Avoiding Your Oxford Street Problem

I deal often with not simply a new product launch, but wares the creators of which believe now offer a whole new step change way of doing something.

Possibly the single biggest pitch mistake initially made, is to trumpet this awe-inspiring leap to every last one of their possible target market. Specifically, pushing the jump for jump’s sake. Loud to the whole world. Strangely back to the old days of ‘feature’ taking centre stage. And without any prospect segmentation.

Well, “transport in 3D” hyperloops, flying taxis, electric jets which could take off and land vertically from landing pods dotted around the city and rebuilding into superblock design with all but pedestrians banished from central areas.

Quite the upheaval.

How do you think the intended ‘customer’ reacts to this pitch?

Sometimes – in fact most times – your latest capability is better pitched as an easy to slot in extra, as opposed to a earth-shaking upside-down turning revolution.

Also, beyond the merely ‘new’, are your prospects “slowing down as they grow”?

The Oxford Street Problem in this sense sounds close to where you know you’ve a huge, ungainly, legacy even, item or system in place. You know too that it needs attention. To chuck it out and start over is an impossible notion. Yet to tag on more semi-compatible bits and bobs seems equally unappealing and little more than prolonging agony.

Are you trying to rebuild Oxford St from scratch? Or trying to add a small, yet powerful integrated new addition around the edges?

Which pole are you veering towards with your current crop of bids where a shift in eventual client thinking is required?

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