By Marty Neumeier
"When everyone zigs, zag," says Marty Neumeier during this clean view of name approach. ZAG follows the ultra-clear "whiteboard overview" sort of the author's first booklet, the logo hole, yet drills deeper into the query of the way manufacturers can harness the facility of differentiation. the writer argues that during an incredibly cluttered industry, conventional differentiation isn't any longer enough—today businesses desire "radical differentiation" to create lasting worth for his or her shareholders and clients. In an wonderful 3-hour learn you'll learn:
- why me-too manufacturers are doomed to fail
- find out how to "read" shopper suggestions on new items and messages
- the 17 steps for designing "difference" into your brand
- find out how to flip your brand's "onliness" right into a "trueline" to force synergy
- the secrets and techniques of naming items, prone, and companies
- the 4 lethal risks confronted through model portfolios
- the best way to "stretch" your model with out breaking it
- the best way to be successful in any respect 3 levels of the contest cycle
From the again cover:
In an age of me-too items and quick communications, maintaining with the contest is not any longer a profitable method. this present day you'll want to out-position, out-maneuver, and out-design the contest. the recent rule? while every person zigs, zag. In his first e-book, the emblem hole, Neumeier confirmed businesses tips to bridge the gap among company approach and layout. In ZAG, he illustrates the number-one technique of high-performance brands—radical differentiation.
ZAG is an AIGA layout Press publication, released below Peachpit's New Riders imprint in partnership with AIGA. for a fast peek inside of ZAG, visit www.zagbook.com.
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Extra resources for ZAG: The Number-One Strategy of High-Performance Brands
Unfortunately, this is still true in many companies today. Work together to do a better job Ideally, all managers should work together as a team because the output from one department may be the input to another. And every department may directly or indirectly impact short-term and long-term customer satisfaction. But some managers tend to build “fences” around their own departments. There may be meetings to try to get them to work together—but they come and go from the meetings worried only about protecting their own turf.
Company sells what it can make. Role of marketing research To determine customer needs and how well company is satisfying them. To determine customer reaction, if used at all. Interest in innovation Focus on locating new opportunities. Focus is on technology and cost cutting. Importance of proﬁt A critical objective. A residual, what’s left after all costs are covered. Role of packaging Designed for customer convenience and as a selling tool. Seen merely as protection for the product. Inventory levels Set with customer requirements and costs in mind.
00 and still sells the same quantity, what is the expected revenue? The expected proﬁt? ) On your sheet of paper, show the calculations that conﬁrm that the program has given you the correct values. 29 c. Sue is interested in getting an overview of how a change in the price of notebooks would affect revenue and proﬁt, assuming that she sells all 6,000 notebooks she is thinking of ordering. Prepare a table—on your sheet of paper—with column headings for three variables: selling price, revenue, and proﬁt.