How To Apply Marketing Myopia In Business Today?

2026-01-14 08:54:09 106

3 الإجابات

Matthew
Matthew
2026-01-19 17:12:55
Man, I get so frustrated watching companies fall into this trap! My uncle ran a local print shop for years, insisting 'people will always need business cards.' Then, LinkedIn profiles and digital networking exploded, and his sales tanked. That’s marketing myopia—assuming demand for your product is static. Today? You’ve got to think like Apple. They didn’t just sell computers; they sold creativity and status. Or Tesla selling sustainability as much as cars.

The key is anticipating how customer needs evolve. I geek out over case studies like Netflix mailing DVDs → streaming → producing content. Each step was about delivering 'entertainment,' not clinging to a format. Small businesses can apply this too: a bakery isn’t just selling cakes; it’s selling celebrations, comfort, Instagrammable moments. Start with the question: 'What deeper need do we fulfill?' and innovate from there.
Nicholas
Nicholas
2026-01-19 22:41:28
Marketing myopia hits hardest when industries get complacent. Take taxi companies vs. Uber—they thought they were in the 'taxi business,' not the 'transportation business.' Oops. Today, avoiding it means obsessing over trends and tech that could make your product obsolete. I love how Adobe pivoted from selling Photoshop licenses to a Creative Cloud subscription; they saw SaaS coming and adapted.

For modern businesses, it’s about agility. Listen to fringe customer complaints—they often hint at unmet needs. Like, I once read about a camera company ignoring smartphone threats because 'real photographers want DSLRs.' Big mistake. Now, the winners are those bridging gaps: GoPro didn’t sell cameras; it sold adventure storytelling. Whether you’re a SaaS startup or a coffee shop, ask: 'What’s the next thing that could erase our relevance?' Then beat it to the punch.
Reese
Reese
2026-01-20 13:06:21
Marketing myopia is one of those concepts that feels obvious in hindsight but gets ignored all the time. I see it a lot in companies that hyper-focus on selling their product instead of solving a customer’s problem. Like, remember how Blockbuster kept pushing rental DVDs instead of realizing people just wanted convenient entertainment? That’s the textbook example. Today, businesses should ask: 'Are we selling drills, or are we selling holes?' If you fixate on the drill, you’ll miss the rise of 3D-printed walls or adhesive hooks.

The fix? Zoom out. Talk to customers not about your product, but their needs. I’ve noticed startups that pivot from 'We make great software' to 'We help teams communicate faster' instantly connect better. It’s subtle but huge—you stop competing on features and start owning a purpose. Even legacy brands can do this; look at Nintendo shifting from consoles to 'play experiences' with mobile and theme parks. The moment you define yourself by the problem you solve, not the tool you sell, myopia fades.
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