false 6664826 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 6664826 1 6859683 15 9 2009 Trade-Off: Why Some Things Catch On, and Others Don't total:8|5:4|4:3|3:1|2:0|1:0| 8 35 39 4 236187 4.05 21 6 2826 3.87 5488 937 77535230 1984886 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 4 0 false Wed Nov 18 00:00:00 -0800 2009 Thu Nov 12 06:24:18 -0800 2009 Thu Nov 19 06:29:22 -0800 2009 more...]]> 77375421 2913457 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 4 0 false Tue Nov 10 00:00:00 -0800 2009 Tue Nov 10 17:01:11 -0800 2009 Tue Nov 10 17:02:45 -0800 2009 73477058 823086 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 5 0 false Tue Dec 08 00:00:00 -0800 2009 Sun Oct 04 21:55:14 -0700 2009 Tue Dec 08 19:38:13 -0800 2009 more...]]> 80789211 2758770 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Sat Dec 12 15:24:59 -0800 2009 Sat Dec 12 15:26:59 -0800 2009 81305596 3052814 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Thu Dec 17 11:09:21 -0800 2009 Thu Dec 17 11:10:16 -0800 2009 81030426 641915 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Mon Dec 14 18:30:01 -0800 2009 Mon Dec 14 18:30:01 -0800 2009 80938437 2765327 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Mon Dec 14 00:15:50 -0800 2009 Mon Dec 14 00:15:50 -0800 2009 80597194 341299 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Thu Dec 10 16:58:07 -0800 2009 Thu Dec 10 16:58:11 -0800 2009 79448538 687474 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Mon Nov 30 14:48:50 -0800 2009 Mon Nov 30 14:48:50 -0800 2009 79196601 2987931 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Sat Nov 28 08:44:24 -0800 2009 Sat Nov 28 08:44:26 -0800 2009 78849891 166757 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 3 0 false Tue Nov 24 00:00:00 -0800 2009 Tue Nov 24 09:03:59 -0800 2009 Tue Nov 24 09:05:54 -0800 2009 78072581 2504245 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Tue Nov 17 07:49:55 -0800 2009 Tue Nov 17 07:49:55 -0800 2009 78059138 2550303 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 5 0 false Mon Nov 23 08:24:54 -0800 2009 Tue Nov 17 05:35:06 -0800 2009 Mon Nov 23 08:24:54 -0800 2009 78023516 2948609 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 5 0 false Sun Dec 06 10:29:51 -0800 2009 Mon Nov 16 18:28:16 -0800 2009 Sun Dec 06 10:30:18 -0800 2009 78002708 1376293 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Mon Nov 16 15:09:00 -0800 2009 Mon Nov 16 15:09:00 -0800 2009 77671084 1436420 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Fri Nov 13 12:37:07 -0800 2009 Fri Nov 13 12:37:07 -0800 2009 77368288 249511 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Tue Nov 10 15:51:40 -0800 2009 Tue Nov 10 15:51:40 -0800 2009 76835956 2740329 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Thu Nov 05 12:50:05 -0800 2009 Thu Nov 05 12:50:05 -0800 2009 76777395 2911624 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 5 0 false Sun Nov 01 00:00:00 -0700 2009 Wed Nov 04 21:39:14 -0800 2009 Wed Nov 04 21:39:36 -0800 2009 1 76613147 2033270 6664826 038552594X 9780385525947 4 http://www.goodreads.com/images/books/66/826/6664826-m-1255725985.jpg http://www.goodreads.com/images/books/66/826/6664826-s-1255725985.jpg http://www.goodreads.com/book/show/6664826-trade-off 4.38 8 A Fresh and Important New Way to Understand Why We Buy

Why did the RAZR ultimately ruin Motorola? Why does Wal-Mart dominate rural and suburban areas but falter in large cities? Why did Starbucks stumble just when it seemed unstoppable?

The answer lies in the ever-present tension between fidelity (the quality of a consumer’s experience) and convenience (the ease of getting and paying for a product). In Trade-Off, Kevin Maney shows how these conflicting forces determine the success, or failure, of new products and services in the marketplace. He shows that almost every decision we make as consumers involves a trade-off between fidelity and convenience–between the products we love and the products we need. Rock stars sell out concerts because the experience is high in fidelity-–it can’t be replicated in any other way, and because of that, we are willing to suffer inconvenience for the experience. In contrast, a downloaded MP3 of a song is low in fidelity, but consumers buy music online because it’s superconvenient. Products that are at one extreme or the other–those that are high in fidelity or high in convenience–-tend to be successful. The things that fall into the middle-–products or services that have moderate fidelity and convenience-–fail to win an enthusiastic audience. Using examples from Amazon and Disney to People Express and the invention of the ATM, Maney demonstrates that the most successful companies skew their offerings to either one extreme or the other-–fidelity or convenience-–in shaping products and building brands.]]> 2009 0 0 false Tue Nov 03 13:35:42 -0800 2009 Tue Nov 03 13:35:42 -0800 2009 8 http://www.goodreads.com/book_link/follow/8?book_id=6664826