#nesmuk knife

[lunarlightforge]

AVAILABLE!!

New blade!! This one is $375 shipped in the USA! I’ve been asked to make a blade of this sort in the past and decided to give it a go! So here’s our version of a “nesmuk” knife! More info from the link in my bio. Thanks everyone!!

[tanookikiss]

Paul’s Birthday

Pairing: Tommy x Paul, Gene x Eric. S

Rating: T

Author’s note: So I’ve had this silly little fluffy idea in my head for about a month. I wasn’t sure if I was going to finish it in time, but I have some awesome friends to thank for that. Thank you @ashestoashesvvi  for offering me valuable art tips and suggestions for this story.

................................................................................................................................

Tommy looked forward to all special occasions. He adored gatherings, celebrating milestones with his loved ones. However, there was one special occasion in particular that the guitarist had been prepping for months: Paul’s birthday.

The Spaceman would be the first to admit his infatuation with The Starchild. Who could blame him? Paul was the whole package; smart, sexy, kind, and talented. The two had spent a lot of time together, bonding over their shared love of painting, and Tommy cherished every minute of it. He adored any chance to be with Paul, really, but there was something special and intimate about their art sessions. He had taught Paul a few tips here and there, and Paul took to it like a natural. 

Paul wasn’t just painting a canvas; he was baring his soul. His radiant smile sent butterflies a flutter throughout Tommy’s stomach when he mixed his paints. There was a childlike wonder that twinkled within those beautiful chocolate eyes as the brush met the canvas ever so delicately. Paul was soft and vulnerable. It was a side of himself that he shields from the world out of fear and that made Tommy sad. Paul was at his most beautiful whenever he could let go and create. And Tommy was determined to help set him free.

As the party guests were busy mingling in Paul’s living room, Tommy was busy setting up his grand gift display in the art studio. Gene and Eric distracted Paul while Tommy meticulously re-arranged the color palette to be perfect. Nothing was too good for his Paul. He smiled as he observed his display.

“Hey Tommy, if you want any cake you better hurry before Gene monopolizes the sweets table,” Eric announced, walking into the studio with a glass of champagne. “Holy shit! How many cans of paint did you buy!?” he exclaimed, nearly spilling his drink all over the floor.

“Seventy-two,” Tommy replied with pride. “All seventy-two colors of Liquitex Professional Acrylic Paint. It took me weeks to get every single color to complete the collection,” he gestured to the colorful pyramid display in the center of the room.

Eric blinked, completely gobsmacked at the impressive rainbow pyramid before him. “Of all the things you could’ve bought Paul, you spent weeks buying various fingerpaints!”

“This is the highest quality acrylic paint on the market. All of the great artists use this brand. It’s in very high demand!” Tommy blurted out, explaining his reasoning to the skeptic drummer.

Eric squinted his eyes. “Oh yeah? What’s so special about it?”

Tommy carefully pulled a red bottle down from the display. He opened the top to show Eric the buttery red consistency inside. “Each color is uniquely formulated to bring out the brilliance and clarity of the individual pigment. It’s perfect for color mixing.”

Eric still couldn’t see what was so great about this overpriced paint. It looked like regular red paint to him, but he knew Tommy went to a lot of trouble to get it for Paul, and he knew how important it was for his friend, so he tried to be as cordial as he could, “Yeah, that red is…very red,” he smiled, patting Tommy on the back. “I’m sure Paul will love it.”

Tommy smiled back at his friend. “Paul is an artistic genius! He only deserves the best.”

Eric scratched his head while observing Paul’s latest painting titled, “Doors Of Perception” in confusion. “Well, I wouldn’t go that far…I mean, this door looks more like a window!”

“I think it looks like a waffle.”

Tommy and Eric turned their heads to see Gene propped outside the door, munching on his cake.

Tommy shook his head. “You guys aren’t looking deep enough into the emotionally charged compositions. It’s Abstract Art. It’s not supposed to be realistic. The colors and shapes represent aesthetic ideas instead of natural forms.”

Gene and Eric gave each other a puzzled look with arched eyebrows before turning their attention back to their supposedly art connoisseur Spaceman.

“Then how do you explain this one?” Gene asked, pointing his fork to a canvas covered in brown smudges with a hint of blue and green along the edges.

Eric chuckled. “Let me guess…it’s supposed to be a window into the troubled soul of a starving artist,” he overdramatically stated, prompting a deep chuckle out of Gene.

Tommy rolled his eyes. “This one is not finished yet. Paul has been working on this piece for days now.”

Eric blinked. “It took him days to just randomly slap some brown, blue and green onto a canvas!?”

Tommy sighed. He honestly had no idea why he bothered trying to explain Abstract Art to these two unappreciative buffoons.

“Tommy? Are you back here?” Paul asked from outside the door.

In a hurry, Tommy put down the red bottle in the middle of the floor and scrambled to the door just before Paul could set foot into the room.

“Hey Paul,” he asked breathlessly, trying his best to block Paul’s view from his surprise.

Paul cocked his head curiously. “There you are. I’ve been looking everywhere for you! I thought you left,” he said sadly, twirling a nervous finger around his necklace clasp.

“No! Never! I would never leave you…err… leave the party,” Tommy fumbled, shaking his head. Eric snickered behind him. Tommy resisted the urge to swat at him.

“What are you all doing in my art studio?” Paul asked, noticing Gene and Eric standing behind Tommy.

Before Tommy could speak, Eric blurted out, “Tommy has a surprise for you!”

“Oh!” Paul’s eyes lit up, and there was that joy that Tommy loved so much. “You got me a surprise! You didn’t have to…but I am glad you did,” his grin blossomed into a huge smile, melting Tommy’s heart on the spot.

Paul reached out and grabbed Tommy’s hand, pulling him out of the room. “We’re about to open presents in the living room. I didn’t want to start without you,” he said softly. Tommy blushed and followed Paul’s lead eagerly, ignoring Eric and Gene’s playful taunts the entire way back.

Once inside the living room, everyone gathered around Paul as he opened up his various exquisite gifts from Rolex watches to fine silk bed sheets.

“Alright, this is from Gene,” Paul said, picking up a random present from the table.

“Ha! Oh, this is going to be good,” Eric snorted, smacking his gum loudly. Gene gave Eric a stern look, which the Catman only gave a cheeky smirk in return.

Paul unwrapped the present, only to find a box. He opened the box and saw what looked like a wooden knife block with a knife in it. Paul pulled the knife out, dropping it in horror.

“Ah! What the hell, Gene?”

“What? It’s a Nesmuk! Didn’t you say you wanted one?” Gene crossed his arms and raised his eyebrow.

“Yes, I did, but why the hell is it stained red?” Paul asked in disgust.

Everyone eyed the suspicious red substance all over the knife blade and then looked up at Gene with weirded out expressions.

“What? It’s just strawberry jam. Eric didn’t wash the dishes so I had to use the knife to make a sandwich,” Gene explained casually.

“So, instead of just washing a butter knife yourself you just used the expensive fine German cutting knife?” Eric laughed in between loud gum smacks.

“Uh, yeah, it’s still a utensil!” Gene defended abrasively.

“Well, um, thanks Gene,” Paul said with an obvious forced smile. He then reached for another gift in the pile.

“This one is from Eric,” Paul said, reading the tag.

Eric grinned in excitement as Paul unwrapped his gift.

“It’s a Nick Fouquet hat! By why is it flat?” he pouted, examining the squished black hat with a few dented blue feathers on the side.

“Gene accidentally sat on it,” Eric replied with crossed arms.

Gene merely shrugged as he continued munching on his chocolate cake.

Paul put the hat aside. “We should all head up to my studio. Apparently, Tommy has a marvelous surprise for me that I’m just dying to see,” he grinned at Tommy.

“I wanted to save the best for last,” he whispered in Tommy’s ear, causing the younger man to blush as he led the group up to Paul’s art studio.

Everyone oooh’d and ahhh’d over the beautiful acrylic paint display, but no one was more intrigued than Paul, of course.

“Is this the entire Liquitex Professional Acrylic Paint collection?” Paul asked in awe, circling around the magnificent seventy-two canned pyramid like an excited child on Christmas morning. “You got all of this for me!?”

Tommy couldn’t stop the large grin from spreading across his face even if he wanted to. “Yeah, I sure did.”

Without warning Paul pulled Tommy into a tight loving hug. “Thank you so much, Tommy! I love it!” he cheered, kissing Tommy on the cheek. “He taught me how to paint!” the birthday boy bragged to everyone in the room. Tommy’s cheeks burned hot as he leaned closer into the warm embrace. He wished he could stay in this position with Paul forever.

Breaking away from the hug, Paul still kept his arms around Tommy. “I want to test the colors out on a blank canvas,” he smiled, turning to grab a clean canvas.

As Paul was carrying a large canvas over, Tommy noticed the lone red paint can he had left in the middle of the floor carelessly. Quickly, he rushed over to retrieve the can to prevent Paul from tripping over it, but, unfortunately, Tommy’s foot caught a nearby easel causing him to lose his balance. Everything happened so fast. Before Tommy could get his wits about him, his arms, hands, the floor, and the unfinished painting were covered in red paint.

Surprised gasps filled the room as everyone grew quiet, staring down the clumsy guitarist.

“Nice fall, Grace!” Eric bellowed out loud, breaking the awkward silence.

“Did you have a nice trip?” Gene chimed in, making the already embarrassing situation ten times worse!

Tommy’s face flushed red. “I’m s...so sorry!” He stood up wobbly, looking around for some paper towels. He felt delirious as if he was trapped in some sort of nightmare.

“My painting!” Paul cried out, dropping the new canvas to rush over to inspect the damage done on his precious art work.

That precious glimmer in his eyes had dulled. That beautiful radiant smile had become a frown. That look of disappointment plastered on his face would forever haunt Tommy in his dreams. Several nosy bystanders had snapped out of their trance, rushing over with paper towels to help clean up the mess.

“Paul, I’m sorry,” Tommy’s voice cracked, staring at the other man helplessly.

Paul didn’t even look at him. He just stood motionless, staring at the ruined painting in silence. Tommy couldn’t bear it anymore and rushed off to the nearby bathroom, turning on the water faucet and pumping lots of soap into his hands. With a sad sigh, he scrubbed his hands and arms in the soapy water with fury. He wanted nothing more than to erase the evidence of his great blunder. The bright red paint residue mixed with the white soap had turned into a hideous pinkish color stained onto his skin. Who was he kidding? It would take days for this accursed color to come out. Just another painful daily reminder of how he ruined Paul’s birthday.

Tommy held his head down in shame, feeling completely ashamed and angry at himself for what had happened. He knew Paul had worked hard on that painting. All those relentless hours down the drain and all because of one careless mistake.

Paul knocked on the bathroom door before entering. “Tommy? Are you alright?”

Tommy took a deep breath and faced Paul. “Paul, I’m so sorry I ruined your painting. I just feel awful for what I did.”

“Ruined it?” Paul blinked at him. “You just made it even better.”

Tommy looked over in confusion. He wasn’t expecting that kind of response out of Paul. “What do you mean?”

Paul grinned, putting a plaster tool in Tommy’s hand. “Come on, we both started this, let’s finish it together.”

Tommy followed Paul back into the studio and observed the painting. The red and brown had mixed into a gorgeous burgundy color with hints of blue and green on the edges. The guests were buzzing around the painting like bees to honey, commenting on what a superb color that was. Gene and Eric stood dumbfounded, unable to figure out what everyone was so excited about. Gently, Paul put his hand on Tommy’s hand, guiding the plaster tool onto the canvas. Everyone watched closely as the two men moved like one. In one swift motion they had melded the gorgeous deep reddish colored form into a heart shape.

“Beautiful,” Paul whispered, his eyes surveying the gorgeous masterpiece.

Tommy nodded in agreement. “Beautiful,” he agreed.

Paul looked up to see that Tommy wasn't looking at the painting but at him instead. The two leaned in closer, sharing a gentle kiss.

~There are no mistakes, only happy accidents~ Bob Ross

[highlandhordeleatherworks]

Finished up this custom sheath for this hand forged Damascus Nesmuk style blade from @lapaixknifeandtool Hand made from full grain leather, hand dyed, hand stitched with red artificial sinew and sealed with locally sourced beeswax. #customleatherwork #handmadeleather #handforged #damascus #damascussteel #handstitched #handstitchedleather #basketweave #knife #knifeporn #forgedknife #madeincanada #lapaixknifeandtool #highlandhorde #highlandhordeoutdoors (at Middle Sackville, Nova Scotia) https://www.instagram.com/p/CNHwpcNBDba/?igshid=1f7zpmiw4jm3j

[knifesgeek]

Nesmuk Jahrhundert Messer – Price: $98,934 #knifesgeek Close but still not the most expensive. Made by German cutlery-makers Nesmuk, the Jahrhundert Messer is claimed to be the most expensive kitchen knife in the world we found something even more ridiculously expensive. (see below!). Forged by Lars Scheidler, the blade is made from 640 layers of Damascus steel with a cutting edge made from the finest carbon steel. What makes this luxury kitchen knife so pricey might be the fact that the handle is made out of the wood of a 5,000-year-old bog oak or maybe the fact that it is decorated with a platinum collar set which is adorned with 25 brilliant-cut diamonds. If you desire to purchase the high-end piece you will receive it along with an elegant piano lacquer box. #knive #knifes #live #wow #insta #google #bestknife #amazing #tech #technology #today @google @instagram @world @sg_zt_knives_guy @usatoday @techinsider @diynetwork @todayshow (at New York, Florida) https://www.instagram.com/p/B-Ics6TFD2i/?igshid=a2prjz4divq2

[ru-titley-knives]

Narrow Nesmuk.

Recycled Nessmuk style patch knife shaped from the tip of an old butchers knife (like the original ) but as a wrapped full tang .

Wrap is latigo lace leather with an epoxy coat finish with further wraps of 3 strand braided sinew and a wet-formed rustic leather sheath with brass eyelets and copper saddlery rivets .

 Available now only to over 18′s , please contact at the email below .

Custom knives , sheaths and gear from rtknives@hotmail.com

[tuungstenn]

bones: did you meet the new xo jim: yes. [pulls out piece of paper] meet spock. check. next. marry spock. checkbox: unchecked. next. have spock beget me four (4) children. checkbox: unchecked. next. get a dog. checkbox: unchecked. next. name the dog cheboygan. checkbox: unchecked. next. raise all five with nothing but love and compassion in our hearts. checkbox: unchecked. next. take the children to disney world orlando where we forget one in the enchanted tiki room and have to go back for it. i laugh about this years later but he still doesnt think its funny. checkbox: unchecked. next. retire in mexico. checkbox: unchecked. next. feed him fresh pineapple every morning that i ripped from its stem with my own two hands and personally cut with with a nesmuk jahrhundertmesser knife. checkbox: unchecked. next. die in his arms. checkbox: unchecked. bones: bones: what. the. fuck.

[thibaut-deveraux-blog]

The pocket knife Soul has a olive wood handle. https://buff.ly/2eScrMr #nesmuk #knife #knifecommunity #knifestagram (à Nesmuk)

[jeramymobley]

10 Obstacles To New Product Success

Many obstacles can slow the spread of new products and services, we’ve identified ten of the most common and categorized them as obstacles to adoption and obstacles to use. Will they or do they impact you?

Obstacles to adoption are barriers that prevent customers from buying your products in the first place. Even customers who might benefit from your product—or otherwise be inclined to buy it—may choose a competitor’s product or non-consumption in the face of these obstacles. Therefore, it is important to find ways to reduce or eliminate them. The following obstacles are some of the most frequent barriers to product purchases:

1. Lack Of Knowledge. One of the most fundamental reasons that customers don’t buy your product is that they don’t know they need it. It’s not that the innovator is making up a job to be done that didn’t actually exist—a tough road to take, for sure—but rather that customers had just gotten used to the old way of doing things. Look at medical records at a physician’s office, which are typically a mess of free-form text, checked boxes, and scans of faxes from diagnostic labs and other doctors. It’s very tough to find useful information quickly, and sometimes critical data gets overlooked. Yet vendors of “golden record” solutions that create a single integrated file have found the market slow to materialize because physicians don’t realize the cost—in terms of both money and sub-optimal medical outcomes—of the current make-do approach. Only by quantifying the situation and evangelizing about the dangers of the typical practice have they made people realize that these jobs can get done in a far better way.

2. Behavior Change Requirement. To no one’s surprise getting people to change their behavior can be quite difficult. Ozon, often referred to as the Amazon of Russia, is the largest e-commerce company in Russia. It started with book sales, moved into movies and music, ventured into consumer electronics, then ultimately became a full-range retailer of virtually every consumer good imaginable. Despite its relative size in Russia, growth has been challenging in Russia’s cash-based economy. In particular, Ozon has had trouble selling its proprietary e-reader (the Ozon Galaxy), e-books, and digital music. With digital content requiring a credit card for purchase and Russian consumers being generally unwilling or unable to move away from cash, these categories have seen lackluster sales.

3. Multiple Decision Makers. Even great ideas can be hindered by the need to bring many disconnected decision makers on board, some of whom may have misaligned incentives. Systems that enable teams of doctors to consult online about shared cases seem to make a ton of sense, but they have grown quite slowly. IT, hospital departments, and individual physicians all need to come on board, or else the system will be stymied. Some of these entities may embrace change, whereas others see mainly risk. Even if the benefits of the solution are clear to all, simply getting people to agree on a proposition and action plan can take far longer than implementing the actual system.

4. High Costs. Costs can be high in a number of ways. The actual cost of a new product can be prohibitively expensive. At around $40,000 (or roughly 80 percent of the median U.S. household income), a Nesmuk diamond-studded knife is simply too expensive for most consumers. A product can also be too costly compared to rival goods. Harrods, the UK department store, launched its £29.95 Pot Noodle in 2008. Although the launch was part of a stunt to celebrate design innovation (while also sending proceeds to charity), one can’t help but wonder whether that price is a bit high for a cup of instant noodles. Finally, the cost of switching to a new solution can be unpalatable. Along this third vein, cell phone carriers decided years ago that they would make it hard to switch carriers by imposing an early termination fee. More recently, as carriers have battled for market share, they have begun buying out termination fees from other carriers and eliminating the idea of a standard two-year contract altogether, thus helping to reduce the costs of switching carriers.

5. High Risk. Customers will be reluctant to adopt a new solution if it involves a lot of risk or a high potential cost of failure. Even with the recent rise in lawsuits by patent trolls, the uptake of patent litigation insurance has been slow. In part, attorneys believe that this is because buying such insurance might actually invite patent suits with liabilities that quickly exceed coverage limits. Even though the insurance could prevent crippling lawsuit damages, the risk of attracting patent troll attention has been too great to allow for fast adoption.

6. Unfamiliar Category. Sometimes, products are so innovative that they define a new category that the customer doesn’t really understand or have a budget for. Consider the Internet of Things (IoT)—a network of potentially millions of connected devices and sensors in a workplace that can keep tabs on just about everything happening in a facility. For all of the hype surrounding the idea, uptake by major corporations has been slow. There typically isn’t anyone with IoT in the job title or with an IoT line item in the annual budget. IoT vendor en-Gauge has addressed this challenge in a clever way, focusing tightly on monitoring the readiness of fire extinguishers. Fire safety usually is someone’s responsibility, and few people dissent from spending modestly to improve a company’s readiness in this area. Once en-Gauge introduces its IoT solution through this route, it plans to be in prime position to sell much more expansive offerings later.

Obstacles To Use

A second set of obstacles to consider are obstacles to use. These are the reasons that customers stop using your product or service after initial adoption. Obstacles to use can take a few different shapes. You may see an early wave of enthusiasm with a rapid falloff of purchases. Or, more straightforwardly, people simply stop repurchasing your product, buying add-on features, or upgrading to later editions. Obstacles to use present a major hurdle to creating a sustainable business model. The following categories represent some of the most common reasons a customer will not use a product:

7. Limited Supporting Infrastructure. Sometimes a product can be great on its own, but lacks value without a system to support it. Imagine downloading a peer-to-peer app but having no peers! Similarly, electric vehicles offer a number of benefits for both drivers and the environment. Yet even ecofriendly consumers who are willing to buy electric cars are often dissuaded by the lack of available charging stations. Those who drive long distances arguably have the most to save (assuming the price of gas stays high relative to the price of electricity in your area), but they are the ones for whom the solution is least viable. Without the infrastructure that allows you to get the full potential out of your purchase, use becomes prohibitively difficult.

8. Use Creates Pain Points. Customers will not continue to use a product that is overly complex or difficult to use. Yet companies often insist on overloading their new products with features rather than focusing on satisfying important jobs well. According to an NPD Group survey of over 1,500 consumers, 13 percent of consumers had returned an electronic device due to frustration when trying to get it to work. Windows Vista, launched by Microsoft in 2007, was surrounded by high expectations from both consumers and the company. As incessant compatibility and performance problems plagued the product, even some of Microsoft’s most loyal customers defected for Apple.

9. It’s Cool, Not Better. Many times, a new product sounds really exciting, but it ultimately doesn’t do a better job than the existing solution. Generally, customers rush to try these products but stop using these solutions when they realize that they don’t excel along the dimensions that they find most important. The technology that allows you to purchase items using a cell phone has been around for a relatively long time. Although a number of people tried it once or twice, they ultimately found that it didn’t perform any better than a standard swipe of the credit card. In fact, it often took longer. As Google and Apple reignite the race to get mobile payments off the ground, this second wave is focusing on jobs that are now top of mind for customers, such as data security.

10. Offering Isn’t Targeted. Similarly, new offerings need to be targeted to specific jobs and customer types. The Segway was another fun device that was launched without much purpose or direction. Once the company stopped trying to sell the Segway to the general public—who couldn’t afford it and didn’t know what to do with it—it found success among customer types with undersatisfied jobs, including police forces, urban tour guides, and warehouses.

Getting customers to even consider your product in the first place can often be quite the challenge, but finding ways to overcome obstacles to long-term use can be just as important a task. Without opportunities to resell to past purchasers, you may find that your business model is simply unsustainable.

More of this approach is featured in my new book JOBS TO BE DONE: A Roadmap for Customer-Centered Innovation.

The Blake Project Can Help: The New Product Co-Creation Workshop

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education

FREE Publications And Resources For Marketers

[timbertoes-blog]

Some of the Most Expensive Kitchen Knives

1. Nesmuk Jahrhundert Messer 

 It seem to me that this is one of the most expensive kitchen knife in the world, and the best carving knife for meat in first for their price. its price approximately $ 98,934 or price can be more than this price. It is very famous for the Germany as because of these knives are basically Germany based. This knife is usually made of premium grade carbon, steel and with a very fine wooden handle that is made from thousands of years old strong oak.

2. The Gem of the Orient

The Gem of the Orient is the most expensive knife. If you see this knife once, it will go in love with its graceful stance, but its price is about $ 2.1 a lot. During the ancient King Empire, the famous American knife maker Buster Warren sky created this precious knife. The knife has 9 Characters of 5 Charts which are very expensive

3. Nesmuk Diamond studded Knife

Among the most expensive and best stolen, this Nesmuk Diamond Knife is at the top. You might be surprised to see this Knife Jewelry designer Quintin Nell and Hoffman Pieper designs that are the kind of knife that was inspired by the aesthetical appeal about 3,500 years ago. This knife is very sharp and its handle is surrounded by about four diamonds. Match this sharp knife with this carbon steel blade. But here the price of the upstream project has been increased; the knife handle has been created which is made with the actual silver that has been stoddered with 8 diamonds. However, due to its price rise, the stolen handle was made with silver, where 4 diamonds were pierced. Generally this knife price almost around $ 39600, which is high price than any other knives.

4. Searpoint Lace Knife

This art taken by William Henry is another amazingly beautiful composition. When it comes in front of everyone's eyes, and in order to reveal the most beautiful element, it is engraved with 24 carat gold carved in his hand. It can be separated from the steel plaque with its hand button lock system. Its handles and blood color combinations that are easy to adapt, so easy to use.

[eldarkabiri]

Choosing the new knife @nesmukknives perhaps one the sharpest and most expensive knives! (at Nesmuk)

[lunarlightforge]

New blade!! This one is a nesmuk style blade! I’ve had a few requests for these in the past and finally decided to make one! Send me a dm for more info. Thanks everyone!!

[materiallovers]

Nesmuk EXKLUSIV Full Damascus Chef's Knife

Nesmuk EXKLUSIV Full Damascus Chef's Knife ❤ liked on Polyvore (see more hand made knives)

[highlandhordeleatherworks]

Custom sheath and ferro rod for this beast of a nesmuk knife. The sheath is wet formed, hand dyed and hand stitched with artificial sinew. #customsheath #customleather #customknifesheath #handmadeleather #handdyed #handsewn #nesmuk #bushcraft #bushcraftknife #bushcraftleather #knifeporn #knifesheath #ferrorod #antlers #antlerhandleknife #madeincanada #highlandhordeoutdoors

[glenmenlow]

10 Obstacles To New Product Success

Many obstacles can slow the spread of new products and services, we’ve identified ten of the most common and categorized them as obstacles to adoption and obstacles to use. Will they or do they impact you?

Obstacles to adoption are barriers that prevent customers from buying your products in the first place. Even customers who might benefit from your product—or otherwise be inclined to buy it—may choose a competitor’s product or non-consumption in the face of these obstacles. Therefore, it is important to find ways to reduce or eliminate them. The following obstacles are some of the most frequent barriers to product purchases:

1. Lack Of Knowledge. One of the most fundamental reasons that customers don’t buy your product is that they don’t know they need it. It’s not that the innovator is making up a job to be done that didn’t actually exist—a tough road to take, for sure—but rather that customers had just gotten used to the old way of doing things. Look at medical records at a physician’s office, which are typically a mess of free-form text, checked boxes, and scans of faxes from diagnostic labs and other doctors. It’s very tough to find useful information quickly, and sometimes critical data gets overlooked. Yet vendors of “golden record” solutions that create a single integrated file have found the market slow to materialize because physicians don’t realize the cost—in terms of both money and sub-optimal medical outcomes—of the current make-do approach. Only by quantifying the situation and evangelizing about the dangers of the typical practice have they made people realize that these jobs can get done in a far better way.

2. Behavior Change Requirement. To no one’s surprise getting people to change their behavior can be quite difficult. Ozon, often referred to as the Amazon of Russia, is the largest e-commerce company in Russia. It started with book sales, moved into movies and music, ventured into consumer electronics, then ultimately became a full-range retailer of virtually every consumer good imaginable. Despite its relative size in Russia, growth has been challenging in Russia’s cash-based economy. In particular, Ozon has had trouble selling its proprietary e-reader (the Ozon Galaxy), e-books, and digital music. With digital content requiring a credit card for purchase and Russian consumers being generally unwilling or unable to move away from cash, these categories have seen lackluster sales.

3. Multiple Decision Makers. Even great ideas can be hindered by the need to bring many disconnected decision makers on board, some of whom may have misaligned incentives. Systems that enable teams of doctors to consult online about shared cases seem to make a ton of sense, but they have grown quite slowly. IT, hospital departments, and individual physicians all need to come on board, or else the system will be stymied. Some of these entities may embrace change, whereas others see mainly risk. Even if the benefits of the solution are clear to all, simply getting people to agree on a proposition and action plan can take far longer than implementing the actual system.

4. High Costs. Costs can be high in a number of ways. The actual cost of a new product can be prohibitively expensive. At around $40,000 (or roughly 80 percent of the median U.S. household income), a Nesmuk diamond-studded knife is simply too expensive for most consumers. A product can also be too costly compared to rival goods. Harrods, the UK department store, launched its £29.95 Pot Noodle in 2008. Although the launch was part of a stunt to celebrate design innovation (while also sending proceeds to charity), one can’t help but wonder whether that price is a bit high for a cup of instant noodles. Finally, the cost of switching to a new solution can be unpalatable. Along this third vein, cell phone carriers decided years ago that they would make it hard to switch carriers by imposing an early termination fee. More recently, as carriers have battled for market share, they have begun buying out termination fees from other carriers and eliminating the idea of a standard two-year contract altogether, thus helping to reduce the costs of switching carriers.

5. High Risk. Customers will be reluctant to adopt a new solution if it involves a lot of risk or a high potential cost of failure. Even with the recent rise in lawsuits by patent trolls, the uptake of patent litigation insurance has been slow. In part, attorneys believe that this is because buying such insurance might actually invite patent suits with liabilities that quickly exceed coverage limits. Even though the insurance could prevent crippling lawsuit damages, the risk of attracting patent troll attention has been too great to allow for fast adoption.

6. Unfamiliar Category. Sometimes, products are so innovative that they define a new category that the customer doesn’t really understand or have a budget for. Consider the Internet of Things (IoT)—a network of potentially millions of connected devices and sensors in a workplace that can keep tabs on just about everything happening in a facility. For all of the hype surrounding the idea, uptake by major corporations has been slow. There typically isn’t anyone with IoT in the job title or with an IoT line item in the annual budget. IoT vendor en-Gauge has addressed this challenge in a clever way, focusing tightly on monitoring the readiness of fire extinguishers. Fire safety usually is someone’s responsibility, and few people dissent from spending modestly to improve a company’s readiness in this area. Once en-Gauge introduces its IoT solution through this route, it plans to be in prime position to sell much more expansive offerings later.

Obstacles To Use

A second set of obstacles to consider are obstacles to use. These are the reasons that customers stop using your product or service after initial adoption. Obstacles to use can take a few different shapes. You may see an early wave of enthusiasm with a rapid falloff of purchases. Or, more straightforwardly, people simply stop repurchasing your product, buying add-on features, or upgrading to later editions. Obstacles to use present a major hurdle to creating a sustainable business model. The following categories represent some of the most common reasons a customer will not use a product:

7. Limited Supporting Infrastructure. Sometimes a product can be great on its own, but lacks value without a system to support it. Imagine downloading a peer-to-peer app but having no peers! Similarly, electric vehicles offer a number of benefits for both drivers and the environment. Yet even ecofriendly consumers who are willing to buy electric cars are often dissuaded by the lack of available charging stations. Those who drive long distances arguably have the most to save (assuming the price of gas stays high relative to the price of electricity in your area), but they are the ones for whom the solution is least viable. Without the infrastructure that allows you to get the full potential out of your purchase, use becomes prohibitively difficult.

8. Use Creates Pain Points. Customers will not continue to use a product that is overly complex or difficult to use. Yet companies often insist on overloading their new products with features rather than focusing on satisfying important jobs well. According to an NPD Group survey of over 1,500 consumers, 13 percent of consumers had returned an electronic device due to frustration when trying to get it to work. Windows Vista, launched by Microsoft in 2007, was surrounded by high expectations from both consumers and the company. As incessant compatibility and performance problems plagued the product, even some of Microsoft’s most loyal customers defected for Apple.

9. It’s Cool, Not Better. Many times, a new product sounds really exciting, but it ultimately doesn’t do a better job than the existing solution. Generally, customers rush to try these products but stop using these solutions when they realize that they don’t excel along the dimensions that they find most important. The technology that allows you to purchase items using a cell phone has been around for a relatively long time. Although a number of people tried it once or twice, they ultimately found that it didn’t perform any better than a standard swipe of the credit card. In fact, it often took longer. As Google and Apple reignite the race to get mobile payments off the ground, this second wave is focusing on jobs that are now top of mind for customers, such as data security.

10. Offering Isn’t Targeted. Similarly, new offerings need to be targeted to specific jobs and customer types. The Segway was another fun device that was launched without much purpose or direction. Once the company stopped trying to sell the Segway to the general public—who couldn’t afford it and didn’t know what to do with it—it found success among customer types with undersatisfied jobs, including police forces, urban tour guides, and warehouses.

Getting customers to even consider your product in the first place can often be quite the challenge, but finding ways to overcome obstacles to long-term use can be just as important a task. Without opportunities to resell to past purchasers, you may find that your business model is simply unsustainable.

More of this approach is featured in my new book JOBS TO BE DONE: A Roadmap for Customer-Centered Innovation.

The Blake Project Can Help: The New Product Co-Creation Workshop

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education

FREE Publications And Resources For Marketers

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[markjsousa]

10 Obstacles To New Product Success

Many obstacles can slow the spread of new products and services, we’ve identified ten of the most common and categorized them as obstacles to adoption and obstacles to use. Will they or do they impact you?

Obstacles to adoption are barriers that prevent customers from buying your products in the first place. Even customers who might benefit from your product—or otherwise be inclined to buy it—may choose a competitor’s product or non-consumption in the face of these obstacles. Therefore, it is important to find ways to reduce or eliminate them. The following obstacles are some of the most frequent barriers to product purchases:

1. Lack Of Knowledge. One of the most fundamental reasons that customers don’t buy your product is that they don’t know they need it. It’s not that the innovator is making up a job to be done that didn’t actually exist—a tough road to take, for sure—but rather that customers had just gotten used to the old way of doing things. Look at medical records at a physician’s office, which are typically a mess of free-form text, checked boxes, and scans of faxes from diagnostic labs and other doctors. It’s very tough to find useful information quickly, and sometimes critical data gets overlooked. Yet vendors of “golden record” solutions that create a single integrated file have found the market slow to materialize because physicians don’t realize the cost—in terms of both money and sub-optimal medical outcomes—of the current make-do approach. Only by quantifying the situation and evangelizing about the dangers of the typical practice have they made people realize that these jobs can get done in a far better way.

2. Behavior Change Requirement. To no one’s surprise getting people to change their behavior can be quite difficult. Ozon, often referred to as the Amazon of Russia, is the largest e-commerce company in Russia. It started with book sales, moved into movies and music, ventured into consumer electronics, then ultimately became a full-range retailer of virtually every consumer good imaginable. Despite its relative size in Russia, growth has been challenging in Russia’s cash-based economy. In particular, Ozon has had trouble selling its proprietary e-reader (the Ozon Galaxy), e-books, and digital music. With digital content requiring a credit card for purchase and Russian consumers being generally unwilling or unable to move away from cash, these categories have seen lackluster sales.

3. Multiple Decision Makers. Even great ideas can be hindered by the need to bring many disconnected decision makers on board, some of whom may have misaligned incentives. Systems that enable teams of doctors to consult online about shared cases seem to make a ton of sense, but they have grown quite slowly. IT, hospital departments, and individual physicians all need to come on board, or else the system will be stymied. Some of these entities may embrace change, whereas others see mainly risk. Even if the benefits of the solution are clear to all, simply getting people to agree on a proposition and action plan can take far longer than implementing the actual system.

4. High Costs. Costs can be high in a number of ways. The actual cost of a new product can be prohibitively expensive. At around $40,000 (or roughly 80 percent of the median U.S. household income), a Nesmuk diamond-studded knife is simply too expensive for most consumers. A product can also be too costly compared to rival goods. Harrods, the UK department store, launched its £29.95 Pot Noodle in 2008. Although the launch was part of a stunt to celebrate design innovation (while also sending proceeds to charity), one can’t help but wonder whether that price is a bit high for a cup of instant noodles. Finally, the cost of switching to a new solution can be unpalatable. Along this third vein, cell phone carriers decided years ago that they would make it hard to switch carriers by imposing an early termination fee. More recently, as carriers have battled for market share, they have begun buying out termination fees from other carriers and eliminating the idea of a standard two-year contract altogether, thus helping to reduce the costs of switching carriers.

5. High Risk. Customers will be reluctant to adopt a new solution if it involves a lot of risk or a high potential cost of failure. Even with the recent rise in lawsuits by patent trolls, the uptake of patent litigation insurance has been slow. In part, attorneys believe that this is because buying such insurance might actually invite patent suits with liabilities that quickly exceed coverage limits. Even though the insurance could prevent crippling lawsuit damages, the risk of attracting patent troll attention has been too great to allow for fast adoption.

6. Unfamiliar Category. Sometimes, products are so innovative that they define a new category that the customer doesn’t really understand or have a budget for. Consider the Internet of Things (IoT)—a network of potentially millions of connected devices and sensors in a workplace that can keep tabs on just about everything happening in a facility. For all of the hype surrounding the idea, uptake by major corporations has been slow. There typically isn’t anyone with IoT in the job title or with an IoT line item in the annual budget. IoT vendor en-Gauge has addressed this challenge in a clever way, focusing tightly on monitoring the readiness of fire extinguishers. Fire safety usually is someone’s responsibility, and few people dissent from spending modestly to improve a company’s readiness in this area. Once en-Gauge introduces its IoT solution through this route, it plans to be in prime position to sell much more expansive offerings later.

Obstacles To Use

A second set of obstacles to consider are obstacles to use. These are the reasons that customers stop using your product or service after initial adoption. Obstacles to use can take a few different shapes. You may see an early wave of enthusiasm with a rapid falloff of purchases. Or, more straightforwardly, people simply stop repurchasing your product, buying add-on features, or upgrading to later editions. Obstacles to use present a major hurdle to creating a sustainable business model. The following categories represent some of the most common reasons a customer will not use a product:

7. Limited Supporting Infrastructure. Sometimes a product can be great on its own, but lacks value without a system to support it. Imagine downloading a peer-to-peer app but having no peers! Similarly, electric vehicles offer a number of benefits for both drivers and the environment. Yet even ecofriendly consumers who are willing to buy electric cars are often dissuaded by the lack of available charging stations. Those who drive long distances arguably have the most to save (assuming the price of gas stays high relative to the price of electricity in your area), but they are the ones for whom the solution is least viable. Without the infrastructure that allows you to get the full potential out of your purchase, use becomes prohibitively difficult.

8. Use Creates Pain Points. Customers will not continue to use a product that is overly complex or difficult to use. Yet companies often insist on overloading their new products with features rather than focusing on satisfying important jobs well. According to an NPD Group survey of over 1,500 consumers, 13 percent of consumers had returned an electronic device due to frustration when trying to get it to work. Windows Vista, launched by Microsoft in 2007, was surrounded by high expectations from both consumers and the company. As incessant compatibility and performance problems plagued the product, even some of Microsoft’s most loyal customers defected for Apple.

9. It’s Cool, Not Better. Many times, a new product sounds really exciting, but it ultimately doesn’t do a better job than the existing solution. Generally, customers rush to try these products but stop using these solutions when they realize that they don’t excel along the dimensions that they find most important. The technology that allows you to purchase items using a cell phone has been around for a relatively long time. Although a number of people tried it once or twice, they ultimately found that it didn’t perform any better than a standard swipe of the credit card. In fact, it often took longer. As Google and Apple reignite the race to get mobile payments off the ground, this second wave is focusing on jobs that are now top of mind for customers, such as data security.

10. Offering Isn’t Targeted. Similarly, new offerings need to be targeted to specific jobs and customer types. The Segway was another fun device that was launched without much purpose or direction. Once the company stopped trying to sell the Segway to the general public—who couldn’t afford it and didn’t know what to do with it—it found success among customer types with undersatisfied jobs, including police forces, urban tour guides, and warehouses.

Getting customers to even consider your product in the first place can often be quite the challenge, but finding ways to overcome obstacles to long-term use can be just as important a task. Without opportunities to resell to past purchasers, you may find that your business model is simply unsustainable.

More of this approach is featured in my new book JOBS TO BE DONE: A Roadmap for Customer-Centered Innovation.

The Blake Project Can Help: The New Product Co-Creation Workshop

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education

FREE Publications And Resources For Marketers

[joejstrickl]

10 Obstacles To New Product Success

Many obstacles can slow the spread of new products and services, we’ve identified ten of the most common and categorized them as obstacles to adoption and obstacles to use. Will they or do they impact you?

Obstacles to adoption are barriers that prevent customers from buying your products in the first place. Even customers who might benefit from your product—or otherwise be inclined to buy it—may choose a competitor’s product or non-consumption in the face of these obstacles. Therefore, it is important to find ways to reduce or eliminate them. The following obstacles are some of the most frequent barriers to product purchases:

1. Lack Of Knowledge. One of the most fundamental reasons that customers don’t buy your product is that they don’t know they need it. It’s not that the innovator is making up a job to be done that didn’t actually exist—a tough road to take, for sure—but rather that customers had just gotten used to the old way of doing things. Look at medical records at a physician’s office, which are typically a mess of free-form text, checked boxes, and scans of faxes from diagnostic labs and other doctors. It’s very tough to find useful information quickly, and sometimes critical data gets overlooked. Yet vendors of “golden record” solutions that create a single integrated file have found the market slow to materialize because physicians don’t realize the cost—in terms of both money and sub-optimal medical outcomes—of the current make-do approach. Only by quantifying the situation and evangelizing about the dangers of the typical practice have they made people realize that these jobs can get done in a far better way.

2. Behavior Change Requirement. To no one’s surprise getting people to change their behavior can be quite difficult. Ozon, often referred to as the Amazon of Russia, is the largest e-commerce company in Russia. It started with book sales, moved into movies and music, ventured into consumer electronics, then ultimately became a full-range retailer of virtually every consumer good imaginable. Despite its relative size in Russia, growth has been challenging in Russia’s cash-based economy. In particular, Ozon has had trouble selling its proprietary e-reader (the Ozon Galaxy), e-books, and digital music. With digital content requiring a credit card for purchase and Russian consumers being generally unwilling or unable to move away from cash, these categories have seen lackluster sales.

3. Multiple Decision Makers. Even great ideas can be hindered by the need to bring many disconnected decision makers on board, some of whom may have misaligned incentives. Systems that enable teams of doctors to consult online about shared cases seem to make a ton of sense, but they have grown quite slowly. IT, hospital departments, and individual physicians all need to come on board, or else the system will be stymied. Some of these entities may embrace change, whereas others see mainly risk. Even if the benefits of the solution are clear to all, simply getting people to agree on a proposition and action plan can take far longer than implementing the actual system.

4. High Costs. Costs can be high in a number of ways. The actual cost of a new product can be prohibitively expensive. At around $40,000 (or roughly 80 percent of the median U.S. household income), a Nesmuk diamond-studded knife is simply too expensive for most consumers. A product can also be too costly compared to rival goods. Harrods, the UK department store, launched its £29.95 Pot Noodle in 2008. Although the launch was part of a stunt to celebrate design innovation (while also sending proceeds to charity), one can’t help but wonder whether that price is a bit high for a cup of instant noodles. Finally, the cost of switching to a new solution can be unpalatable. Along this third vein, cell phone carriers decided years ago that they would make it hard to switch carriers by imposing an early termination fee. More recently, as carriers have battled for market share, they have begun buying out termination fees from other carriers and eliminating the idea of a standard two-year contract altogether, thus helping to reduce the costs of switching carriers.

5. High Risk. Customers will be reluctant to adopt a new solution if it involves a lot of risk or a high potential cost of failure. Even with the recent rise in lawsuits by patent trolls, the uptake of patent litigation insurance has been slow. In part, attorneys believe that this is because buying such insurance might actually invite patent suits with liabilities that quickly exceed coverage limits. Even though the insurance could prevent crippling lawsuit damages, the risk of attracting patent troll attention has been too great to allow for fast adoption.

6. Unfamiliar Category. Sometimes, products are so innovative that they define a new category that the customer doesn’t really understand or have a budget for. Consider the Internet of Things (IoT)—a network of potentially millions of connected devices and sensors in a workplace that can keep tabs on just about everything happening in a facility. For all of the hype surrounding the idea, uptake by major corporations has been slow. There typically isn’t anyone with IoT in the job title or with an IoT line item in the annual budget. IoT vendor en-Gauge has addressed this challenge in a clever way, focusing tightly on monitoring the readiness of fire extinguishers. Fire safety usually is someone’s responsibility, and few people dissent from spending modestly to improve a company’s readiness in this area. Once en-Gauge introduces its IoT solution through this route, it plans to be in prime position to sell much more expansive offerings later.

Obstacles To Use

A second set of obstacles to consider are obstacles to use. These are the reasons that customers stop using your product or service after initial adoption. Obstacles to use can take a few different shapes. You may see an early wave of enthusiasm with a rapid falloff of purchases. Or, more straightforwardly, people simply stop repurchasing your product, buying add-on features, or upgrading to later editions. Obstacles to use present a major hurdle to creating a sustainable business model. The following categories represent some of the most common reasons a customer will not use a product:

7. Limited Supporting Infrastructure. Sometimes a product can be great on its own, but lacks value without a system to support it. Imagine downloading a peer-to-peer app but having no peers! Similarly, electric vehicles offer a number of benefits for both drivers and the environment. Yet even ecofriendly consumers who are willing to buy electric cars are often dissuaded by the lack of available charging stations. Those who drive long distances arguably have the most to save (assuming the price of gas stays high relative to the price of electricity in your area), but they are the ones for whom the solution is least viable. Without the infrastructure that allows you to get the full potential out of your purchase, use becomes prohibitively difficult.

8. Use Creates Pain Points. Customers will not continue to use a product that is overly complex or difficult to use. Yet companies often insist on overloading their new products with features rather than focusing on satisfying important jobs well. According to an NPD Group survey of over 1,500 consumers, 13 percent of consumers had returned an electronic device due to frustration when trying to get it to work. Windows Vista, launched by Microsoft in 2007, was surrounded by high expectations from both consumers and the company. As incessant compatibility and performance problems plagued the product, even some of Microsoft’s most loyal customers defected for Apple.

9. It’s Cool, Not Better. Many times, a new product sounds really exciting, but it ultimately doesn’t do a better job than the existing solution. Generally, customers rush to try these products but stop using these solutions when they realize that they don’t excel along the dimensions that they find most important. The technology that allows you to purchase items using a cell phone has been around for a relatively long time. Although a number of people tried it once or twice, they ultimately found that it didn’t perform any better than a standard swipe of the credit card. In fact, it often took longer. As Google and Apple reignite the race to get mobile payments off the ground, this second wave is focusing on jobs that are now top of mind for customers, such as data security.

10. Offering Isn’t Targeted. Similarly, new offerings need to be targeted to specific jobs and customer types. The Segway was another fun device that was launched without much purpose or direction. Once the company stopped trying to sell the Segway to the general public—who couldn’t afford it and didn’t know what to do with it—it found success among customer types with undersatisfied jobs, including police forces, urban tour guides, and warehouses.

Getting customers to even consider your product in the first place can often be quite the challenge, but finding ways to overcome obstacles to long-term use can be just as important a task. Without opportunities to resell to past purchasers, you may find that your business model is simply unsustainable.

More of this approach is featured in my new book JOBS TO BE DONE: A Roadmap for Customer-Centered Innovation.

The Blake Project Can Help: The New Product Co-Creation Workshop

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education

FREE Publications And Resources For Marketers