Struggling to sell your product? There are three problems with your approach Hoping to avoid a doomed product launch? There are three significant problems with the way you sell that you need to address.
Deadwood floats: How to survive an incompetent leader If you are a diligent, reliable worker being lead by a bumbling fool, here are some realities I’ve observed and tips on how to survive.
Shame on you: Can you change behaviour by making your customers feel ashamed? A local council in South Australia has proposed making residents use clear rubbish bins. But does 'shame' work as a behavioural strategy?
Temporal landmarks: Why science says 1 July is a special date 1 July is a special time on the Australian calendar. Here are some tips to help you get the most out of the new financial year opportunity this time around.
Are you delusional? If you are relying on customer feedback, prepare to be misled If you are relying on listening to your customers to tell you what you should do, you are delusional. Worse than that, you are irresponsible.
Flip it and reverse it: How to nail proposals and woo your audience The most common mistake presenters make is failing to engage the audience early on. That's why you should flip the traditional pitch model on its head.
Why Warby Parker’s ‘buy a pair, give a pair’ initiative doesn’t sway customers “While customers certainly love the fact that we give back, at the end of the day, it's not a critical factor in deciding whether to buy a pair of glasses.”
Money down: One trick to improve your business’ conversion and retention Known as the endowment effect or having ‘skin in the game’, this strategy can be utilised to improve conversion and retention.
Running on empty: Why my treadmill desk trial was a flop Where once a ping-pong table and fruit box was a sign your company cared for you, now it’s treadmill desks in meeting rooms and new-age offices.
Why did Shoes of Prey fail? Because it listened to customers Shoe retailer Shoes of Prey toppled over like Bambi in heels last week. And no wonder, because the founders trusted what their customers told them.
