Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets. —Steve Jobs, cofounder and CEO of Apple

the misalignment might result not because the core offering is missing something, but rather because some customers do not universally value some elements of the core offering. While important for some customers, and perhaps even target customers, certain elements may not be valued by all customers. This is where we can find opportunities on the

We think of customers as being on “journeys”—or missions to do or accomplish something. From this, it follows that any product or service is merely a step along the way to achieving a bigger goal.

We define an “edge” as the outer rim that frames what you do and separates it, quite conveniently, from what you don

Part of the reason edges can be simultaneously higher return and lower risk is that the risk is paid for elsewhere.

In all of these edge examples, the common theme is that the system that supports the transition space creates leverage.

The problem with “more” is that it only works for a while.

There is an optional enhancement offered to a core product (add-on). The add-ons typically leverage foundational assets of the core business. The incremental effort and investment required to present and fulfill the enhancement is typically low. Incremental consideration is paid (extra charge) for this add-on.

Every download is effectively an optional improvement to the original device purchase.