Pricing Without Research Can Be Pricey.
Have you seen anyone on a hoverboard? (If so, maybe you noticed that technically, they weren’t hovering.) Misnomer aside, they’re cool — somewhat Jetsons-like. In fact they seem to be on a path to success that the Segway people must have hoped for about 15 years ago.
The person you saw riding it probably paid between $300 and $1,800 for that hoverboard. I don’t know how much it costs to make one, and I’m not privy to the process the first hoverboard companies went through to figure out what they were going to charge for one.
Facts are facts. Except when they’re myths. I can still hear this crusty executive’s voice from a meeting a few years ago: “Those folks don’t buy our products and they never will!” Two weeks’ worth of customer research later, ColemanWick revealed his irrefutable opinion to be an institutional myth by using customer data.
There is a distinct difference between inexperienced skydivers who take a tandem jump, where they jump strapped in with a professional skydiver, and if someone strolled up to the airplane, strapped themselves in and tried to propel themselves into the sky on their own.The difference is that one is a calculated risk and one is, well, a dangerous risk. At ColemanWick, we like to think of ourselves as your personal skydiving instructor.
There is No Easy-Bake Oven for Building Customer-Centric Organizations
When baking your first cake, chances are you consulted with a professional. Whether that professional was an actual baker by trade or a mother or grandmother, asking their best advice is the perfect place to start.
The mistake in this process is to consult with the professional after you have put all the ingredients together. If you pull the cake out of the oven and see the center has caved in or the edges are burnt, there is not much that can be done. The only thing to do is start over.