Tuned In: Uncover the Extraordinary Opportunities That Lead to Business Breakthroughs. The title pretty much does my job of describing the book to you. A light-weight [NordicTrack] read with good marketing advice. 2.5-out-of-5 Nordic Track Ski Stars.
p.9 An idea that people immediately understand has value to them even if they have never heard of your company or its products and services.
The tuned in company constantly listens to, observes and understands the problems that buyers are willing to pay money to solve.
p.12 What business are we in? What businesses are we not in? Who are our buyers? What’s unique about our offering? How can we compete? What’s our positioning strategy? How can we turn a profit?
p.25 Because the customer-driven organization relies on existing customer requests for endless extensions to existing product lines, the company can’t develop breakthrough products and services that resonate with non-customers.
p.29 Your opinion, although interesting, is irrelevant.
p.32 Tuned out. Make them groan when they open it. “Packing peanuts.” Tuned out. Force them to do it your way. Tuned out. Make them work to find you.
p.45 Instead of just pushing your product you see market problems through your buyers’ eyes and can understand and respond to how they make decisions.
p.63 Tuned in buyer interview checklist. Remember, your buyer is the expert. You are there to observe and to listen. Don’t talk about your company or your products.
p.64 Categorize your buyers into three segments: customers, evaluators and potential customers. You’ll need to spend most of your time with potential customers to find your next resonator. Understanding the needs of these three classes of people will give you a broader perspective on the market potential of your future offerings.
p.76 Identify the unresolved problems of a particular group of people.
p.94 All that matters is your prospective customer’s perceptions. The impact of your product on their lives, relationships or jobs.
p.108 Tuned in organizations create marketing materials that people actually want to consume.
What makes some products easy to buy while others are an uncomfortable hassle? The packaging experience. Breakthrough experiences are simple to understand and implement.
p.112 What are your organization’s unique abilities to deliver value to your customers. We call these abilities your distinctive competence. Your core competency is simply what your organization is good at. Distinctive competence is what you excel at that your competitors do not.
p.115 Going out for ice cream is an event. Most importantly its a group event. Cold Stone.
p.124 Refining the resonator. The elevator speech is your starting point for developing a powerful idea. The final step is to distill it into a hard-hitting and memorable concept.
p.135 The most powerful ideas for communicating with the market rarely have anything to do with what a product or service actually does. Look at your marketing materials. Count the number of “we” “us” “our” then count “you” “your.” Which counts wins?
p.169 Does your website focus on market problems faced by your buyer personas and solutions to those problems instead of egotistical nonsense about your products and about the mission and vision of your company?