Latent Demand: Apple's Trillion Dollar Secret
Steve Carlotti is Executive Vice President of Marketing at Michaels Stores, Inc. He brings 20 years of experience working for consumer and retail companies. His work cuts across a range of functional areas including strategy, marketing, sales force effectiveness, and supply chain (especially when it drives customer satisfaction). Steve previously served as CEO of The Cambridge Group; as EVP of Global Practices and Consulting Services at Nielsen; and at McKinsey & Company in Chicago where he led the firm’s Midwestern Consumer/Retail Practice as well as its North American Consumer Marketing Practice. While in these roles, he focused on growth, strategy, and marketing issues for clients in the consumer products, retail, and automotive industries, among others.
Steve graduated second in his class from Dartmouth in 1988. He holds a Masters in Public Administration from Woodrow Wilson School at Princeton.
Steve Carlotti: Apple is actually a really interesting example of thinking about the notion of latent demand. And I’d like to actually talk about two examples. I’d like to talk about iTunes, and I’d like to talk about the iPad. Because I think they illustrate very different ways of coming at latent demand. So let me first talk about iTunes. iTunes was an example of latent demand, but also an example of emerging demand. Where emerging demand is demand that you can just start to see if you look at the world in the right way.
Jonathan Fowler & Elizabeth Rodd
Steve Carlotti, CEO of The Cambridge Group, says Apple's success is due to the company's ability to uncover latent demand.
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