Custom Business Solutions
One of the main goals of big business is to be at least one step ahead of its competitors. This will ensure the emergence of new customers, new sales and gaining worldwide fame. Nowadays, trivial decisions in managing your business can achieve little. To be on top, you need to come up with something non-standard and original. The companies that will be discussed later were able to circle their competitors’ fingers precisely thanks to creative ideas and solutions.
Many of the cases presented have already entered the world history of business and can serve as an excellent example of how to find and implement recipes for success.
Robert Taylor and Liquid Soap
In the 1970s, there was such an American entrepreneur who invented liquid soap and sold it with the help of his small business. However, the invention was not patented, since the idea itself was not fundamentally new. And the pump mechanism, without which the use of liquid soap would be difficult, was also invented a very long time ago. Taylor understood that if large manufacturers of household chemicals began to mass-produce liquid soap in dispensers, then they would not see prospects for the development of his small business.
And then the resourceful entrepreneur decided simply not to give other manufacturers the opportunity to get the coveted plastic dispensing pumps that are attached to bottles with liquid soap. In those years, there were only two factories in the United States that produced such pumps, and Taylor ordered both of them to make them worth twelve million dollars. About one hundred million dispensers could be made for this amount, and thus, over the next few years, both factories worked only to fulfill Taylor’s order. Robert’s competitors, of course, could make the liquid soap itself, but without convenient packaging with a dispenser, such a product was not competitive.
Consciously taking a huge risk, Taylor did not fail – within a few years his small company turned into a huge Colgate-Palmolive business, which produces liquid soap, toothpastes and other hygiene products.
Oakley and Sunglasses
In the summer of 2010 in Chile, a rock collapse occurred at the mine. The consequence of this tragedy was that 33 workers were at a depth of approximately 700 meters without the ability to independently get out. Rescue operations began, which lasted as long as three months. Indifferent people and organizations sent food, water and other necessary means of survival to the affected miners. Oakley decided to send the miners also their products – sunglasses.
When the salvation of the miners was finally successful and they got out of the confinement, they had to put on the glasses received as a gift, since it was difficult for the eyes to look at the daylight after such a long stay in the dark. Of course, correspondents from almost all TV channels and print media came to the scene, who shot the faces of rescued workers wearing Oakley glasses on cameras and cameras. Thus, the company made free advertising for itself, which was seen by a multimillion-dollar audience all over the world, including Internet views.
“Puma” and tying shoelaces
Everyone knows that large football matches are always an excellent platform for advertising. Some companies paste over stadiums with advertising posters, others launch a running line on television during the live broadcast of matches. At Puma, they decided to act a lot easier, and at the same time a lot more ingenious. They paid the player Pele only to tie the shoelaces on his sneakers in the stadium just before the start of the match. Of course, the sneakers on it were from Puma, and of course, the actions of such a great football player always got to the main screens in close-up.
According to the results of the advertising campaign, it was found out that this tricky marketing move turned out to be much more effective than the advertising posters placed along the stadium.
Asus and computer manufacturing
Once upon a time, the manufacturer of motherboards for the American company Dell was engaged in one small company in Taiwan. After a long cooperation, this company wanted to supply Dell with other components as well, and give out the entire computers at the output. Dell agreed, because it saw only benefits. Over time, the Taiwanese partner offered to participate in supply management as well. Dell again gladly accepted the offer. Collaboration began to boil with renewed vigor. For Dell, this collaboration was more than profitable: they were promoting their product on the market, and the Taiwanese partner did all the routine work for them.
At one point, Taiwanese experts once again came to America, but not for negotiations with Dell. They went straight to the main office of one of the largest chains of electronics stores and offered computers of their own production for sale.