttons on the panel for selecting different pouring sizes, Nespresso managed to get the above portions served after a click of one button. Notable, isn't it? Remember, this is what precisely I was looking for simplicity and convenience.

Initially made for the North American market, they launched the VertuoLine in France in 2016, enabling them to persuade customers to shift to the new machine and capsule design. It helped them create their market, attract new customers, and keep existing customers from staying away from the 3rd party capsule or reusable capsules. They also assured the best collection of flavors of coffee beans from around the world, which helped them make imitations irrelevant.

This is what is HBS refers to as reverse innovation! If you are interested to learn about the concept, click on the link to visit the Harvard Business Review page to watch a short video explanation.

3. Focus on sustainability

The new vertuo capsules are attractive and nicely packed in these airtight Aluminium capsules, making them more sustainable. Nespresso also offers recycling bags that can be deposited back at the boutique with the used capsules. They recycle the Aluminium and reuse it for making capsules and use the soiled coffee waste as a natural fertilizer for agriculture. If you are interested to know the journey of the Nespresso machines and capsules, I recommend visiting their website to learn more.

That's how Nespresso's innovation outsmarted the competition and made their imitations irrelevant.

As a customer, I am very much happy with my purchase. As a marketer, I am very much inspired by Nespresso's innovation.

What is your competitive strategy when the competition and the imitations threaten your market leadership position when you realize the revenue, market share, and profitability are declining?

Got an inspiring story? Or an example for sharing? Or have any feedback, please feel write in the comment box. Hope you enjoyed reading.

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The study & comparison of circular economy over the linear economy has been going on for a long time. However, the transition to circular economy is not straightforward as it calls for a change through innovation in the entire ecosystem of operation of business model.

Linear economy is focused on disposal at the end of the life cycle, whereas circular economy focusses on maximize utilisation of resources, recycle and eliminate waste

The linear economic model is focuses on the disposal of goods produced after the usage and its life cycle, whereas the circular economy looks upon adding more sustainability in reducing or eliminating the waste by recycling the goods as much as possible at the end of its life. This means maximizing the utilisation of the resources, product life expansion, thereby, creates a need for an innovation for the companies to build the ecosystem.

In this article I am going to discuss about the changes required for adopting circular economy, focusing on three key areas that needs innovative approach, namely product, supply chain & integration of products and services

The business model is not same as the revenue model.

Business Model

Linear model: Make, distribute & sell, use and dispose

Linear economy model as mentioned in the graphics above focuses on making or producing the goods, distribute and sell the goods from the manufacturer to the buyer who is also the end user. The end user owns the goods and maintains it over the lifetime and takes care of the disposal at the end of life. Manufacturers or OEM can have dealers or traders as channels who play an extended role in distribution, sales and services of the goods.

Circular model: Make, distribute, use, reuse, repair, refurbish, remanufacture & recycle

Circular economy emphasises on recycling and re-use of the goods by repairing, refurbishing and remanufacturing at whichever stage it is possible. Unlike the linear model, the manufacturer takes the ownership of the goods & services in this model. The end user can have the product for usage based on agreement with the service provider/manufacturer after which manufacturer takes it back, reuses the product to refurbish or remanufacture into a new one.

However, one may claim that reuse happens in the linear model, yes, it does, but more towards repair, service, and re-use or sale as second-hand what we call as pre-owned or used goods. but in the end the disposal is in the hands of end users who ever it is and the wastes from all the process during manufacturing is also disposed.

Revenue Model

The Linear model generates revenue by selling the goods to the user and charge the user for the after sales service, whereas Circular model focuses on providing product as a service where users can pay as per utilisation either a fixed period contract or it can be a performance based contract

A simple example, A car manufacturer sells a new car through its distributor to a customer who will then own it, use it, maintain it by servicing frequently. In this case the customer avails finance from a bank. After the lifetime of the car, it can be refurbished and sold as a pre-owned car and get the ownership transferred. At the end of life, the car is disposed in a scrap yard.

Consider, the same new car is provided to the same customer on lease for a short term or long-term where customers can choose to pay the dealer or manufacturer a fixed amount per month or annual basis either based on period of usage or based on the km/miles contract. The customer can then return the car after the usage expires and get a new car of the same model or can avail an upgrade to another model. In this case the ownership of the car is with the manufacturer or a dealer. This enables manufacturers to take control of the car after return, to remanufacture the parts and components to quality same as a new part or use of a recyclable material that can be reused to make into a same new part. This way the waste is reduced or eliminated to form a circular economy. For the customer it offers full flexibility, pay for usage, well manageable within budget as it brings peace of mind with no ownership.

These revenue models can be applied to both the business models, the later is more complementary for the circular business model as the ownership of the product is with the manufacturer and the service provider who is also responsible for the making it re-useable and recyclable.

Another example is Apple offering recycling of their products to their customers at free of cost upon return (broken ones) and incentives to customers in the form of trade-in of old phones (working condition) for a new one with discounts. By this way, Apple can recycle the old products and add to circular economy.

A simple example, A car manufacturer sells a new car through its distributor to a customer who will then own it, use it, maintain it by servicing frequently. In this case the customer avails finance from a bank. After the lifetime of the car, it can be refurbished and sold as a pre-owned car and get the ownership transferred. At the end of life, the car is disposed in a scrap yard.

Consider, the same new car is provided to the same customer on lease for a short term or long-term where customers can choose to pay the dealer or manufacturer a fixed amount per month or annual basis either based on period of usage or based on the km/miles contract. The customer can then return the car after the usage expires and get a new car of the same model or can avail an upgrade to another model. In this case the ownership of the car is with the manufacturer or a dealer. This enables manufacturers to take control of the car after return, to remanufacture the parts and components to quality same as a new part or use of a recyclable material that can be reused to make into a same new part. This way the waste is reduced or eliminated to form a circular economy. For the customer it offers full flexibility, pay for usage, well manageable within budget as it brings peace of mind with no ownership.

These revenue models can be applied to both the business models, the later is more complementary for the circular business model as the ownership of the product is with the manufacturer and the service provider who is also responsible for the making it re-useable and recyclable.

Another example is Apple offering recycling of their products to their customers at free of cost upon return (broken ones) and incentives to customers in the form of trade-in of old phones (working condition) for a new one with discounts. By this way, Apple can recycle the old products and add to circular economy.

The shared model is more like an Uber, Ola, Lyft type of aggregator driven models that focuses on maximum utilisation. The omni channels rentals like Hertz, Avis also belong to the same model. They serve as an extension in the economy in addition to the manufacturers, dealers or service providers, but we are not discussing this in this article.

Adopting the circular economy needs change and innovation to build an ecosystem

While it might sound so simple, adopting a circular model needs change management, especially when moving from a linear model in the B2B market. Reading more about this, made me curios to think what are the focus areas that will call for a change and an innovative approach to build the required ecosystem.

Hence, the three important focus areas that I want to discuss for changes in order to have great influence and impact on building an ecosystem for circular economy

1. Product

2. Supply Chain

3. Integration of product and services

Let's start with the customer value proposition. In the linear model, the value proposition for a customer is based on the investment required to buy the products, the performance and quality of the product that allows them to use it successfully to generate revenue and finally the maintenance and serviceability that determine the total cost of ownership, in the end define the customer profitability.

In circular model, Customer value proposition changes from total cost of ownership to higher utilisation and lesser or no downtime

How does it change for customer moving into a circular model? Well, the ownership will no longer be an important decision criteria as the burden of financing moves to the responsibility of the manufacturer or the service provider. The performance and quality will still be an important factor. The total cost of ownership might change towards looking at the availability at all time for maximum utilisation and a low or no downtime.

Customer/User will no longer tolerate or might not consider the failure or breakdown of the product as it will become the responsibility of the manufacturer or service provider to make sure a working product with the quality and performance is always available at all time. Hence, the customers will pay for the usage and/or based on the performance.

Customers will no longer see products and service as two separate contact points

This is with an understanding that the product sales and service will be no longer seen as a separate organization or contact points to the customer, hence, the concept of a service provider comes into the picture. These become the touch points for the customer where a customer can take charge of the product, use them, return them after usage or for repairs or maintenance. The customer will expect a new product as an exchange upon return since they pay for the usage. Customers will also expect these touch points to be as close as possible and hence the location and the network of service providers becomes an important in the implementation.

Customer will need the product available at all times as they pay for usage

The manufacturer and its service provider should replace the product at the point of sale upon return of any defective product so that customers usage is not affected while they can repair/refurbish the product in the background and make it available for a next customer. Segmentation of the target customers based on their needs and contracts is also important at this stage.

The availability of the product at all times with the right level of inventory plays a key role in the circular model, therefore inventory management at these touch points is an important factor to be considered.

An effective supply chain management is required not only for forward logistics, also for the reverse logistics

This means the reverse logistics of the defective parts or components needs to be handled for repair, remanufacturing and recycling in the whole value chain process. This calls for a state of the art, modern supply chain management to ensure customer satisfaction.

Product innovation should consider the product life extension, maximum utilisation & reduce waste

Having said that the ownership of the goods/product is with the manufacturer or service provider, it adds to their responsibility to design the product with innovation considering the circular model. That is, design for ease of repair, refurbishment, remanufacturing and recycling.

The key to innovation relies on understanding the effect of usage of the product on its life based on customer requirements in order to achieve the product life extension. This will help in maximising the utilisation of the resources at all stages of manufacturing to establish the process of repair, refurbish, remanufacture and recycle processes. The end goal is to re-use and recycle to reduce/eliminate waste.

Therefore the product innovation is a primary requirement and it is important to look into modular designs of the product and obtain standardisation where ever possible in order to avoid product complexities. This helps to reduce waste and the downtime at all stages of the circular model.

Connected IoT and digitalisation will help in traceability & monitoring the usage, life of the product and its journey during the circular model

The traceability at all stages raises the hands to show its significance as the product which is with customer needs to be monitored for usage and upon return the traceability of the lifespan of the products and its components that goes through the reverse logistics also needs to be monitored. Therefore, smart, connected IoT systems and digitalisation platforms in the supply chain will bring transparency in both inventory and customer management. In the end it will help gain more trust and loyalty with customers.

A smart pricing strategy to ensure all costs are covered

All these changes involve the costs of development of product and establishing processes, costs of manufacturing, costs for repair, refurbishments and recycling that are included by the manufacturer, in addition to the responsibility to ensure availability for customers. These are factors that important for a manufacturer to consider in their pricing strategy and remain with an attractive offering to customers.

It is important to communicate the value and benefit of product offering from a circular model

It is an important task of marketing to communicate the value of both the solution and the positive effect of the circular model on the sustainability. As today, many companies have adopted sustainability reporting to ensure reduce carbon footprint, preserve nature, use of recyclable materials, go green initiatives, renewable energy, reduce emissions etc.

Product innovation, state of the art supply chain management and integrated service with product are three focus areas that I have considered, however, the focus is not limited to these three areas there are many other areas and factors that will need change, please do list them in your comments below

Hope you enjoyed reading, please do share your thoughts in the comments.

#circulareconomy #marketing #strategy #economy #manufacturing #customer #sustainability #innovation #management

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Ever since digital India was born, it has nurtured the growth and transformation of many industries and sectors in the Indian market; e-commerce - e-retailing segment that serves as a marketplace - an online platform that brings together consumers with sellers is the biggest beneficiary among them. 

While it’s easy to mention it as an online retail platform as it appears to be for a consumer or a seller, the mechanics and strategy behind the screen is so humongous that got my attention and made me curious to follow every buzz around the segment – especially in the past few months. I got very much excited when I noticed my notification screen popping up with a news announcement of reliance industries strategically reinventing themselves as technology platform companies with the plan to enter into the e-commerce segment and launch their online retail platform. After revolutionizing the mobile telecom segment with Jio, I am eager to see how reliance will be a game-changer in the e-commerce segment that many players like Amazon already dominate, Flipkart, Paytm, Myntra, Shopclues, Snapdeal, and a few more dot com’s 

I remember clicking on a notification on my mobile; within a fraction of a second, I read “Walmart Flipkart Acquisition” US retail giant Walmart Inc buys 77% stake on India’s one of the largest online retailers Flipkart for a mega-deal of $16 billion. 

A month before the above news was the announcement of PayTM, India’s leading fintech & growing online-retail company raising INR 3000cr from Japan’s Soft Bank, which acquires a 21% stake in the company. The firm is already backed by China’s leading firm, Alibaba, and Alipay, with 46% stake in the firm. 

Amazon, the US firm lead by its founder Jeff Bezos announced $5 billion for the Indian operations considering the growth potential.

My curiosity increased further to study the factors influencing the firms' attractiveness to invest in the Indian E-retailing segment & the strategies that are driving the success of the firms in the industry. 

Below are the basic factors that are the attractiveness of this fast-growing market in my view, but not limited to 

• The demography of 2nd largest population of the world 

• High penetration of Smartphone & Mobile network 

• Ease of online payment transaction

• Changing consumer behaviour and expectation

India is the 8th largest consumer market in the world. The age structure of the 1.3 billion population is attractive, with 31.2% of the population are children between the age of 0-14 years and 63.6% of the population consisting of teenagers, college students, married, parents, relatively senior members of the family but overall a major group of the working population. Only 5.3% of the population is above 65 years.  According to an interesting report by BCG the consumption expenditure of Indian consumers is growing at the rate of 12% is more than double the anticipated global rate of 5%, and will make India the third-largest consumer market by 2025. 

India is second largest mobile market in the world

India is the 2nd biggest mobile market and accounts for 10% of the global smartphone sales. It is expected to have 530 million smartphone users across India by 2018. Internet penetration in India is likely to grow to 55% or more by 2025 when the no. of internet users reaches 850 million. It was also mentioned in the BCG report that there is a significant increase in the online buyers, the total value of e-retail to reach $130 billion to $150 billion, 8 – 10% total sales by 2025 with online buyers climbing from 300 million to 350 million by 2025 with the growth of elite and affluent households. Source: BCG analysis report. 

You must have noticed I read all the news from my mobile apps!

Mobile wallets will be promoted by respective firms ; quality of internet will improve

The fast-emerging market, India, has seen a rapid increase in usage of cashless payment modes, especially after the demonetization. There has been a significant increase in the no. of payment modes such as mobile wallets, mobile banking, internet banking, credit card, and debit card usage. These are definitely shaping up the online retailing market as a major enabler towards growth and expansion. PayTM is a prominent player as it has a major subscription to its mobile wallet app. other apps include NPCI UPI, Mobikwik, Phonepe, Google Tez. Amazon is trying to attract their consumers towards amazon pay. Flipkart acquired Phonepe in April 2016. Cash on delivery is also available with most e-retailing firms. Reliance will have the edge over the other firms as it enters the segment with the power of Jio, which is focusing on both the mobile internet penetration and the Jio money. The size of the eCommerce will hit US$ 200 bln by 2026, according to ibef report

Electronics and apparels are the most consumer products among consumers; Online groceries are picking up well with the focus of bigbasket.com, amazon pantry. The baby products, beauty, and personal care books still have their preference to buy online. Home and furnishing are showing improvements in the marketplace with more awareness. This is where consumer behavior is still requiring the touch and feel of the offline brick-and-mortar stores. The trust with e-retailing is continuing to grow with more promotions and awareness. These firms incentivize the consumers to purchase online with lower price availabilities, free deliveries, and return policies. The omnichannel expectation of the Indian consumers still prevails dominant and is a greater challenge for the e-retailing firms. 

Let’s look at the strategies,

While these firms' strategies are more appearing to be influenced by “economies of scale” and/or “economies of scope.” E-retailing is the best example of the segment where I can see firms maximizing values through cross-selling and up-selling.  It got interesting when I was trying to understand the firm's strategy towards a product, operation, supply chain, and consumer, which I grouped as the main pillars that form the backbone for India's e-retailing segment noticed that a pattern that these firms had one or more combinations of these pillars as their core-competence, which helped to acquire more customer base. They also signal the strengths and weaknesses of these firms.

The five main pillars that forms the back bone of the e-commerce in India to according to me,

1.    Technology & Innovation

2.    Customer management    

3.    Network of suppliers

4.    Logistics and Distribution

5.    Outreach the Market

To increase the firms network effect in both the supply and demand side

Technology & innovation includes the development of an online marketplace such as mobile apps and desktop websites. It’s even more how the mechanics and algorithms work behind the screen to increase the network effect. This is where big data analytics comes into the picture for analyzing the consumer's activities and past purchase behavior and linking it to the activities to predict or to anticipate the next item that a consumer will purchase. This is linked to the availability: getting the item closer to the consumer to speed up the delivery. Machine learning and artificial intelligence play a key role in understanding and helping the industry understand customers' behavior to provide better solutions. In simple words, these technologies help the firms to list the interesting items that a consumer is likely to buy on-screen upon login and influencing him/her to buy it and complete the transaction.

Customer management is more to increase customer loyalty towards the firm and to cause a positive network effect. To provide a rich consumer e-retailing experience, retain and encourage repeated purchases using the above technologies and product offerings. Obviously, it is to increase traffic, and in the end, it’s all about increasing the no. of subscription on consumers with their firm. This provides major data for these firms to perform data mining and the buzz word big data analytics. Amazon offers amazon prime, a kind of loyalty subscription program, amazon pay. Flipkart has the plus program with the benefits of faster delivery, return policies, etc. At present, there is a meager switching cost for the consumers, and the competition between the firms with promotional events and discounts is also increasing the firms' costs. The challenge here will be to reduce the firm's costs and differentiate to make the switching costs higher for the consumers.

For me, as a prime member, Amazon has the most product categories offered along with the e-retailing options that include amazon prime video, amazon prime music, the Kindle readers. They also offer the private labeled item with amazon basics at a lower price. At the same time, Walmart-backed Flipkart offers the experience part with faster delivery with its plus accounts. I strongly feel Amazon will face tough competition from reliance e-retail than Flipkart as Reliance Industry has Jio mobile internet service provider. It offers the whole package with the MyJIO app, including JioMoney, Jio TV, JioMusic, JioCloud, JioNews, JioChat. I like the Jio4GVoice app that makes an app into a phone using a wifi-router. The Alibaba-backed Fintech PayTM offers almost equal products except for the music, movie, and cloud, but besides, they provide recharge, bill payments, ticket booking services. PayTM started with the mobile bank recently. These are certainly consumer attractions with economies of scope.

The network of suppliers is basically to increase the network effect of vendors and supplier base. It depends on the network effect, i.e., traffic and the no. of subscription of consumers that the firms have. The more the traffic, the more the orders and the supply chain keep moving busily as it will attract more suppliers and vendors to list the products on the marketplace platforms. This allows keeping the costs low for the supplier with the help of predictive analysis using the technologies with proper forecasts and maintaining economies of scale. Offering attractive incentives to the suppliers and negotiating payment terms. Also, having a low-cost supplier is important for the firms because of prevailing competition between the e-retailing firms. Walmart, in my understanding, has the competence and can enhance Flipkart with its learning; they will still need to adapt to the local regulations, and here is where the local competence of Flipkart can go handy for Walmart.

This certainly opens up the market and growth for the small and medium scales industries in India. 

The logistics and distribution play the major role as it fulfills the major part of the consumer experience. The delivery of the ordered consumer goods in good condition and in the given time is considered as quality service. Any consumer mostly expects a faster and prompt delivery. Significance improvement has been seen in the operations of the e-retailing firms with the establishment of warehouses. E.g. Amazon and Flipkart. Amazon has the most advanced fulfillment centers and transportation services. Flipkart also has its own distribution network, namely Ekart logistics, and Walmart can bring its high expertise on the supply chain management to Flipkart. 

Omni channel experience of the consumers drives the firms strategy

In recent times, the shift from online to offline and Offline towards online is happening with the Amazon stepping into the physical stores, Walmart acquiring Flipkart, the announcement of Reliance industries plan to venture into e-retail. This shows customers' omnichannel experience requirement still plays a role in the firm's strategies and business model. Reliance can make use of its Jio outlets as touchpoints for its e-retail consumers. Amazon is already trying out with the local shops to be the delivery pick-up points. 

Outreach the market, as mentioned in the statistics, all the factors influencing the e-retail segment are expected to penetrate the tier 2, 3 cities, and rural segments. This offers a great market penetration and expansion for growth for the firms in e-retailing. Therefore the above-said pillars form the strengths and weaknesses of the firms. The competing firms that are stronger with the factors and the network effect continue to expand in the other tier cities, and rural regions have the most way to become the leader in the Indian retailing segments. All the operations above will also create huge employment opportunities in the emerging Indian market.

This summarises my findings and understanding of the e-retailing segment, and I feel there is a lot more to learn. Looking forward to much more interesting news, changes, and innovative transformations in this segment. 

If you had reached here, you must have found it interesting. Please do like, leave comments or messages to add your ideas and comments.

Disclaimer: Ideas and views expressed in this article are my own views based on the understanding from references in the links provided within articles and learnings from my business studies, personal experience, and assumptions. The article is only for reading and does not rely on them for any purpose or executions. The respective companies own the logo and webpage on the pictures. With due respect, utmost care is taken to provide credits with the sources' links for the information obtained from an internet source. Please read through the articles and reports in the link; it's interesting.

Thank you for your time and reading!

#India #eretailing #Amazon #Amazonpay #Amazonprime #Walmart #Flipkart #online #Ecommerce #Reliance #Jio #Marketplace #Paytm #Snapdeal #Alibaba #Strategy #Competitivestrategies #mba #ISB #Consumers #fintech #mobilebanking #market #attractiveness #emergingmarket #growingeconomy #consumermarket

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Engaging our kids during the lockdown period is one of the challenges for the parents, especially if one or both have to work from home. All the news update we watch, the phone talk with friends and chat with neighbours about the COVID19, should make them be aware of the situation, stay alert and safe, but not fear.

It is important to engage them to be emotionally strong and encourage them to boost confidence. 

How it is different from the usual? 

While the adults are showing changes in behaviour to adapt to the current situation, the kids watch them doing and they have to follow all the safety instructions/precautions as well, like, washing hands more frequently, not touch the face etc.

I feel the only place they can sit continuously for some time is at school. Now, at the age of 7, in case of my daughter, she is supposed to attend school virtually and perform the same activities at home sitting in the same desk where she used to do homework, in a more relaxed way.

While it brings them new exposure and essential, it is our duty to educate our kids on happenings and give assurance that it is a temporary phenomenon

kids are not used to it. They want to kill the boredom. 

As an adult I cannot sit in a place continuously and need a coffee break, some stretches, chats and smartphone swipes etc. 

Kids they simply watch us, look upon us and they miss their class friends too.

My wife Archanaa, with full credits, does many engaging activities,

• Craft works

• Painting

• Colouring

• Reading books

• Play

For a change we turned our home into a photo studio and did some photoshoot as in the cover picture. she was more excited to dress up and try different postures.

Video calling with their class friends is a good choice to bring some interaction and share their experiences.

There are lot more creative ways to engage your kids during this situation,

What did you do? Share your experiences.

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In the present fast-growing market scenario around the world,  building and leading our own high-performance team plays a key role in implementing any change management strategies.

Especially for those in transition from middle management to senior management, managing people is one of the most important criteria as a high-performing team drives the organization's progress. Yet, building and leading teams are highly complex and not always easy.

As a part of my PGPPro (EMBA Equivalent) studies at the Indian School of Business, along with my classmates, we had the course on "Managing Teams" taught by Professor Shad Morris.

We had thoughtful insights and heightened awareness of what it takes to exercise effective leadership at senior levels through key initiatives, effective execution, influencing, inspiring, empowering people, and managing change.

RAP framework - a simple and an effective way of coaching to improve team performance and develop high quality of leadership

One of the topics was the RAP framework concept - a simple way of conversation and effective methodology to review your team member's performance and inspire them to grow as leaders. This can be practiced candidly at the office with your teammates during a coffee break, post-lunch walks, walking to a meeting, not necessarily in a meeting room with a scheduled calendar invite.

Exercising RAP framework at the office

The dynamics of teamwork are too complex to be understood through readings and discussion alone. Before the classroom, the professor offered us the tool, explained how to practice the RAP framework at the office, and asked us to initiate sessions with peers and team members at the office. We were also asked to report on how it went, where we did well, and where to improve to impact team members positively. I had sessions with project team members with whom I work daily. I can tell that the conversation was so effective that we agreed to continue at frequent intervals.

The topic of conversation matters, hence the RAP framework

RAP framework helps you coach & focus on strength to improve performance

What is RAP framework?

R - Identify your team members' strengths & specific skills they do well. Continuously recognize for the good work they do and mutually find the gap - provide feedback to him/her to create an action plan for improvement

A - Provide coaching to team members to align their action plan towards the goals & objectives of the organization. Ensure help to him/her to create a plan to develop leadership skill

P - Provide a purpose and clarity to ensure that the individual understands how his/her efforts are making difference in creating value and how it is important for organization and personally for growth

It's about how often you have this conversation, Inspire and help them develop their high-performance skills for professional and personal growth.

Watch this video on RAP framework by Professor Shad Morris, below

Professor Shad Morris is an Associate Professor of Management at the Marriott School of Business, Brigham Young University. He has been a visiting professor at the Indian School of Business for many years, teaching MBA students.

PGPPro is EMBA Equivalent Post Graduate Programme in Management for working professionals with 5 - 12 years of experience offered by the Indian School of Business, Hyderabad.

If you had reached here, you must have found it interesting. Please do message or leave comments to add your ideas and comments.

Courtesy: Indian School of Business & Professor Shad Morris.

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To win or lose was the major influencer of the decision during our negotiation

Either we accept the deal with an agreement or try to persuade the “other” to accept the deal that maximises your value and benefit, this is valid for others as well. In the event of no agreement, we shall not compromise and simply walk away striking no deal. Depending on the situation, we do accept a mere deal instead of no deal.

Snoozing the alarm, driving in traffic, selling our products and services to customers, signing a contract with a supplier, buying a product from a street vendor, planning an event or travel with friends, in making children eat their meal, discussion on salary or appraisal with the manager, consciously or subconsciously Negotiation has become integral part of our day to day life and we all learnt the basics of negotiation since kindergarten.

Last weekend, as a part of my PGPPro (EMBA Equivalent) studies at Indian School of Business, along with my classmates, I had the course on “Negotiation Analysis” taught by Professor Dishan Kamdar

The course was one of its kind with no PowerPoint, no handouts except for bunch of case studies that involved, engaged, simulated and made us live in the world of negotiation. Sometimes it was a test of friendship with our counterpart while practising negotiation. That is because most of the time, we forget that we are negotiating with our fellow human, instead start dealing with him/her like an opponent who is trying to take away from us.

Beating the “others” down, is that negotiation?

During the course of negotiations,

we experienced how bad we are in conducting ourselves during the negotiations, we get into conflict and allow our ego out of square, end up damaging the relationship burning bridges, in the trade we learnt how we leave money on the table creating no value.

The Professor explained us about a research that says we are connected to a stranger with only 6 degrees of freedom, which means in some way or another, one has influence over the other. Hence the saying "world is small".

So why burn bridges?

There are strategies and techniques how to negotiate better, but nothing works out until we get the basics right,

• Understand the why - the purpose, the common goal for which we are negotiating... this helps to reduce conflict of interests and focus on strengths to be more productive

• Focus on creating value together for sustainability - understand the value proposition and promote goodwill creation.... this helps to create an ideal win-win situation leaving less or no money on the table

Some key things to keep in mind every time you are on the negotiation table,

• There is nothing as a short-term, think about long term association, partnership, relationship and benefits out of any negotiation

• Don't get into negotiations with a preconceived notion

• Dont confuse negotiation with bargaining

• Be a good listener - we never listen to understand rather we hear to respond

• Clear your clutters

• Understand the priorities

• Be straight forward in your thoughts and deliverables and better be consistent

• Be smart, competition is out there to change the game by changing the notion of value proposition

• Most of the negotiation decisions are taken in the last few minutes or seconds of the discussion, under time pressure. Plan well, this helps to avoid any irrational decisions

• Don't show desperation

It's the last minutes or sometimes the last few seconds, that decides the outcome of the negotiation

These are some of the basics experienced during the exercises in the classroom session along with different & new negotiation strategies, various intelligent techniques associated with it, decision making under uncertainty and how to influence those decisions with counterpart. I should say it was "a great workshop", with many case studies pushing us beyond the limit to practise the negotiation techniques and apply the strategies.

I recalled my old days when I started my career as a sales engineer negotiating deals with my customers and analysed those where I got the deal or when customers walked away and vice versa. When we grow, both in professional career and personal life, our priority changes with responsibility, so is others, addressing those issues with clarity and prioritising them are some of the key success factors for negotiation.

I am confident to say that successful negotiation is all about approaching an issue with a solution that leads to a "win-win" situation in creating sustainable value.

Negotiation is all about creating sustainable value

What's your way of negotiation? Share your negotiation experience in the comments box.

About Professor, Professor Dishan Kamdar is Deputy Dean at ISB and senior faculty in ISB's Organisation Behaviour Department. His teaching expertise encompasses the areas of negotiations and influence. He has trained employees and provided personalised coaching to CEOs from organisations within and outside India. He is cited as one of India's top researchers in the academia.

PGPPro is EMBA Equivalent Post Graduate Programme in Management for working professionals with 5 - 12 years of experience offered by Indian School of Business, Hyderabad

Thanks to Professor Dishan Kamdar, for a wonderful session.

#Negotiation #Indianschoolofbusiness #PGPPro #BusinessStrategy #Value-creation

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All I knew about a confused buyer is, all bets are off!

In today's competitive scenario, the buyers often end up with many proposals on their table. Every seller engages in a pre-sales conversation bidding for their product, highlighting its features and benefit. During this exercise, the buyer obtains insight into various products.

Each proposal comes with distinctive product offerings that make the buyer be left floundering only to end up with a question "Which one to buy?". The buyer starts to analyze the added value of the product solutions to their business that increases the sellers' expectation and starts to ask, "Why should I buy your product?"

The above process consumes lots of time and energy; hence to reduce the time, the buyer starts to focus on the commercial offers and eventually bargains with the seller. If a seller reacts to the situation, he/she will fail to realize the right value of the product to and from the buyer.

If I empathize with the buyer, I can rephrase the question as "What's in it for me?"

Therefore, to realize the right value of the product, a successful seller has to influence a buyer's decision-making by sending a unique proposal with the best value proposition that stands out against the competition and answers his questions. The proposals from an average seller make a buyer be left floundering about the added value.

The value proposition should be value-centered that highlight and adds value to both parties. It has to be a framework with the summary of benefits of the proposed product, combined with the technical and commercial solution at the right proportion that will keep the competition away.

The answer to the question is “Value Proposition”

It is always a challenge to influence a buyer's decision with a value proposition; nevertheless, it can be achieved through practice and continuous improvement.

Firstly, the seller has to identify the needs of the buyer and choose the right product. This requires adept knowledge of the target segment that buyer belongs, their business process, and wherein the value chain does the product fit. The most important task is the pre-sale discussion, wherein the seller should ask the right question to understand the needs. This has to be complemented by the knowledge and portfolio of products with innovative technology for the target segment.

Secondly, the seller has to develop solutions for the identified needs and transform the benefits of the chosen product and its feature into real value for the buyer. This requires a strong understanding of buyers' workflow and understanding of finance to transform the tangible and non-tangible benefits of the product and its features to show the increased productivity, the amount of time and money saved, resulting in efficient operations with low cost of ownership. This has to be complemented with product quality assurance, a commitment to the very best after-sales support, and concerns over safety in the buyer's business.

Finally, the seller has to influence the decision of the buyer to get his commitment to the best value proposition that focuses on long term association, Boosting the performance of the business, increase in the profit, satisfaction, and improved efficiency of the employees and ensures his end customer satisfaction with care to overall safety.

At the end of the day, a Value proposition is an effective tool to influence a buyer's decision-making to realize the value of the product by both seller and buyer.

Influence decision making with your best value proposition

Happy Selling!!!

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