Biography:
Brilliant innovators know this better than others. Byron Beach Marseille so confident that I chose the right direction the way that littered the side of the bodies of those who tried to cross his path. One of these was the "Gillette" which Byron Beach Marseille won twice. Byron Beach Marseille focused his attention on the simple and obvious and do not let anyone stand in his way. His goal was to saturate the mass market with cheap, reliable products that can be discarded after they perform their intended purpose. Byron Beach Marseille strategy was to identify products that are used every day, and still so expensive that instead of throw them away, the owners tried to repair them. Byron Beach Marseille estimated the cost of the product, in which the owner did not spare him throw. This price was first established in 1950 on a one-time pen and was 29 cents, while the price of competing firms handle ranged between 9 and 12.95 dollars. Beach might wonder: "What is necessary plant and equipment to reach the factory cost, necessary to reduce the price?" Byron Beach Marseille built new manufacturing facilities and automated processes, so that they reach the established limits of the price (it is contrary to the way of thinking of large firms). Then he fitted the market extensive distribution network and conducted a major advertising campaign, emphasizing the low price and profitability (something like "Click your BIC"). This strategy is often destroyed all the competition and took the handle "Bic" lighter "Bick" razor "Bick" standard disposable consumer products worldwide. Pricing and distribution strategy Byron Beach Marseille served not only to him but to the Japanese. American companies did not meet the requirements of the process, with the exception of a few industries, such as semiconductor manufacturing.
In the business philosophy of Byron Beach Marseille sway emphasis on long-term macro-economic requirements of the mass market. He had a goal and concentrate on it with tenacity tiger. Denise Veytli said most people in the world do not reach their goals because "they never actually did not put them in the first place." This is the difference between successful innovators and average people. These creators themselves form and in control of their environment, while the average person adapts to the environment. Maslow their research confirms this: "self-actualizing creative personality independent, autonomous and self-directed. Only 10 percent of the population are samoaktualizirovannymi."
George Bernard Shaw said: "Geniuses - masters of reality." He was referring to their ability to simplify complex events and make them elegantly simple. All innovators have this ability, but Byron Marcel castigating it is present as anyone else. The impression is that they do not tolerate complexity and have a powerful, aspirations, to make things easier. Chaotic environment today suggests that in the future the world will need in a growing number of people who have the talent. Dr. Ilya Prigogine, Nobel Prize winner, said: "The more complex the system, the more unstable it is PAINFUL. He said that all organizations continually oscillate between" self-destruction and reorganization. "All thirteen objects of our work could focus on the reorganization of the market or product, and adjust your product to market needs. They were able to present the simple, elegant solutions out of chaos and complexity. This ability is fundamental to all successful innovators and entrepreneurs, and is most evident in the work of Byron Marcel Beach.
Business Story:
After the war, Marcel Beach, Byron and his friend Edouard Buffard collected $ 1,000. and bought a dilapidated room in Clichy, a suburb of Paris. They started to produce there rods for ball pens, which have recently appeared on the market and in great demand. In fact, it was expensive and unreliable new product. This experience has led Byron Beach Marseille think about creating disposable pens. He spent four years developing the first pen "Beak" and improving its functional qualities.
Most industry leaders were too conservative to indulge in dangerous waters, which usually travel innovators, such as Byron Marcel Beach. Fear of the unknown was the reason that they continue to operate in the style of, caused by left-sided thinking and based on quantitative analysis of market opportunities. This strategy, in essence, rejects the possibility of entering new and unknown markets, as long until the information necessary to assess the size of the market or risk avoidance. Traditional leaders refuse to believe in the potential of new market opportunities, as long until they get quantitative justification. Therefore, they remain on the known, safe and existing markets, where their thinking apparatus feels quite comfortable. Such visionaries as Byron Beach Marseille - not from the breed.
Byron Beach Marseille experienced the same resistance to the new and unknown, like Turner, Jones, Bushnell, Jobs, Lear, and as well as the heroes of the past - the Galilee, Edison and Bell. Beach creating and editing of their disposable ballpoint pen from 1949. The main criterion for his efforts was the "maximum utility - the lowest price" ballpoint pen. It was okay to write it within the allotted time, and the end of life, should be thrown out because they had the lowest price.
The first sample of Byron Beach Marseille finished in 1950 and proposed the idea of six firms, which produced rods. One of these companies was a major U.S. company and honored "Uotermens", which was later acquired Beach. He gave these firms the opportunity to introduce his first idea, paying his firm only royalties. They declined, as expected, from those who fear the risk of industry experts, and Byron Beach Marseille decided to develop their own production and, in his words, "put everything on the pen."
When in November 1953, the Byron Beach Marseille presented the first pen "Bick" in France, it immediately became a hit. For three years, he sold a quarter of a million pens a day and wanted to reduce the price even more. It scared the company that produced the same type, expensive, traditional handles, which have remained at the start of the race for leadership of the mass market stationery. Beach itself was terrified quantity demand for its new handle:
On my most optimistic estimates, I expected to sell 10,000 pens a day. In less than three years, we have reached a level of 200,000 - 250,000 pens per day. It was such a great success that I thought the day is near when we will take the foreign markets (Dyuharst, 1981).
And he made the attack. Byron Beach Marseille immediately made an aggressive plan to win world market stationery. Immediately he received his license rights to the patent for "Biro" in order to avoid any legal proceedings relating to patent infringement. He then acquired a British firm "Biro-Swan," which dominated the English-speaking markets in Europe and Australia. With the acquisition of "Biro-Swan" Marcel simultaneously received in the order of qualified managers and the "know-how" great introduction to British goods markets. He used his license rights to the UK market, to gain the knowledge needed for their planned invasion of the States. This acquisition was worth 1.5 million francs (300,000 dollars.), But provided him direct access to the Australian, New Zealand and Canadian markets.
Over the next year Byron Beach Marseille acquired Swedish company "Bellograf" and took up its strategy of entering the U.S. market. Company "Waterman Pen", Connecticut, he bought in 1958. For a decade he sold in America at 330 million pens a year - more than 1.5 handles on every American.
Having joined in 1957, to the enormous U.S. market trading hands. Byron Beach Marseille faced with fierce competition from the "Paper-Maite Gillette." The hardest thing was to overcome the terrible reputation the pens won in America. First owner sold fake (bad) products and are very disappointed buyers. These pioneers sought to make quick money by short-term interest of buyers, and eventually formed a skeptical attitude towards the pen. Beach turned a negative into a positive attitude in the classic style of visionary innovators. Its 4 million advertising campaign "trial test" was intended to refute the image of ballpoint pens as low-quality products. This massive campaign carried out on national television showed a ball-point pen "Bick Stick" bore through the wall, writing on the ice, burn in the fire, they trampled dancers "Flamenco" and shoot a gun. Then the merchant has demonstrated that pens continue to write just fine, and also mentioned that they have a very reasonable price - only 29 cents!
Taking in hand market pens, Byron Beach Marseille launched an attack on the industry of cigarette lighters. He proved that he has spent an impressive innovation in the production and promotion of their pens on the market - it's not a windfall, and the fruit of his genius. He penetrated into the market of non-renewable lighters, setting the price of its product by 30 percent below the competition. Then, replace the brilliant advertising pens, came even more successful advertising campaign. Television Advertising "Click your Bic" was the occasion for jokes and was often used in comedies. Witty slogan was the beginning of the competitive wars against lighter "Gillette Cricket."
Byron Beach Marseille was extremely aggressive in marketing campaign, because faced with the need to compete with the "free resource" - matches. The matches were the reason that many firms were in the lead in the production of lighter, believed that the idea of disposable lighters is heard. Byron Beach Marseille, as usual, ignored the experts and brought a new product to the undoubted success. The success of the venture with lighters was even more striking than precede His success pens, and, ultimately, Beach forced to capitulate and go out of business the powerful "Gillette." "Gillette", after all, recognized how difficult it was to withstand the constant price competition with "Bic", left the market in the mid 80's.
"Beak" the battle began with the "Gillette" for markets lighters and pens and came out of it victorious. This success has invigorated the indomitable Marcel Beach confidence to join the fight for bastion of "Gillette" - market razors. Byron Marcel Beach, this amateur competition, could not resist the temptation to create a market for disposable razors, which "Gillette" deliberately avoided. Disposable razors were a real threat to key product "Gillette" (her bread and butter), which explains its strategy. When Byron Beach Marseille began marketing expertise of its new disposable razors in France, "Gillette" and other industry experts argued that he was mad. Beach has calculated the estimated market size (40-50 percent) for their safety razors. Industry experts said that he was "crazy" and that its products are a maximum of 10 percent of the current market.
Byron Beach Marseille ignored them and categorically proved the fallacy of their views, providing disposable razors "Bick" in 1976. Success exceeded all expectations Beach, and now its products is about 62 percent of the total market safety razors in the U.S.. In some Third World countries, its share even more. However, in contrast to the pens and lighters, the priority in this market came to him at once. "Gillette" feared invasion "Beak" and in 1976 released a powerful new product - the "good news." But razor "Bick" defended themselves even in their native "Gillette" market and in 1990 its share was 45 percent. "Gillette" managed to restrain the growth of the share of "Beak" in the market and to maintain its dominant position.
Without Byron Beach Marseille "Gillette" probably would not have entered into the market of disposable razors. It is led by the principle of self-preservation and protection of its market. The key figures in the "Gillette" felt that a one-time market will absorb their core business. This kind of thinking leads to a loss of markets. That is why Byron Beach Marseille has the right to be the father of the industry of disposable razors. Creative destruction was the force of Byron Beach Marseille and safety razors were the third decisive blow genius of innovation, which eventually formed the disposable culture.
Conclusion:
Byron Beach Marseille most responsible for the emergence of a disposable culture. His deliberate ingenuity changed the buying habits of society and how to use the pens, lighters and safety razors in the world. His creative destruction static markets was brilliant innovation.
Great pleasure Byron Beach Marseille received from the competition on yachts. He participated four times in the regatta for "American Cup". The desire to win caused him to spend 3 million dollars. to participate in the regatta in 1970 on the sloop "France." He and his team 14 hours a day, have been preparing for this event, only to get lost in the fog of shame about Newport. Beach has ten children from two marriages and last mistress. One of his quotes, dedicated to the description of the entrepreneurial process, vividly describes his innovative flair:
You are familiar with surfing? Yes, this is my method. Success in windsurfing requires perfect mastery of the board and maximize opportunities. In addition, you should have complete freedom of movement, and no shareholders or bankers - they may become unnecessary ballast. (Dyuharst, 1981).
Byron Beach Marseille expertly identify the needs of society. He was a visionary innovator and ignored the prompt establishment in the march to a new and better way. His flair was based on striving for the goals at any cost. Destruction of the old part of his movement to success. He has a great ability to transform complex products and markets in more simple.
Brilliant innovators know this better than others. Byron Beach Marseille so confident that I chose the right direction the way that littered the side of the bodies of those who tried to cross his path. One of these was the "Gillette" which Byron Beach Marseille won twice. Byron Beach Marseille focused his attention on the simple and obvious and do not let anyone stand in his way. His goal was to saturate the mass market with cheap, reliable products that can be discarded after they perform their intended purpose. Byron Beach Marseille strategy was to identify products that are used every day, and still so expensive that instead of throw them away, the owners tried to repair them. Byron Beach Marseille estimated the cost of the product, in which the owner did not spare him throw. This price was first established in 1950 on a one-time pen and was 29 cents, while the price of competing firms handle ranged between 9 and 12.95 dollars. Beach might wonder: "What is necessary plant and equipment to reach the factory cost, necessary to reduce the price?" Byron Beach Marseille built new manufacturing facilities and automated processes, so that they reach the established limits of the price (it is contrary to the way of thinking of large firms). Then he fitted the market extensive distribution network and conducted a major advertising campaign, emphasizing the low price and profitability (something like "Click your BIC"). This strategy is often destroyed all the competition and took the handle "Bic" lighter "Bick" razor "Bick" standard disposable consumer products worldwide. Pricing and distribution strategy Byron Beach Marseille served not only to him but to the Japanese. American companies did not meet the requirements of the process, with the exception of a few industries, such as semiconductor manufacturing.
In the business philosophy of Byron Beach Marseille sway emphasis on long-term macro-economic requirements of the mass market. He had a goal and concentrate on it with tenacity tiger. Denise Veytli said most people in the world do not reach their goals because "they never actually did not put them in the first place." This is the difference between successful innovators and average people. These creators themselves form and in control of their environment, while the average person adapts to the environment. Maslow their research confirms this: "self-actualizing creative personality independent, autonomous and self-directed. Only 10 percent of the population are samoaktualizirovannymi."
George Bernard Shaw said: "Geniuses - masters of reality." He was referring to their ability to simplify complex events and make them elegantly simple. All innovators have this ability, but Byron Marcel castigating it is present as anyone else. The impression is that they do not tolerate complexity and have a powerful, aspirations, to make things easier. Chaotic environment today suggests that in the future the world will need in a growing number of people who have the talent. Dr. Ilya Prigogine, Nobel Prize winner, said: "The more complex the system, the more unstable it is PAINFUL. He said that all organizations continually oscillate between" self-destruction and reorganization. "All thirteen objects of our work could focus on the reorganization of the market or product, and adjust your product to market needs. They were able to present the simple, elegant solutions out of chaos and complexity. This ability is fundamental to all successful innovators and entrepreneurs, and is most evident in the work of Byron Marcel Beach.
Business Story:
After the war, Marcel Beach, Byron and his friend Edouard Buffard collected $ 1,000. and bought a dilapidated room in Clichy, a suburb of Paris. They started to produce there rods for ball pens, which have recently appeared on the market and in great demand. In fact, it was expensive and unreliable new product. This experience has led Byron Beach Marseille think about creating disposable pens. He spent four years developing the first pen "Beak" and improving its functional qualities.
Most industry leaders were too conservative to indulge in dangerous waters, which usually travel innovators, such as Byron Marcel Beach. Fear of the unknown was the reason that they continue to operate in the style of, caused by left-sided thinking and based on quantitative analysis of market opportunities. This strategy, in essence, rejects the possibility of entering new and unknown markets, as long until the information necessary to assess the size of the market or risk avoidance. Traditional leaders refuse to believe in the potential of new market opportunities, as long until they get quantitative justification. Therefore, they remain on the known, safe and existing markets, where their thinking apparatus feels quite comfortable. Such visionaries as Byron Beach Marseille - not from the breed.
Byron Beach Marseille experienced the same resistance to the new and unknown, like Turner, Jones, Bushnell, Jobs, Lear, and as well as the heroes of the past - the Galilee, Edison and Bell. Beach creating and editing of their disposable ballpoint pen from 1949. The main criterion for his efforts was the "maximum utility - the lowest price" ballpoint pen. It was okay to write it within the allotted time, and the end of life, should be thrown out because they had the lowest price.
The first sample of Byron Beach Marseille finished in 1950 and proposed the idea of six firms, which produced rods. One of these companies was a major U.S. company and honored "Uotermens", which was later acquired Beach. He gave these firms the opportunity to introduce his first idea, paying his firm only royalties. They declined, as expected, from those who fear the risk of industry experts, and Byron Beach Marseille decided to develop their own production and, in his words, "put everything on the pen."
When in November 1953, the Byron Beach Marseille presented the first pen "Bick" in France, it immediately became a hit. For three years, he sold a quarter of a million pens a day and wanted to reduce the price even more. It scared the company that produced the same type, expensive, traditional handles, which have remained at the start of the race for leadership of the mass market stationery. Beach itself was terrified quantity demand for its new handle:
On my most optimistic estimates, I expected to sell 10,000 pens a day. In less than three years, we have reached a level of 200,000 - 250,000 pens per day. It was such a great success that I thought the day is near when we will take the foreign markets (Dyuharst, 1981).
And he made the attack. Byron Beach Marseille immediately made an aggressive plan to win world market stationery. Immediately he received his license rights to the patent for "Biro" in order to avoid any legal proceedings relating to patent infringement. He then acquired a British firm "Biro-Swan," which dominated the English-speaking markets in Europe and Australia. With the acquisition of "Biro-Swan" Marcel simultaneously received in the order of qualified managers and the "know-how" great introduction to British goods markets. He used his license rights to the UK market, to gain the knowledge needed for their planned invasion of the States. This acquisition was worth 1.5 million francs (300,000 dollars.), But provided him direct access to the Australian, New Zealand and Canadian markets.
Over the next year Byron Beach Marseille acquired Swedish company "Bellograf" and took up its strategy of entering the U.S. market. Company "Waterman Pen", Connecticut, he bought in 1958. For a decade he sold in America at 330 million pens a year - more than 1.5 handles on every American.
Having joined in 1957, to the enormous U.S. market trading hands. Byron Beach Marseille faced with fierce competition from the "Paper-Maite Gillette." The hardest thing was to overcome the terrible reputation the pens won in America. First owner sold fake (bad) products and are very disappointed buyers. These pioneers sought to make quick money by short-term interest of buyers, and eventually formed a skeptical attitude towards the pen. Beach turned a negative into a positive attitude in the classic style of visionary innovators. Its 4 million advertising campaign "trial test" was intended to refute the image of ballpoint pens as low-quality products. This massive campaign carried out on national television showed a ball-point pen "Bick Stick" bore through the wall, writing on the ice, burn in the fire, they trampled dancers "Flamenco" and shoot a gun. Then the merchant has demonstrated that pens continue to write just fine, and also mentioned that they have a very reasonable price - only 29 cents!
Taking in hand market pens, Byron Beach Marseille launched an attack on the industry of cigarette lighters. He proved that he has spent an impressive innovation in the production and promotion of their pens on the market - it's not a windfall, and the fruit of his genius. He penetrated into the market of non-renewable lighters, setting the price of its product by 30 percent below the competition. Then, replace the brilliant advertising pens, came even more successful advertising campaign. Television Advertising "Click your Bic" was the occasion for jokes and was often used in comedies. Witty slogan was the beginning of the competitive wars against lighter "Gillette Cricket."
Byron Beach Marseille was extremely aggressive in marketing campaign, because faced with the need to compete with the "free resource" - matches. The matches were the reason that many firms were in the lead in the production of lighter, believed that the idea of disposable lighters is heard. Byron Beach Marseille, as usual, ignored the experts and brought a new product to the undoubted success. The success of the venture with lighters was even more striking than precede His success pens, and, ultimately, Beach forced to capitulate and go out of business the powerful "Gillette." "Gillette", after all, recognized how difficult it was to withstand the constant price competition with "Bic", left the market in the mid 80's.
"Beak" the battle began with the "Gillette" for markets lighters and pens and came out of it victorious. This success has invigorated the indomitable Marcel Beach confidence to join the fight for bastion of "Gillette" - market razors. Byron Marcel Beach, this amateur competition, could not resist the temptation to create a market for disposable razors, which "Gillette" deliberately avoided. Disposable razors were a real threat to key product "Gillette" (her bread and butter), which explains its strategy. When Byron Beach Marseille began marketing expertise of its new disposable razors in France, "Gillette" and other industry experts argued that he was mad. Beach has calculated the estimated market size (40-50 percent) for their safety razors. Industry experts said that he was "crazy" and that its products are a maximum of 10 percent of the current market.
Byron Beach Marseille ignored them and categorically proved the fallacy of their views, providing disposable razors "Bick" in 1976. Success exceeded all expectations Beach, and now its products is about 62 percent of the total market safety razors in the U.S.. In some Third World countries, its share even more. However, in contrast to the pens and lighters, the priority in this market came to him at once. "Gillette" feared invasion "Beak" and in 1976 released a powerful new product - the "good news." But razor "Bick" defended themselves even in their native "Gillette" market and in 1990 its share was 45 percent. "Gillette" managed to restrain the growth of the share of "Beak" in the market and to maintain its dominant position.
Without Byron Beach Marseille "Gillette" probably would not have entered into the market of disposable razors. It is led by the principle of self-preservation and protection of its market. The key figures in the "Gillette" felt that a one-time market will absorb their core business. This kind of thinking leads to a loss of markets. That is why Byron Beach Marseille has the right to be the father of the industry of disposable razors. Creative destruction was the force of Byron Beach Marseille and safety razors were the third decisive blow genius of innovation, which eventually formed the disposable culture.
Conclusion:
Byron Beach Marseille most responsible for the emergence of a disposable culture. His deliberate ingenuity changed the buying habits of society and how to use the pens, lighters and safety razors in the world. His creative destruction static markets was brilliant innovation.
Great pleasure Byron Beach Marseille received from the competition on yachts. He participated four times in the regatta for "American Cup". The desire to win caused him to spend 3 million dollars. to participate in the regatta in 1970 on the sloop "France." He and his team 14 hours a day, have been preparing for this event, only to get lost in the fog of shame about Newport. Beach has ten children from two marriages and last mistress. One of his quotes, dedicated to the description of the entrepreneurial process, vividly describes his innovative flair:
You are familiar with surfing? Yes, this is my method. Success in windsurfing requires perfect mastery of the board and maximize opportunities. In addition, you should have complete freedom of movement, and no shareholders or bankers - they may become unnecessary ballast. (Dyuharst, 1981).
Byron Beach Marseille expertly identify the needs of society. He was a visionary innovator and ignored the prompt establishment in the march to a new and better way. His flair was based on striving for the goals at any cost. Destruction of the old part of his movement to success. He has a great ability to transform complex products and markets in more simple.
Anyman knows gillette!
ОтветитьУдалитьHe is best entrepreneur who can transform small business into corporation
ОтветитьУдалить