In a HBR article (“Bottom-Feeding for Blockbuster Businesses”, which took a close look at bottom-feeders-companies, David Rosenblum, Doug Tomlinson and Larry Scott have offered some lessons to transform your own industry’s unprofitable, market segments into lucrative ones-if you’re willing to stop looking at so called bad customers as pariahs and start looking at them as untapped opportunities. One lesson is redesigning the business model. According to Rosenblum, Tomlinson and Scott, making a profit on underserved customers required a new business model-usually a pared-down product offering and a streamlined way of selling and delivering it. These companies shared a number of characteristics: (i) A Simplified Offering; (ii) Minimal Marketing Expenses; (iii) Personal, Convenient, and Pleasant Service; (iv) Judicious Use of Technology; (v) Structural Efficiencies; Realistic Financial Targets.

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Popularity: unranked [?]

In a HBR article (“Bottom-Feeding for Blockbuster Businesses”, which took a close look at bottom-feeders-companies, David Rosenblum, Doug Tomlinson and Larry Scott have offered some lessons to transform your own industry’s unprofitable, market segments into lucrative ones-if you’re willing to stop looking at so called bad customers as pariahs and start looking at them as untapped opportunities. One lesson is redesigning the business model. According to Rosenblum, Tomlinson and Scott, making a profit on underserved customers required a new business model-usually a pared-down product offering and a streamlined way of selling and delivering it. These companies shared a number of characteristics: (i) A Simplified Offering; (ii) Minimal Marketing Expenses; (iii) Personal, Convenient, and Pleasant Service; (iv) Judicious Use of Technology; (v) Structural Efficiencies; Realistic Financial Targets.

More: continued here

Popularity: unranked [?]

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