Post by rreiter on Apr 22, 2016 2:19:19 GMT
I thought that your attitude of "the customer doesn't know what they don't know" as a means to spur innovation, or rather to get past the constraints on innovation, was very interesting. It seems that allowing for failure, i.e. 1 out of every 100 products were big sucesses, removes the apprehension behind trying new things by allowing the innovator to realize that he/she doesn't need to nail the sucessful innovative idea on the first try. Has there ever been a time, however, when the quest for innovation has gone "too far" and you've had to pump the brakes? In other words, have you ever experienced a risk for innovation that became too costly, and, if so, how did you recognize it?
It seems that one of the societal constraints on the idea behind Daily Table is this notion that you are selling "trash" (salvaged food) to poor people. Did you anticipate this type of criticism, and how did you plan for it? What kind of public image campaign did you consider or undertake to get ahead of these objections?
It seems that one of the societal constraints on the idea behind Daily Table is this notion that you are selling "trash" (salvaged food) to poor people. Did you anticipate this type of criticism, and how did you plan for it? What kind of public image campaign did you consider or undertake to get ahead of these objections?