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Non-standard business solutions

One of the main goals of a big business is to be one step ahead of its competitors. This will ensure the emergence of new customers, new sales and receiving worldwide fame. In our time, trivial solutions in the management of their 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 around the finger precisely because of 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.

In the 1970s, there was an American entrepreneur who invented liquid soap and sold it through 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 long time ago. Taylor understood that if large manufacturers of household chemicals start mass production of liquid soap in dispensers, then there is no prospect for the development of his small business.

And then the resourceful entrepreneur decided to simply not allow other manufacturers to get the cherished plastic metering pumps that are attached to bottles of liquid soap. In those years in the United States there were only two factories that produced such pumps, and Taylor made an order for both of them for the production of twelve million dollars. About one hundred million dispensers could be manufactured for this amount, and so for the next few years both factories worked only to fulfill the order of Taylor. Robert’s competitors, of course, could make liquid soap itself, but without convenient packaging with a dispenser, such a product was not competitive.

Deliberately taking a huge risk, Taylor did not lose – within a few years his small company had become a huge Colgate-Palmolive business that produces liquid soap, toothpastes and other hygiene products.

In the summer of 2010, a mine collapse occurred in Chile. The consequence of this tragedy was that 33 workers were at a depth of about 700 meters without the ability to independently get out. Began rescue operations, which lasted as much as three months. Indifferent people and organizations sent food, water and other necessary means for survival to the affected miners. Oakley decided to send its products to the miners as well – sunglasses.

When the miners’ rescue finally did succeed and they got out of imprisonment, they had to put on the received gift glasses, as it was difficult for the eyes to look at the daylight after such a long time in darkness. Of course, correspondents from almost all TV channels and print media came to the scene of the incident. They shot the faces of rescued workers in glasses from Oakley with a photo camera and video camera. Thus, the company has made itself free advertising, which saw a multi-million public around the world, including views on the Internet.

Everyone knows that big football games are always a great platform for advertising. Some companies paste over stadiums with advertising posters, others let the ticker on television during the live broadcast of matches. The company “Puma” decided to act much easier, and at the same time much more brilliant. They paid the football player Pele just for tying the laces on his sneakers in the stadium just before the start of the match. Of course, the shoes 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.

As a result of the advertising campaign, it was found out that this cunning marketing move turned out to be much more efficient than the advertising posters placed along the stadium.

At one time, a small firm in Taiwan was a motherboard manufacturer for the American company Dell. After a long time of cooperation, this company wanted to supply Dell with other components as well, and issue computers entirely at the output. Dell has agreed, because she saw in this only benefit. After some time, the Taiwanese partner offered its participation in supply management as well. Dell again happily accepted the offer. Teamwork boiled with a new force. For Dell, such cooperation was more than profitable: they were engaged in promoting their product to the market, and the Taiwanese partner did all the routine work for them.

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