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Demand: Creating What People Love Before They Know They Want It (9780307887320): Adrian Slywotzky, Karl Weber: Books. In DEMAND: Giving People What They Love Before They Know They Want It (Crown Business; October 2011), Adrian Slywotzky, named by Industry Week one of the world’s six most influential management thinkers, provides a radically new way to think about demand, with a big idea and a host of practical applications—not just for people in business but also for social activists, governments leaders, non-profit managers, and other would-be innovators. They all need to master such ground-breaking concepts as the hassle map (and the secrets of fixing it); the curse of the incomplete product (and how to avoid it); why very good ≠ magnetic; how what you don’t see can make or break a product; the art of transforming fence sitters into customers; why there’s no such thing as an average customer; and why real demand comes from a 45-degree angle of improvement (rather than the five degrees most organizations manage). Author Q&A with Adrian Slywotzky How do some companies seem to know what we want–even before we do? We all want video on demand now. But could we have even imagined it 10 years ago? Netflix founder Reed Hastings anticipated the future shift to on-demand streaming–even in 1998, when fewer than 7% of U.S. homes had broadband: That’s why we named the company Netflix, and not DVDsByMail.com. Demand creators always look to solve the next customer hassle–before we even recognize the hassle itself. What makes us rave about some things, but rant about others–even when the underlying products are functionally the same? Magnetic products not only offer superior functionality, but forge an emotional attachment that is hard to sever. They embed themselves so seamlessly into our lives that they become part of who we are. Take grocery chain Wegmans. More than just an incredibly functional supermarket–with an average of 60,000 items in stock–Wegmans has an emotional appeal that led 7,000 people (in 2010 alone!) to beg for a store in their area. Can you actually create demand--or are you just getting lucky? Smart companies recognize that we often can’t articulate what we really want… and that creating demand is often just a matter of recognizing untapped demand. Demand creators identify hassles that bedevil all of us–and instead of simply accepting them, they ask: Do they have to be this way? Reed Hastings founded Netflix after a personal frustration with a $40 late fee. By making the leap from the way things are to the way they should be, he unleashed demand… to the tune of $2BN. Why do most attempts to create demand fail? Identifying hassles that could be solved is a start–but it’s not enough. Demand creators recognize that even great products have a very low chance of success… and they do everything they can to increase it. Toyota knew the Prius’ odds of success were less than 5%. Yet instead of dropping the project, Toyota actively asked, How can we change those odds? The company even went so far as to create a new division for the project… and then successfully launched the Prius 2 months ahead of an already impossible schedule. Does what happens behind the scenes actually matter for demand creators? It’s easy to think that only the product itself matters… but what happens behind the scenes can shape both the end product and your experience using it. Take the market fo[6879] Adrian Slywotsky's charming and enlightening stories of market creation will inform and inspire innovators everywhere. Demand is the book you didn't know you needed until you read it, love it, and find that you can't succeed without it.--Rosabeth Moss Kanter, Harvard Business School professor, Author of Confidence and SuperCorp: How Vanguard Companies Create innovation, Profits, Growth, and Social Good“There is no bigger issue than demand. We need fresh thinking based on research to develop bold, doable pathways for demand creation. Over the years I’ve learned a great deal from books such as Value Migration and The Profit Zone by Adrian Slywotzky. Now with Demand, Slywotzky shows how to get your arms around what many see as an intractable problem. And like every good problem-solver, he provides frameworks for thinking, illustrated through warm personal stories that get you into the personalities of some spectacular – yet unsung – demand generation heroes. The personal stories make the frameworks for thinking real, and point to some inherent traits in personality that characterize the mind, approach and courage of demand creators. Demand provides a way for leaders to build a better future for their businesses. And a big plus is that they will like – and identify with - the people they read about.” --Ralph A. Oliva Executive Director, Institute for the Study of Business Markets Professor of Marketing Smeal College of Business, Penn State
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