There are many reasons why a customer might buy a product. I might buy one kind of product because it’s cheaper then the next. I might buy one kind of product because of publicity stunts. I might buy a product because a friend recommended it to me because they had great experiences with it. I might by a product because it has good reviews. I might buy a product because it has good advertising.
On the other side an executive is thinking “What’s my core strategy for aquiring customers?” If the core strategy is advertising and not producing products with good value propositions, that’s to me a bad signal.
80⁄20 thinking does mean that many times there’s a core strategy on which a company focuses.
There are many reasons why a customer might buy a product. I might buy one kind of product because it’s cheaper then the next. I might buy one kind of product because of publicity stunts. I might buy a product because a friend recommended it to me because they had great experiences with it. I might by a product because it has good reviews. I might buy a product because it has good advertising.
On the other side an executive is thinking “What’s my core strategy for aquiring customers?” If the core strategy is advertising and not producing products with good value propositions, that’s to me a bad signal.
80⁄20 thinking does mean that many times there’s a core strategy on which a company focuses.