作为美国最大的汽车生产商,通用汽车公司曾经代表了美国一代中产阶级的追求,但公司却在2009年迅速垮台;可同样接受经济危机洗礼的苹果公司和宜家公司,一个马不停蹄地用高端新品吸引全球目光,一个继续以价廉物美笼络顾客,两家公司的生意都蒸蒸日上。通用破产的背后折射出市场格局的动荡:一头是价格高昂的名牌产品,一头是价格低廉走平民路线的产品,原本作为中流砥柱的中端市场正被不断侵蚀。
Apple’s launch of the iPad is a gamble in more ways than one.[1] To start with, it’s obviously a bet that there are millions of people looking for a new way to surf the Web, watch movies, and read magazines. But it’s also a more fundamental gamble; namely, that people will pay for quality. Starting at five hundred dollars, the iPad is significantly more expensive than its competitors. But Apple’s assumption is that, if the iPad is also significantly better, people will happily shell out for it (as they already do for iPods, iPhones, and Macs).[2] That’s why when Steve Jobs[3] first introduced the iPad he said that, if a product wasn’t “far better” than what was already out there, it had “no reason for being.”
For Apple, which has enjoyed enormous success in recent years, “build it and they will pay” is business as usual. But it’s not a universal business truth. On the contrary, companies like Ikea, H. & M., and the makers of the FlipVideo camera are flourishing not by selling products or services that are “far better” than anyone else’s but by selling things that aren’t bad and cost a lot less.[4] These products are much better than the cheap stuff you used to buy, and they tend to be appealingly styled, but, unlike Apple, the companies aren’t trying to build the best mousetrap out there. Instead, they’re engaged in the “good-enough revolution.” For them, the key to success isn’t excellence. It’s well-priced adequacy.
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