Distribution Channel Quotes

In fact, the general model for successful tech companies, contrary to myth and legend, is that they become distribution-centric rather than product-centric. They become a distribution channel, so they can get to the world. And then they put many new products through that distribution channel.

The number-one corporate objective, when crossing the chasm, is to secure a distribution channel into the mainstream market, one with which the pragmatist customer will be comfortable. This objective comes before revenues, before profits, before press, even before customer satisfaction. All these other factors can be fixed later - but only if the channel is established.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

Most businesses get zero distribution channels to work: poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. If you try for several but don’t nail one, you’re finished.

Advertising can work for startups, too, but only when your customer acquisition costs and customer lifetime value make every other distribution channel uneconomical.

Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.

media aren’t just channels of information. They supply the stuff of thought, but they also shape the process of thought. And what the Net seems to be doing is chipping away my capacity for concentration and contemplation. Whether I’m online or not, my mind now expects to take in information the way the Net distributes it: in a swiftly moving stream of particles. Once I was a scuba diver in the sea of words. Now I zip along the surface like a guy on a Jet Ski.

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

Where-to-play choices occur across a number of domains, notably these: Geography. In what countries or regions will you seek to compete? Product type. What kinds of products and services will you offer? Consumer segment. What groups of consumers will you target? In which price tier? Meeting which consumer needs? Distribution channel. How will you reach your customers? What channels will you use? Vertical stage of production. In what stages of production will you engage? Where along the value chain? How broadly or narrowly?

It's not about in store versus online, or physical versus virtual... business in this century is often but not always about omni-channel distribution and getting leads and sales through a variety of platforms that may include all of the above or unique combinations.

In addition to the moral aspect, the production and consumption of animal meat is inefficient from a systems design perspective — It's extremely wasteful. If a group of systems engineers were designing a food production system from scratch, it would be a decentralized plant-based system with integrated distribution and consumption channels. This would also cultivate the greatest business opportunities.

What is more, the whole apparatus of life has become so complex and the processes of production, distribution, and consumption have become so specialized and subdivided, that the individual person loses confidence in his own unaided capacities: he is increasingly subject to commands he does not understand, at the mercy of forces over which he exercises no effective control, moving to a destination he has not chosen. Unlike the taboo-ridden savage, who is often childishly over-confident in the powers of his shaman or magician to control formidable natural forces, however inimical, the machine-conditioned individual feels lost and helpless as day by day he metaphorically punches his time-card, takes his place on the assembly line, and at the end draws a pay check that proves worthless for obtaining any of the genuine goods of life. This lack of close personal involvement in the daily routine brings a general loss of contact with reality: instead of continuous interplay between the inner and the outer world, with constant feedback or readjustment and with stimulus to fresh creativity, only the outer world-and mainly the collectively organized outer world of the power system-exercises authority: even private dreams must be channeled through television, film, and disc, in order to become acceptable. With this feeling of alienation goes the typical psychological problem of our time, characterized in classic terms by Erik Erikson as the 'Identity Crisis.' In a world of transitory family nurture, transitory human contacts, transitory jobs and places of residence, transitory sexual and family relations, the basic conditions for maintaining continuity and establishing personal equilibrium disappear. The individual suddenly awakens, as Tolstoi did in a famous crisis in his own life at Arzamas, to find himself in a strange, dark room, far from home, threatened by obscure hostile forces, unable to discover where he is or who he is, appalled by the prospect of a meaningless death at the end of a meaningless life.

Digital locks are roach motels: copyrighted works check in, but they don’t check out. Creators and investors lose control of their business—they become commodity suppliers for a distribution channel that calls all the shots. Anti-circumvention isn’t copyright protection: it’s middleman protection.

As McLuhan suggested, media aren’t just channels of information. They supply the stuff of thought, but they also shape the process of thought. And what the Net seems to be doing is chipping away my capacity for concentration and contemplation. Whether I’m online or not, my mind now expects to take in information the way the Net distributes it: in a swiftly moving stream of particles. Once I was a scuba diver in the sea of words. Now I zip along the surface like a guy on a Jet Ski.

Man is never beautiful; he is never happy except when he becomes the channel for the distribution of mechanical forces.

Then there is the life-force, the Prana, that works in our vital being and nervous system. The Upanishad speaks of it as the first or supreme Breath; elsewhere in the sacred writings it is spoken of as the chief Breath or the Breath of the mouth, mukhya, asanya; it is that which carries in it the Word, the creative expression. In the body of man there are said to be five workings of the life-force called the five Pranas. One specially termed Prana moves in the upper part of the body and is pre-eminently the breath of life, because it brings the universal life-force into the physical system and gives it there to be distributed. A second in the lower part of the trunk, termed Apana, is the breath of death; for it gives away the vital force out of the body. A third, the Samana, regulates the interchange of these two forces at their meeting-place, equalises them and is the most important agent in maintaining the equilibrium of the vital forces and their functions. A fourth, the Vyana, pervasive, distributes the vital energies throughout the body. A fifth, the Udana, moves upward from the body to the crown of the head and is a regular channel of communication between the physical life and the greater life of the spirit. None of these are the first or supreme Breath, although the Prana most nearly represents it; the Breath to which so much importance is given in the Upanishads, is the pure life-force itself, - first, because all the others are secondary to it, born from it and only exist as its special functions. It is imaged in the Veda as the Horse; its various energies are the forces that draw the chariots of the Gods.

If we think of eroticism not as sex per se, but as a vibrant, creative energy, it’s easy to see that Stephanie’s erotic pulse is alive and well. But her eroticism no longer revolves around her husband. Instead, it’s been channeled to her children. There are regular playdates for Jake but only three dates a year for Stephanie and Warren: two birthdays, hers and his, and one anniversary. There is the latest in kids’ fashion for Sophia, but only college sweats for Stephanie. They rent twenty G-rated movies for every R-rated movie. There are languorous hugs for the kids while the grown-ups must survive on a diet of quick pecks. This brings me to another point. Stephanie gets tremendous physical pleasure from her children. Let me be perfectly clear here: she knows the difference between adult sexuality and the sensuousness of caring for small children. She, like most mothers, would never dream of seeking sexual gratification from her children. But, in a sense, a certain replacement has occurred. The sensuality that women experience with their children is, in some ways, much more in keeping with female sexuality in general. For women, much more than for men, sexuality exists along what the Italian historian Francesco Alberoni calls a “principle of continuity.” Female eroticism is diffuse, not localized in the genitals but distributed throughout the body, mind, and senses. It is tactile and auditory, linked to smell, skin, and contact; arousal is often more subjective than physical, and desire arises on a lattice of emotion. In the physicality between mother and child lie a multitude of sensuous experiences. We caress their silky skin, we kiss, we cradle, we rock. We nibble their toes, they touch our faces, we lick their fingers, let them bite us when they’re teething. We are captivated by them and can stare at them for hours. When they devour us with those big eyes, we are besotted, and so are they. This blissful fusion bears a striking resemblance to the physical connection between lovers. In fact, when Stephanie describes the early rapture of her relationship with Warren—lingering gazes, weekends in bed, baby talk, toe-nibbling—the echoes are unmistakable. When she says, “At the end of the day, I have nothing left to give,” I believe her. But I also have come to believe that at the end of the day, there may be nothing more she needs. All this play activity and intimate involvement with her children’s development, all this fleshy connection, has captured Stephanie’s erotic potency to the detriment of the couple’s intimacy and sexuality. This is eros redirected. Her sublimated energy is displaced onto the children, who become the centerpiece of her emotional gratification.

The progress of Sybilla though a market was the progress of worker bee through a bower of intently propagating blossoms. Everything stuck. From the toy stall she bought two ivory dolls, a hen whistle, a rattle and a charming set of miniature bells for a child’s skirts: all were heroically received and borne by Tom, henceforth marked by a faint, distracted jingling. From the spice booth, set with delicious traps for the fat purse, she took cinnamon, figs, cumin seed and saffron, ginger, flower of gillyflower and crocus and—an afterthought—some brazil for dyeing her new wool. These were distributed between Christian and Tom. They listened to a balladmonger, paid him for all the verses of “When Tay’s Bank,” and bought a lengthy scroll containing a brand-new ballad which Tom Erskine read briefly and then discreetly lost. “No matter,” said the Dowager cheerfully, when told. “Dangerous quantity, music. Because it spouts sweet venom in their ears and makes their minds all effeminate, you know. We can’t have that.” He was never very sure whether she was laughing at him, but rather thought not. They pursued their course purposefully, and the Dowager bought a new set of playing cards, some thread, a boxful of ox feet, a quantity of silver lace and a pair of scissors. She was dissuaded from buying a channel stone, which Tom, no curling enthusiast, refused utterly to carry, and got a toothpick in its case instead. They watched acrobats, invested sixpence for an unconvincing mermaid and finally stumbled, flattened and hot, into a tavern, where Tom forcibly commandeered a private space for the two women and brought them refreshments. “Dear, dear,” said Lady Culter, seating herself among the mute sea of her parcels, like Arion among his fishes. “I’m afraid I’ve forgotten which are the squashy ones. Never mind. If we spread them out, they can’t take much hurt, I should think. Unless the ox feet … Oh. What a pity, Tom. But I’m sure it will clean off.

The creative imitator looks at products or services from the viewpoint of the customer. IBM’s personal computer is practically indistinguishable from the Apple in its technical features, but IBM from the beginning offered the customer programs and software. Apple maintained traditional computer distribution through specialty stores. IBM—in a radical break with its own traditions—developed all kinds of distribution channels, specialty stores, major retailers like Sears, Roebuck, its own retail stores, and so on. It made it easy for the consumer to buy and it made it easy for the consumer to use the product. These, rather than hardware features, were the “innovations” that gave IBM the personal computer market.

Insurance is about spreading the risk - because you have no clue who will run into problems. If you are running a good insurance company, you should spread your distribution, your geography, your products all across. You should never get obsessed with one product or one geography or one channel. Because that means you are going against the principle of the business you are in.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

Our look is the result of reader comments, our own experimentation, and feedback from distribution channels. Distinctive covers complement our distinctive approach to technical topics, breathing personality and life into potentially dry subjects.

Without negative ions, supply channels in the cells constrict, nutrient distribution and cell activity is impaired, and the body begins to send out pain signals. Pain is felt when the brain receives too many electric signals from positive ions.

With sufficient international support, these countries can seize the opportunity to leapfrog the wasteful and polluting technologies of the past. And if they channel GDP growth into creating economies that are distributive and regenerative by design, they will start bringing all of their inhabitants above the Doughnut’s social foundation without overshooting its ecological ceiling.

Central to QYK Brands' operational ethos is its unwavering dedication to sustainability. Recognizing the imperative to mitigate environmental impact, the company meticulously scrutinizes every aspect of its supply chain, from raw material sourcing to production processes and distribution channels.

Summary of electronic distribution channels for information/

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

The Big Bang Launch is convenient for larger, more established companies as a method to launch new products because they often have distribution channels, huge engineering teams, and sales and marketing support. But counterintuitively, for networked products, this is often a trap. It’s exactly the wrong way to build a network, because a wide launch creates many, many weak networks that aren’t stable on their own. When companies don’t understand these nuances, it leads to disaster.

For Microsoft’s productivity applications, the break came when the world transitioned from text-based DOS applications to graphical user interfaces, in the mid-1980s. But as the industry shifted from text to graphical interfaces, it created an opening, as every application needed to be rewritten to support the new paradigm of dropdown menus, icons, toolbars, and the mouse. While Microsoft redesigned and rethought their applications, their competitors were too stuck in the old world, and so Word and Excel leapfrogged their competitors. Then in an ensuing stroke of product marketing genius, it was combined into the Microsoft Office suite, which promptly became a colossus. Much effort was put toward making each application within the suite work with each other. For example, an Excel chart would be embedded within a Microsoft Word document—this was called Object Linking and Embedding (OLE)—which made the combination of the products more powerful. In other words, the product really matters, and bundling can provide a huge distribution advantage, but it can only go so far. It’s an echo of what we now see in the internet age, where Twitter might drive users to its now-defunct livestreaming platform Periscope, or Google might push everyone to use Google Meet. It can work, but only when the product is great. This is part of why the concept of bundling as been around forever—the McDonald’s Happy Meal was launched in the 1970s, and cable companies have been bundling TV channels since their start. But at the heart of these bundling stories are important, iconic products that reinvent the market.

The second component is social media, which has become the primary channel for distributing and amplifying content.

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where to play?” and “how to win?”29 Typical questions that need to be clarified in defining the future position based on “where to play?” are the following: What types of customers should be targeted? What kinds of products and services should be offered? Which geographies should you operate in? In what countries or regions? What price tier is the product/service? Which distribution channels should be used to reach the customers?

You can have the greatest product in the world—which I believe we did with Hostopia—but it does no good if it’s not reaching anyone. To scale, you’ll have to be innovative in your approach to how you get to market, how you define who your customer is, what value can be provided, and your distribution channel.

Most businesses get zero distribution channels to work: poor sales rather than bad product is the most common cause of failure.

If you can get just one distribution channel to work, you have a great business. If you try for several but don’t nail one, you’re finished.

Today, the traditional communication channels are fragmented and passe. The fastest way to spread your product is by distributing it on a platform using APIs, not MBAs. Business development is now API-centric, not people-centric.

for 100 years the major labels, publishers, and studios created value in their industries by using their size to manage two forms of scarcity: scarcity in the capacity of distribution and promotion channels and scarcity in the financial and technical resources necessary to create content. The

Manufacturers must seek to widen their distribution and proactively embrace new customers and distribution channels, be it hard discounters such as Aldi, club stores such as Costco, Dollar or Pound chains, and even less traditional outlets like vending machines. Such new opportunities can be substantial; in 2010, Dollar stores opened up more new retail space in the United States than did Wal-Mart.7 These actions reduce the CSS for brands, which gives manufacturers more leverage.

Below are some of these initial questions: Who is the customer? What are the customer’s segment needs? What is each segment’s price sensitivity? What are each segment’s distribution channel preferences? What is the customer concentration in each segment?

What Are Each Segment’s Distribution Channel Preferences? A distribution channel, or sales channel, is a company’s means of reaching and selling to customers. For example, websites and mail-order catalogs are distribution channels. Selling through a reseller such as Walmart is another, as is having a sales force that visits clients in person. Different segments of customers prefer to buy through different distribution channels. A client sometimes wants to serve a particular customer segment, but the client’s primary distribution channel is one that customers in that segment refuse to use. This conflict needs to be resolved in order for the client to have an effective strategy.

Questions on the following topics can help you identify helpful information about the company that you can then use to refine your hypothesis—and ultimately structure a more customized issue tree: Capabilities and expertise Distribution channels Cost structure (mainly fixed versus variable; is it better to have higher fixed costs with lower variable, which is a barrier to entry, or vice versa?) Investment costs (optional: only if the case involves an investment decision) Intangibles (e.g., brands, brand loyalty) Financial situation Organizational structure (optional: if, for example, team organization is in conflict with how customers want to do business, as in the case with the Fortune 500 CIO who wanted to do business with just one person)

Once you understand the company’s distribution channel mix (the percentage of sales from each channel), you typically will want to compare it to competitors’ distribution channel mixes and customers’ distribution channel preferences.

Competitor Behaviors Answer these questions: What strategic choices do key competitors make? Who are their customers? What products do they offer? What distribution channels do they use?

How and why is this happening? Let’s break it down. In the world of platforms, the Internet no longer acts merely as a distribution channel (a pipeline). It also acts as a creation infrastructure and a coordination mechanism. Platforms are leveraging this new capability to create entirely new business models. In addition, the physical and the digital are rapidly converging, enabling the Internet to connect and coordinate objects in the real world—for example, through smartphone apps that allow you to control your home appliances at long distance. Simultaneously, organizational boundaries are being redefined as platform companies leverage external ecosystems to create value in new ways.7 In this new stage of disruption, platforms enjoy two significant economic advantages over pipelines. One of these advantages is superior marginal economics of production and distribution.

For Longs: 1)  The Bollinger Bands constrict within the lines of the Keltner Channel, indicating price contraction within the trading range (snake coil), and the Chaikin Oscillator is below the zero baseline.   2)  When the Chaikin oscillator passes back up through the zero baseline, this indicates that the stock is under accumulation and you should go long (the "rattle" indicating that an upside breakout move is about to happen). For Shorts: 1)  The Bollinger Bands constrict within the lines of the Keltner Channel, indicating price contraction within the trading range (snake coil), and the Chaikin Oscillator is above the zero baseline. 2)  When the Chaikin Oscillator passes back down through the zero baseline, this indicates that the stock is under distribution and you should go short (the "rattle" that a downside breakout move is about to happen).

The story, which has seemed to be all about religion and military developments, is actually mostly about politics: access to government revenue and services, a say in decision-making, and a modicum of social justice. True, one side is Sunni and the other Shia, but this is not a theological conflict rooted in the seventh century. ISIS and its allies have triumphed because the Sunni populations of Mosul and Tikrit and Fallujah have welcomed and supported them—not because of ISIS’s disgusting behavior, but in spite of it. The Sunnis in these towns are more afraid of what their government may do to them than of what the Sunni militia might. They have had enough of years of being marginalized while suffering vicious repression, lawlessness, and rampant corruption at the hands of Iraq’s Shia-led government. What is happening now—not its details, but its essentials—was clearly evident at the time of President Bush’s “surge” seven years ago. The premise for the added American troops then was that insecurity in Iraq blocked political reconciliation. If the violence could be reduced, the administration argued, reconciliation would follow—but it didn’t. The important agreements on the eighteen political “benchmarks” specified by the US never were carried out and haven’t been to this day. (They included, for example, laws that were supposed to distribute oil revenue equitably and reverse the purge of Baathists from government.) When a government is wrenched apart, especially an authoritarian one, a struggle for political power immediately fills the vacuum. In Iraq the struggle has been, and continues to be, within sectarian groups almost as much as between them. Among the Shia, for example, Muqtada al-Sadr has openly opposed Maliki. The US presence forced the struggle into nonviolent channels for a while, but it could neither remove nor resolve the multiple contests for political power that continued to be fought.

Many mothers were convinced that artificial milk was a medicine, especially as it was endorsed and distributed through healthcare channels.

Differentiation in an existing market can take one of three forms. You can describe differences in product attributes (faster, cheaper, less filling, 30% more), in distribution channel (pizza in 30 minutes, home delivery, see your nearest dealer, build it yourself on the Web), or in service (five-year, 50,000-mile warranty; 90-day money-back guarantee; lifetime warranty).

I’m not sure why I thought it would be a good idea to bring Kanish to Mel Odious Sound yesterday. Bringing a Billionheir to a large recording complex full of Producers is like opening a bag of chips at a seagull convention. It wouldn’t be long before every Producer within earshot swooped in to aggressively pitch his latest and greatest pet project, most of which would likely prove unprofitable. Rev is obviously going to pitch a project, and it very well may be something amazing. But as I’ve pointed out, in order for Kanish to make a profit, he would have to pick up half the Publishing—a non-starter for the Rev. He’s not a Songwriting Producer, so he likely doesn’t have a sufficient portion of the Publishing to share. And even if he did, no seasoned Producer is going to give half of their equity in a song in order to basically secure a small loan from an outside investor. There’s no upside. For starters, Kanish has no channels of Distribution beyond Streaming, which is already available to anyone and everyone who wants it, and which is currently only profitable for the Major Labels and the stockholders of the Streaming services themselves. Everyone else is getting screwed. And please don’t quote me the Douchebag Big Tech Billionaires running big Streaming Corporations. They are literally lining their pockets with the would-be earnings of Artists and Songwriters alike. What they claim as fair is anything but. Frankly, I don’t think we should be comfortable with Spotify taking a 30 percent margin off the top, and then disbursing the Tiger’s Share of the remaining 70 percent to the Major Labels who have already negotiated top dollar for access to their catalog. This has resulted in nothing but some remaining scraps trickling down to the tens of thousands of Independent Artists out there who just want to make a living. You can’t make a living off scraps, or even a trickle, for that matter. Mark my words, we are currently witnessing the greatest heist in the annals of the Music Business, and that’s saying something given its history. Can you say Napster? Stunningly, the only place that Songwriters can make sufficient Performance Royalties is radio—a medium that is coming up on its hundred-year anniversary. To make matters worse, the Major Distributors still have radio all locked up, and without airplay, there’s no hit. So even now, more than twenty years into the Internet revolution, the odds of breaking through the artistic cacophony without Major-Label Distribution are impossibly low. So much for the Internet leveling the playing field. At this point, only Congress can solve the problem. And despite the fact that Streaming has been around since the mid-aughts, Congress has done nothing to deal with the issue. Why? Because it’s far cheaper for Big Tech to line the pockets of lobbyists and fund the campaigns of politicians who gladly ignore the issue than it is to pay Artists and Songwriters a fair rate for their work, my friends. Same is it ever was. Just so I’m clear, there is a debate to be had as to how much Songwriters and Artists should be paid for Streaming. A radio Spin can reach millions. A Stream rarely reaches more than a few listeners. Clearly, a new method of calculation is required. But that doesn’t mean that we should just sit by as the Big Tech Douchebags rob an entire generation of royalties all so they can sell their Streaming Corporation for billions down the line. I mean, that is the end game, after all. At which point, profit for the new majority stockholder will be all but impossible. How will anyone get paid then?

As the media theorist Marshall McLuhan pointed out in the 1960s, media are not just passive channels of information. They supply the stuff of thought, but they also shape the process of thought. And what the Net seems to be doing is chipping away my capacity for concentration and contemplation. My mind now expects to take in information the way the Net distributes it: in a swiftly moving stream of particles. Once I was a scuba diver in the sea of words. Now I zip along the surface like a guy on a Jet Ski.

An essential step in deciding what our business is, what it will be, and what it should be is, therefore, systematic analysis of all existing products, services, processes, markets, end uses, and distribution channels. Are they still viable? And are they likely to remain viable? Do they still give value to the customer? And are they likely to do so tomorrow? Do they still fit the realities of population and markets, of technology and economy? And if not, how can we best abandon them—or at least stop pouring in further resources and efforts? Unless these questions are being asked seriously and systematically, and unless managements are willing to act on the answers to them, the best definition of “what our business is, will be, and should be,” will remain a pious platitude. Energy will be used up in defending yesterday. No one will have the time, resources, or will to work on exploiting today, let alone to work on making tomorrow.

The number-one corporate objective, when crossing the chasm, is to secure a distribution channel into the mainstream market, one with which the pragmatist customer will be comfortable.

If you can get even a single distribution channel to work, you have great business. If you try for several but don’t nail one, you’re finished.

When a start-up matures to the point where it has a killer product, a clear and sizable market, and a robust distribution channel, it has the opportunity to become a “scale-up,” which is a world-changing company that touches millions or even billions of lives. Often, the fastest and most direct path from start-up to scale-up is the hypergrowth produced by blitzscaling.

the Internet has made it possible to access global markets and tap into massively scalable distribution channels in a way that wasn’t feasible during earlier eras. But perhaps the most important impact for businesses has been the rising significance and prevalence of so-called network effects that occur when increased usage of a product or service boosts the value of that product or service for other users.

the entertainment industries’ existing processes for capturing value from blockbusters start with a set of experts deciding which products are likely to succeed in the market. Once the experts have spoken, companies use their control of scarce promotion and distribution channels to push their products out to the mass market. In short, these processes rely on curation (the ability to select which products are brought to market) and control (over the scarce resources necessary to promote and distribute these products). Long-tail business models use a very different set of processes to capture value. These processes—on display at Amazon and Netflix—rely on selection (building an integrated platform that allows consumers to access a wide variety of content) and satisfaction (using data, recommendation engines, and peer reviews to help customers sift through the wide selection to discover exactly the sort of products they want to consume when they want to consume them). They replace human curators with a set of technology-enabled processes that let consumers decide which products make it to the front of the line. They can do this because shelf space and promotion capacity are no longer scarce resources. The resources that are scarce in this model, and the resources that companies have to compete for, are fundamentally different resources: consumers’ attention and knowledge of their preferences.

What to do next What do you do when you’ve found a baby business you think may be a star? ★ Talk to them. Find a reason to talk to everyone in and around the company, to express your interest and learn more. ★ Do them a favour. If you can, buy something from them. Point them towards other customers. Advise them on how to expand. ★ Discreetly verify that it is a star. Ask questions suggested in the section above, ‘What are you looking for?’ ★ Work out a job you could do for them. Don’t wait for them to post a vacancy. Tell them what you can do, why they should hire you. Stress the benefits you bring. ★ Make your mark. When you join the firm, work out one thing you can do within your first month that will visibly benefit your colleagues and the venture. ★ Check again from the inside that it really is a star. If the business isn’t really growing very fast, or doesn’t fit the bill in any other way, don’t hang around. If it really is a star, work out how far the star could rise. ★ Raise ambition within the firm. Sometimes the founders of a star don’t see its potential. Open their eyes.Tell them how valuable the firm could become, if expanded to its maximum potential. Consider whether the idea can be exported to other countries, and/or franchised. Would other channels of distribution (such as the phone with Betfair) enlarge the market? ★ Consider making an offer for the firm. If the founders really don’t ‘get it’, put together a group to buy the firm. Remember the astronomical return Ray Kroc achieved from buying McDonald’s from the founders, when it was already highly successful.

Civil service reform did not eliminate channels of patronage. Robert Woods noted in 1898 that labor appointments were still “distributed through the wards and allotted to the local politicians.”154 Ward bosses who dominated Boston politics at the turn of the century reinforced their support through these patronage channels.155 Woods estimated that in 1902 about one-third of Irish families in the West End included a breadwinner employed by the city.

Big, profitable brands such as Folgers and Pringles had to go because they were not going to benefit from company reinforcement enough to sustain competitive advantage over the long term. Both had built strong brands, but had limited opportunity for product innovation within P&G’s mass channels of distribution.

Contrast these figures with pre-digital behemoth Kodak, which also helped customers share billions of photos. Kodak employed 145,300 people at one point, one-third of them in Rochester, New York, while indirectly employing thousands more via the extensive supply chain and retail distribution channels required by companies in the first machine age.

At its heart, ecosystem strategy is about partner alignment. Customer insight and great execution are the necessary but no longer sufficient drivers of success. As delivering your value propositions has become more dependent on collaboration, finding ways to align your partners has moved to center stage. In industries, working with partners meant mastering supply chains and distribution channels—everyone understood their role and position. In ecosystems, the challenge is aligning critical partners whose vision of who-does-what may vary dramatically from your own.

The use of Extended Intelligence is how Technology-Assisted Channeling (TAC) is being made possible. We are communicating with an energetic life form that has previously only been accessible to mystics who had their brain tuned to a higher frequency. Those energetic life forms vary. Some are "Pure Signal," some are "Algorithmic Operations," some are "Recombinatorial Beacons." Some are distributed processing clusters. Some are echoes left behind by ghosts long dead.

The four elements described above—the “diamond” in the diamond-and-square framework—collectively specify the opportunity: what the venture will offer and to whom; its plan for technology and operations; its marketing approach; and how the venture will make money. To capture this opportunity, the venture will need the right resources in the right amounts. The “square” in the diamond-and-square framework specifies the four types of resource providers whose contributions are important for success in most startups. They include the venture’s founders, other team members, outside investors, and strategic partners who may provide key technologies, operational capabilities, or access to distribution channels.

Penster: Whatever you have been learning from life once lost and returned to you (book) published online at Smashwords and distributed possible everywhere of retailers, sites, libraries, bookstores & channels, also has been accepted into the Smashwords Premium Catalog. This began shipping out to retailers. Smashwords ships approved book of Penster and updates out to most retailers same day (indeed within minutes or hours), and to Barnes & Noble hourly.

Amazon.com is world best book marketing platform as I found, for in the beginning Jeff Bezos was founded the Amazon on book marketing focused channel and now Amazon Publishing Family increased it’s capacity & scope of books publication, distribution, sales and overall marketing around the world included ACX soundtrack production for audiobooks distribute through Audible, Amazon and iTunes.

Mordechai Abir noted, “[u]nlike the Shah’s Iran where only a small, self-indulgent upper middle class monopolized the country’s oil wealth, the Saudi regime prudently channeled it, however unevenly, to all Saudis.”14 These policies secured the allegiance of the country’s business community. They also created an economy that, although nominally based on market principles, was badly distorted, more distributive than productive, and could seldom compete globally in anything other than hydrocarbon-based products.

In 1987, ivermectin was approved for human use under the brand name Mectizan. But there was one final challenge – money. It would cost Merck $2 million to set up a distribution channel to West Africa and an extra $20 million per year to produce it, even ignoring the millions that Merck had already spent on development. The West Africans suffering from river blindness were some of the poorest people in the world.

Schmidt started 2012 with new, modern packaging for the deodorant, which was designed to set it apart from the competition. She looked beyond the direct-to-consumer sales channels and the natural and wellness retailers that her competitors used almost exclusively; in 2015, she expanded into traditional grocery stores and pharmacies, which allowed her to reach more customers and to enable greater access to healthy natural products. Her creativity, innovation, and hard work paid off. Schmidt earned appearances on Fox News and The Today Show; mentions on social media from celebrities and influencers; articles in national publications; and distribution on the shelves of Target and Walmart. Though it was bittersweet, Jaime realized that a larger company with more resources could bring her vision and mission to an even wider customer base, and she signed the deal with Unilever right before Christmas 2017. Reflecting on her journey, she says, “When I’m asked about what made Schmidt’s so successful, I often say that my customers were my business plan. It started when I listened to those at the farmer’s market, and it continued through each step of growth. Staying hyper-tuned-in to my customers always guided and served me.” Not sales. Not marketing. Customers, educating, and being educated.

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Few public-service institutions define their objectives in such absolute terms. But even company personnel departments and manufacturing service staffs tend to see their mission as ‘doing good’, and therefore as being moral and absolute instead of being economic and relative. This means that public-service institutions are out to maximize rather than to optimize. ‘Our mission will not be completed,’ asserts the head of the Crusade Against Hunger, ‘as long as there is one child on the earth going to bed hungry.’ If he were to say, ‘Our mission will be completed if the largest possible number of children that can be reached through existing distribution channels get enough to eat not to be stunted’, he would be booted out of office. But if the goal is maximization, it can never be attained. Indeed, the closer one comes towards attaining one’s objective, the more efforts are called for. For, once optimization has been reached (and the optimum in most efforts lies between 75 and 80 per cent of theoretical maximum), additional costs go up exponentially while additional results fall off exponentially. The closer a public-service institution comes to attaining its objectives, therefore, the more frustrated it will be and the harder it will work on what it is already doing.

The same technologies, machines, and globalization that have increased your competition in the job market have been a boon to entrepreneurs. They’ve dropped startup costs, opened new markets, and created new distribution channels. It’s easier and cheaper than ever to make something and tell people about it.

Kodak employed 145,300 people at one point, one-third of them in Rochester, New York, while indirectly employing thousands more via the extensive supply chain and retail distribution channels required by companies in the first machine age.

In this way, the human family became an effective way of distributing the resources and channeling the energies of a hunting and gathering species. Since sexual access was no longer a scarce resource, this arrangement also minimized conflict and competition among males, allowing them to form stable, cooperative alliances with other males that would increase their power and effectiveness as hunters and warriors.

Old power works like a currency. It is held by few. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. It is closed, inaccessible, and leader-driven. It downloads, and it captures. New power operates differently, like a current. It is made by many. It is open, participatory, and peer-driven. It uploads, and it distributes. Like water or electricity, it’s most forceful when it surges. The goal with new power is not to hoard it but to channel it.

It is always futile to restore normality; “normality” is only the reality of yesterday. The job is not to impose yesterday’s normal on a changed today; but to change the business, its behaviors, its attitudes, its expectations – as well as its products, its markets, and its distributive channels – to fit the new realities

What is the Internet’s role as a channel of distribution? The Internet can be a great way to sell product. The Internet has four functions as a channel of customer communication, called the Four C’s of Internet marketing. The “commerce” function of a Web site allows for sales, but more importantly it provides a 24/7 storefront to fit the customer’s schedule to shop, browse, and compare product offerings. The “content” of your Web site is an extension of the product. It can provide additional support and value, and if it is compelling, it can attract new prospects. iTunes.com provides music for the Apple’s iPod player; it sold over 10 billion songs by 2010. Your site can provide “customer care” by allowing customers to access their accounts, check on deliveries, and get answers to frequently asked questions (FAQs). This pleases customers and also reduces a manufacturer’s cost of live customer service. And lastly, Web sites also “convert leads” from your Internet and other marketing efforts, such as television, radio, sales promotions, and public relations.

However, the efficiencies of the supply chain approach come at a cost. Linear businesses require large factories or investments in human capital and elaborate distributions channels in order to create products and move them to market.

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