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Links 1 through 10 of 206 by Ramit Sethi tagged research

Wexner’s invention model is classic: he creates for himself a clear representation of market structure, product economics, and competitive weaknesses. His original invention was The Limited, which ripped women’s sportswear as a category out of the sleepy department stores, where it hadn’t been well-defined. He put it front and center in a small-footprint store. It guided women to fashion, comfort, and security. On a concept board, it would have fallen on deaf ears. On a busy street or in a mall, it became a “must shop.” Wexner did it again with Express, aimed at younger women. Then he did it again with Limited Too for girls. He bought Abercrombie & Fitch when it was near bankruptcy and transformed it into a destination for clean-cut, preppy clothing at premium prices.

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“If your startup doesn’t work, you probably didn’t buy enough copies of [my] book,” he said jokingly. “Lean Startup isn’t to take on faith. You have to put the methodology itself to the test.”

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It's not just about ingredients, the process is very important too. Take sugar turned into caramel. The total length of time spent heating the sugar (total joules) and the temperature curve (at which point there were changes in heating) directly affects the flavor and texture. Too hot and it tastes burnt, too slow and it's all runny. In the 90s Ruffles sales collapsed for a few quarters for no apparent reason. Frito-Lay used some very advanced processes, that included photographing every individual chip and rejecting (using timed puffs of air) those that do not meet color, size and shape requirements. The root cause of the sales dip was a switch to a different blend of cooking oil. There's a delay between a change in process and a change in sales as new product makes its way out into the supply chain. A month later, sales started to really dip. They checked everything in the machines and the ingredients but the sales kept door dipping. It was only after a chance discussion with a co

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Great, fantastic example of how we want to be right -- and do not look for disconfirming evidence as to why we're WRONG. I fell for this too

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Extremely interesting insights on starting a biz in technical recruiting space. Notice the subtleties of the market, only exposed by customer research

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Here is a classic comment from a customer who thinks he knows why a business is failing. People will tell you, "They used to taste good, if they just made good burgers again" == not the reason McDonald's is failing. Much more complex than that. AND -- if they DID make better burgers -- these people still wouldn't buy!

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“So I did something I see many women doing,” she says. “I didn’t ask” for help moving up. Instead, she says, “I made up a whole story in my head about how I was typecast at Salesforce.” She jokingly gave herself a self-deprecating label: “I just assumed I’d always be ‘the AppExchange Lady.’” She realized it wasn’t her bosses who were limiting her. “I was limiting myself,” she says. “It was a very big life lesson for me. I can talk myself into untruths if I let myself go too far.”

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45% of Americans say now's a good time to find quality job, highest since May 2007. http://www.gallup.com/poll/180905/americans-become-positive-jobs-january.aspx …

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