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Many retailers think that bargain shoppers are singularly focused on saving money. But from the consumer perspective, I’ve found that bargains work because they are an assurance of value, capture consumers’ attention, activate their fear of
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“Gone are the days of “aspirational marketing” when the brand was king and consumers flocked to own a piece of something they admired. The consumer wants to be the star—and in a very personal way. The secret to cool is to make your customers feel cool—and smart for choosing your brand.”
― Decoding the New Consumer Mind: How and Why We Shop and Buy
― Decoding the New Consumer Mind: How and Why We Shop and Buy
“Today’s consumers are less interested in aspirational brands; rather than admiring brands, they’re more interested in brands that admire them, know them, and serve them.”
― Decoding the New Consumer Mind: How and Why We Shop and Buy
― Decoding the New Consumer Mind: How and Why We Shop and Buy
“Strategies focus resources, energy, and attention on some objectives rather than others. Unless collective ruin is imminent, a change in strategy will make some people worse off. Hence, there will be powerful forces opposed to almost any change in strategy. This is the fate of many strategy initiatives in large organizations.”
― Good Strategy Bad Strategy: The Difference and Why It Matters
― Good Strategy Bad Strategy: The Difference and Why It Matters
“The appreciated customer is one who’s invited to participate. Successful companies seek the customers’ opinions, offer them activities and contests, and reward their involvement.”
― Decoding the New Consumer Mind: How and Why We Shop and Buy
― Decoding the New Consumer Mind: How and Why We Shop and Buy
“Resources are to coordinated activity as capital is to labor. It takes a great deal of labor to build a dam, but the dam’s services may then be available, for a time, without further labor. In the same way, Xerox’s powerful resource position—its knowledge and patents regarding plain-paper copying—was the accumulated result of years of clever, focused, coordinated, inventive activity. And, like a dam, once that well-protected resource position was achieved, it persisted for many years.”
― Good Strategy Bad Strategy: The Difference and Why It Matters
― Good Strategy Bad Strategy: The Difference and Why It Matters
Yigit Yokus’s 2025 Year in Books
Take a look at Yigit Yokus’s Year in Books, including some fun facts about their reading.
58 books
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161 friends
385 books
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86 friends
322 books
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16 friends
159 books
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103 friends
124 books
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148 friends
68 books
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138 friends
43 books
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79 friends
25 books
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78 friends
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