From the category archives:
Japanese automotive companies succeeded here, because they radically simplified the number of permutations of varieties you can have of a particular model of car, and that made it much simpler for a consumer to say, for example, “I think I want to buy a Honda.” Your head didn’t have to explode in making that decision.
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It’s a familiar scene– a guy walks into a Starbucks looking for a cup of coffee, looks up, and stares at the menu like a deer in headlights for five minutes, overwhelmed by all the choices he has to make before he can pay $4 for his delicious beverage. It may seem counterintuitive, but freedom of decision often leads to indecision.
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Today, I know that these memories are shared by many thousands of other business leaders in high-tech and other “soon-to-be revolutionized” industries of what is now referred to as the “dot bomb.” Since that time, I asked myself – and anyone who would listen – what was there to learn from this incredibly expensive education. [...]
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What if there was a way to organize and pull together marketing and sales ideas into something new and powerful – something where the whole is greater than the sum of the parts?
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I came home to New York City, after several days at our corporate headquarters. It was late on a weeknight in April 2000. Excited as I entered my house, I woke up my wife, and sat her down. “Honey – we’re worth fifteen million dollars!”
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