Simplify

Successful simplifiers always come up with a new key, or keys, to unlock and transform a market. These keys are almost never based on market research. Instead, they come from insight

books are software, not hardware

But the more deeply you think before you act — and the more you know about what has caused other simplifiers to win or lose — the better your project launch will be, the more prepared for what lies ahead you will be, the more adroit your improvisation will be, and the greater your chance of magnificent success will be

To be a price-simplifier or a proposition-simplifier — that is the issue.
Here are four questions that will help you decide which one you should be:
Do your firm’s attitudes — its policies and culture — make it more disposed to pursue price-simplifying or proposition-simplifying?
Has a competitor already occupied one or both of the target positions?
Can you see the key to unlocking either position?
Does your firm have people with the necessary skills to execute the target strategy? If not, do you know how you might recruit them and from where

Just as there are said to be only seven basic plots for a successful novel, there are only a handful of ways to achieve the objective of price-simplifying, and a different handful of ways to meet the contrasting aims of proposition-simplifiers

Prices don’t have to be slashed in half immediately. Instead, a virtuous circle can be created, where the first cost reductions create a larger market and greater market share, with the benefits of greater scale subsequently lowering costs and prices, and raising demand further. What is essential, however, is a dogged commitment to achieve the lowest possible cost and price

In business, being mostly correct and decisive typically yields better results than taking the time to figure out what is perfectly correct