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Technical data of the peterholford.com

Geo IP provides you such as latitude, longitude and ISP (Internet Service Provider) etc. informations. Our GeoIP service found where is host peterholford.com. Currently, hosted in Germany and its service provider is 1&1 Internet AG .

HTTP Header Analysis

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DNS

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business strategy from an obsessive mind follow-my-customer december 9th, 2007 the idea of creating products with customers is one that seems to polarize opinion. there are those who won’t touch it, and there are those who painstakingly design processes to incorporate customer-led innovation into their organizations. then, there are companies that seem to do it effortlessly. what is their secret? i reckon i’ve cracked it. as with every good consultant, i am going to bring it down to a 2-by-2 matrix (click to expand): for developing new products for your existing markets (extension) , your most loyal customers (in terms of customer tenure) are crucial as they have the passion for your products. it is among this group of customers that you are likely to find ideas for new products that you could offer. this could be from the customers taking the product and adapting it for alternative uses, such as in the case of lego mindstorms. lego found that universities (such as mit) were using their bricks as part of robotics experiments. by working with them on this, they created lego mindstorms – a robotics-based product that was popular for play and for academic uses. an alternative is customers who would like to see you offer a new product within the market. the most passionate (or proactive) of these customers may already be writing suggestions about products that you can offer, such as detective marketing’s stefan engeseth who suggested to apple that they make an apple-shaped projector. in both cases, these customers should be given free licence to innovate with your products – even giving them resources to do so if needed. and, of course, they should be rewarded for successful ideas. when it is new markets for existing products (expansion) , you need to enlist the help of non-customers, those customers who are choosing against your market. this is where blue ocean strategy – ‘the idea of reconstructing market boundaries and rendering the competition irrelevant’ – comes in to play. understanding why people reject the market is very powerful and is an activity that frequently sits at odds with competitor-focused strategy. exploring the reasons that these non-customers have for choosing against your market means understanding their alternatives. consider the nintendo wii: nintendo had all but lost the games console market, but it has destroyed the competition with the wii, outselling the playstation 3 by 4:1 and the xbox 360 by 2:1. it is also the only one of the three that makes a profit on the base unit – the other two are both loss-making and recover that loss through games and accessories. nintendo approached this by looking at how people who were not interested in consoles spent their time. they found that those people preferred to do sociable activities and/or physical exercise, so they created a physical interface that requires a lot of exercise to play it. i can vouch for this personally – i am in no way interested in the video-games market but i have bought myself a wii and i enjoy it immensely. these customers should be consulted and given opportunities to explore and use the product, and their reactions carefully recorded. that way you will understand why they reject the offering and it will allow you to redesign the offering to become a viable alternative for them. new markets and new product lines (transformation) need the involvement of your biggest brand-fans. these are likely to be two groups of people: those who have the most interaction with you and also your earliest adopters. these people are close to your brand and will understand how you can make transformational moves that fit in with your core brand – that is, how to make sure that it is a coherent transformation that customers will find credible rather than just a shot in the dark. one such example of this is tony fadell, who suggested to apple that they should create the ipod. this was a new product line and a new market for apple, and they were reluctant to do it. at first they ignored him, so he got a job at the company in order to persuade them internally. this is an extreme example, but every brand has customers who believe in it enough to want to do business with it in other areas of their lives. building up a good relationship with these customers will allow you to capture their suggestions, and more crucially bringing them close so that you can test new products and markets with them. this is a segmented approach to customer-led innovation that involves different types of customer for different contexts. the key to using it successfully lies in communication. understanding who rejects your market and why will prove valuable for expansion-based innovation products. for the extension and transformation segments, relationship outside of the sales context is key. giving customers the ability to interact with you as a brand, rather than a business, will provide opportunities to bring those customers close, but to get the most value out of this it is crucial that each customer can lead and define their communications with you. that is a very cheap way of finding out what your brand means to your customers because in the end it is their brand. posted in apple , concepts & theory , customer-led innovation , lego , nintendo | 2,531 comments » ebay at the crossroads (part 5) november 8th, 2007 having looked at the various options for ebay to grow organically, let’s consider the final growth path: growth through acquisition. this has been a controversial area for ebay, as discussed in the introductory post to this series. it missed out on paypal, then overpaid for skype. m&a is a challenging area for ebay due to the lack of any serious contenders in its marketplace. it could try a roll-up model buying all of the minority players, but this would not deliver anything like the growth needed to maintain its early trajectory. this leaves ebay in a position where m&a activity can only be about gaining capabilities or changing markets. assuming, again, that it doesn’t want to change markets, what capabilities could it buy in? one possibility is to buy in a site with the amazon-style algorithms mentioned above. a more intriguing one would be to buy a web aggregator such as netvibes or pageflakes (it wouldn’t need to buy a widget-maker because this is relatively simple programming). it could do two things with this: firstly, it would be a very quick way to build the drag-and-drop functionality into its site, allowing users to tailor their own welcome page to the site, and therefore their own experience. this would be far more likely to make people creative in the things that they looked for in the site, and would therefore encourage people to buy more (as well as to return more). the other use would be to build web users more generally, be more creative on the widgets that it could bring out, and most importantly study how people are using the web (and what sites they are interacting with). that would be a fantastically useful facility for ebay to build knowledge on interests and online behaviour. if ebay is to venture into m&a in a significant way again, it will need to ensure that there is a clear rationale for its purchase and an easily justifiable price for whatever it buys. adding capabilities such as these would enable it to tick both of these boxes. ebay at the crossroads (conclusion) this has been a long analysis of ebay’s current position and options as i see them. i hope that it has been interesting and will present some valuable insights. whatever happens with ebay now will be interesting to observe. it is at a crossroads in its life – it was a pioneer and a great company. it has not pioneered for a long time. let’s hope that the decisions that it makes now will let it become a great company again. posted in acquisition , case studies , companies , ebay , m&a | 2,673 comments » ebay at the crossroads (part 4) november 6th, 2007 so far, we have looked at how ebay m

URL analysis for peterholford.com

http://peterholford.com/category/concepts-theory/
http://peterholford.com/2007/11/06/ebay-at-the-crossroads-part-4/#comments
http://peterholford.com/2007/11/08/ebay-at-the-crossroads-part-5/#comment-22630
http://peterholford.com/2007/10/
http://peterholford.com/2007/12/
http://peterholford.com/2007/10/20/ebay-at-the-crossroads/#comments
http://peterholford.com/2007/12/09/follow-my-customer/
http://peterholford.com/2007/10/23/ebay-at-the-crossroads-part-2/#comment-22632
http://peterholford.com/2007/09/25/welcome/
http://technorati.com/faves?sub=addfavbtn&add=http://peterholford.com
http://peterholford.com/2007/12/09/follow-my-customer/#comment-22633
http://peterholford.com/category/introduction/
http://peterholford.com/2007/11/08/ebay-at-the-crossroads-part-5/#comments
http://peterholford.com/category/case-studies/
http://peterholford.com/2007/11/06/ebay-at-the-crossroads-part-4/

Whois Information

Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;

Domain Name: PETERHOLFORD.COM
Registry Domain ID: 1178028580_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.1and1.com
Registrar URL: http://registrar.1and1.info
Updated Date: 2016-08-25T07:35:40Z
Creation Date: 2007-08-24T22:22:08Z
Registry Expiry Date: 2017-08-24T22:22:08Z
Registrar: 1&1 Internet SE
Registrar IANA ID: 83
Registrar Abuse Contact Email: [email protected]
Registrar Abuse Contact Phone: +1.6105601459
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Name Server: NS59.1AND1.CO.UK
Name Server: NS60.1AND1.CO.UK
DNSSEC: unsigned
URL of the ICANN Whois Inaccuracy Complaint Form: https://www.icann.org/wicf/
>>> Last update of whois database: 2017-08-14T22:32:40Z <<<

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The Registry database contains ONLY .COM, .NET, .EDU domains and
Registrars.

  REGISTRAR 1&1 Internet SE

SERVERS

  SERVER com.whois-servers.net

  ARGS domain =peterholford.com

  PORT 43

  TYPE domain

DOMAIN

  NAME peterholford.com

  CHANGED 2016-08-25

  CREATED 2007-08-24

STATUS
clientTransferProhibited https://icann.org/epp#clientTransferProhibited

NSERVER

  NS59.1AND1.CO.UK 217.160.80.169

  NS60.1AND1.CO.UK 217.160.81.169

  REGISTERED yes

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