A Quote by Peter Cohan

If you want to gain market share at your competitor's expense - look for a customer that's suffering from too much complexity and simplify it. — © Peter Cohan
If you want to gain market share at your competitor's expense - look for a customer that's suffering from too much complexity and simplify it.
From the store windows, the store touch-points, the website, social media, or a magazine, it has to be one pure customer experience, not just to gain market share but to gain mind share.
When you improve your product so it does the customer's job better, then you gain market share.
Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.
It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!
If we have 99% [market] share of Ford Company, the question to us is 'How do we improve the customer satisfaction in order to get that additional 1% share?
I don't believe consumers want to see fuller-figured girls in ads. Because if they did they would refuse to buy the things they are seeing, and want to buy a different product. If people really want to see a change, they have to speak up on a daily basis to see that change. And I think that models who are suffering from an eating disorder, it is as sad to look at them as the person who is suffering from obesity or who is smoking outside their office or person who is drinking too much at the bar - everybody is suffering from something pretty much.
So that's your job too, to clarify and simplify for everybody on your team. The more you simplify the better people will perform.
The mistake managers often make is defining their industry too narrowly. Digital's market share in the minicomputer market stayed very robust even as it fell off the cliff. Disruption seems to come out of nowhere, but if you know what to look for, you can spot important developments well before the market does.
The true way to gain much, is never to desire to gain too much. He is not rich that possesses much, but he that covets no more; and he is not poor that enjoys little, but he that wants too much.
We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.
You have to seek the simplest implementation of a problem solution in order to know when you've reached your limit in that regard. Then it's easy to make tradeoffs, to back off a little, for performance reasons. You can simplify and simplify and simplify yet still find other incredible ways to simplify further.
The reason I wrote 'I'm Too Young for This!' is to spare young women the suffering of hormonal loss - and it is true suffering. You can't sleep, you gain weight for no reason, you bloat for no reason, your moods are altered, and your sex drive is diminished.
If you innovate broadly, focus on the customer experience, and deliver everyday a great product, you will gain share.
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