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Demand: Creating What People Love Before They Know They Want It Hardcover – Deckle Edge, October 4, 2011
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In DEMAND: Giving People What They Love Before They Know They Want It (Crown Business; October 2011), Adrian Slywotzky, named by Industry Week one of the world’s six most influential management thinkers, provides a radically new way to think about demand, with a big idea and a host of practical applications—not just for people in business but also for social activists, governments leaders, non-profit managers, and other would-be innovators.
They all need to master such ground-breaking concepts as the hassle map (and the secrets of fixing it); the curse of the incomplete product (and how to avoid it); why very good ≠ magnetic; how what you don’t see can make or break a product; the art of transforming fence sitters into customers; why there’s no such thing as an average customer; and why real demand comes from a 45-degree angle of improvement (rather than the five degrees most organizations manage).
Author Q&A with Adrian Slywotzky
How do some companies seem to know what we want–even before we do?
We all want video on demand now. But could we have even imagined it 10 years ago? Netflix founder Reed Hastings anticipated the future shift to on-demand streaming–even in 1998, when fewer than 7% of U.S. homes had broadband: "That’s why we named the company Netflix, and not DVDsByMail.com." Demand "creators" always look to solve the next customer hassle–before we even recognize the hassle itself.
What makes us rave about some things, but rant about others–even when the underlying products are functionally the same?
Magnetic products not only offer superior functionality, but forge an emotional attachment that is hard to sever. They embed themselves so seamlessly into our lives that they become part of who we are. Take grocery chain Wegmans. More than just an incredibly functional supermarket–with an average of 60,000 items in stock–Wegmans has an emotional appeal that led 7,000 people (in 2010 alone!) to beg for a store in their area.
Can you actually create demand--or are you just getting lucky?
Smart companies recognize that we often can’t articulate what we really want… and that "creating" demand is often just a matter of recognizing untapped demand. Demand "creators" identify hassles that bedevil all of us–and instead of simply accepting them, they ask: "Do they have to be this way?" Reed Hastings founded Netflix after a personal frustration with a $40 late fee. By making the leap from the way things are to the way they should be, he unleashed demand… to the tune of $2BN.
Why do most attempts to create demand fail?
Identifying hassles that could be solved is a start–but it’s not enough. Demand creators recognize that even great products have a very low chance of success… and they do everything they can to increase it. Toyota knew the Prius’ odds of success were less than 5%. Yet instead of dropping the project, Toyota actively asked, "How can we change those odds?" The company even went so far as to create a new division for the project… and then successfully launched the Prius 2 months ahead of an already "impossible" schedule.
Does what happens behind the scenes actually matter for demand creators?
It’s easy to think that only the product itself matters… but what happens behind the scenes can shape both the end product and your experience using it. Take the market for e-readers. The Amazon Kindle provided instant, wireless access to the world’s biggest bookstore. The Sony Reader–released 10 months before the Kindle–offered wireless access to only 20,000 titles. The backstory makes all the difference: there really is no point to an e-reader that doesn’t have the books you want to read, when you want to read them!
So many great products never get purchased… while others fly off the shelves. What triggers us to buy something?
Most of us need a trigger to get from want to buy. For Zipcar, it’s density--and just a short walk to the car. For Nespresso, it’s taste and trial in a fancy boutique. For Netflix, it’s waiting 1 day for a movie to arrive instead of 6. Smart companies recognize that each product has its own trigger--and that discovering these triggers is the key to creating demand.
Why is it that some companies keep getting better and better, while others just flatline?
A great and increasing trajectory is incredibly important to demand creators. U.K. sandwich chain Pret a Manger is famous for not only refreshing its 100-item menu, but constantly revising its existing recipes–including its carrot cake (50 times), its chocolate brownie (36 times)… and even its pickle recipe (15 times!). Companies like Pret keep giving the customer better versions of what they already love–and new things they didn’t even know they wanted.
How do some companies see past the "average" customer–and create offers that solve our individual hassles?
Smart companies know that there is no average customer–and work to create offers that appeal to everyone, on every occasion. Take the Boston Symphony Orchestra: by learning to see past the "average"--and making the same concert feel "customized" to many types of customers--it expanded to a wider audience… and increased ticket sales by 34%.
All companies talk about the quality of their people. But does the whole team really matter?
Demand creators recognize that every employee can–and should–contribute to demand creation. Take Pixar, where the concept that "ideas come from anywhere" is taken seriously: all employees are encouraged to spend 4 hours a week learning filmmaking at Pixar University. Pixar even teaches its accountants how to draw… and all this translates to 11 blockbusters in a row.
"Adrian Slywotsky's charming and enlightening stories of market creation will inform and inspire innovators everywhere. Demand is the book you didn't know you needed until you read it, love it, and find that you can't succeed without it."
--Rosabeth Moss Kanter, Harvard Business School professor, Author of Confidence and SuperCorp: How Vanguard Companies Create innovation, Profits, Growth, and Social Good
“There is no bigger issue than demand. We need fresh thinking based on research to develop bold, doable pathways for demand creation. Over the years I’ve learned a great deal from books such as Value Migration and The Profit Zone by Adrian Slywotzky. Now with Demand, Slywotzky shows how to get your arms around what many see as an intractable problem. And like every good problem-solver, he provides frameworks for thinking, illustrated through warm personal stories that get you into the personalities of some spectacular – yet unsung – demand generation heroes. The personal stories make the frameworks for thinking real, and point to some inherent traits in personality that characterize the mind, approach and courage of demand creators. Demand provides a way for leaders to build a better future for their businesses. And a big plus is that they will like – and identify with - the people they read about.”
--Ralph A. Oliva Executive Director, Institute for the Study of Business Markets Professor of Marketing Smeal College of Business, Penn State
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right now it gives a lot of examples, which is great.. but to give examples you first need to define what you're giving examples of, and what one needs to do to satisfy a pillar.
For example, after reading the book I now know a product needs to be magnetic, but what does that mean? and how do I do that? No clue.
The subtitle--"creating what people love before they know they want it"--is a paraphrase of Steve Jobs. But the book doesn't focus so much on high-tech wunderkinds or high-touch products. That wouldn't necessarily resonate with the rest of the world. The book focuses on prosaic products, like rental cars, coffee, supermarkets, movies, video rentals,and fast-food eateries, and shows how even old-world products can be remade by deconstructing the way people interact with the world. Doing so means putting yourself in the mind of the consumer, and taking your mind out of the business world you know. Sounds simple, but as story after story shows, it's complex and often counter-intuitive.
But the biggest takeaway is that even when you have cracked the code to redefine a product or industry, the way ZipCar or Espresso or Netflix has done, you still need to trigger demand. Finding the right trigger can take years of experimentation. But this fact alone should be encouragement for the many executives whose products and services have not yet found the trigger.
This is a book of business stories that are fun to read, but it is really a book about psychology--the mind of the consumer, and the mind of the creators who find ways to engage that mind. A bad economy certainly deflates demand, but people always want new, better, more elegant, cheaper ways to do what they need to do. People want rjich but simple ecosystems that solve their problems. People demand improvement and progress--not packaging and advertising--and businesses don't always understand that.
This is not a how-to book, because that would mean defining protocols for how things have been done before. More than anything, this book proscribes a mindset, and the encouragement that even old boring products and industries can be remade to spark gushers of demand.
But is it a business book?
I was RIVETED by the unique storytelling of the histories of systems that are so integral to our lives - Netflix, Zipcar, Teach for America - as well as those that should be - CareMore, Symphony Concerts, Tetrapak. (I'm desperate to keep a brick of milk in the cabinet so that I never again have a breakfast crisis - for what is coffee and cereal without milk?)
Reading Demand has given me a new perspective on the world around me. I am a more informed and engaged citizen of the world. Thank you, Demand!
The case studies are all real but my problem with the book is that it does not explain how exactly you can find which principles and techniques will work for you. It seems the authors looked at the case studies first and then derived the principles from there. i have struggled to derive any practical benefit at my company, w[...] . But it may be useful for consultants. Read it so you can identify when you hit a growth trigger. Don't expect it to tell you which triggers to pull and how.
Every business owners is familiar with a breakout of customers - some love the product and recommend to others, some buy but never say much, some try and don't buy, and some just don't bother. A 10-15% swing in proportions can have a significant impact on your business. So, how do you change those ratios?
Through telling stories about many modern day successes, Slywotzky breaks down many of the elements that contribute to that desired shift. Understanding the major purchasing triggers, building the correct "backstory", and establishing a successful trajectory are but a few of the levers to be pulled to increase the magnetism of your product/service such that you get your customers down off that fence.
This is not a "5-step" process manual - specific steps are precluded by the richness and complexity of the topic. But what you will find are stories that cause you to think about your own business, and in the process lead you to successfully identify ways to drive increased demand and profits.
I read business books to see if I can learn to make my business better.
All I ask of those business books is that they give me at least one idea that makes what I paid for the book worth it.
For me, this book delivered that. In spades. My favorite take-away was: "When you discover a problem, you've discovered a business." Not new knowledge for me, but so succinctly and elegantly said!