The above topic refers to an in-depth review of Kevin Maney's new book, "TRADE-OFF: Why some things catch on and others don't." Trade-off is a concept that every executive, manager, entrepreneur, strategist, designer, and employee should master. The success and failure of businesses depend on trade-offs that customers make. Kevin Maney's new book, "Trade-Off," is the first book that uses trade-off to convincingly explain why some products are hits and others are not.

1. TRADE‐OFF, POSITIONING, AND CUSTOMER EXPERIENCE: Why Some Products Are Hits And
Others Aren't
REVIEW of "Trade‐Off," a New Book by Kevin Maney
I've been deeply fascinated with and studying the concept of trade‐off for over 10 years. I dove
into trade‐off when I was trying to invent a software application that invents magic tricks. But,
that's another story. Suffice it to say that the design of a hit magic trick involves a conjuring
method that has almost zero trade‐off. But again, I digress from the purpose of this article
which is to review Kevin Maney's new book, "Trade‐Off: Why Some Things Catch On and Others
Don't."
Less than two weeks ago, I received a galley copy of Maney’s "Trade‐Off" and I couldn't put it
down until I finished it. I'm glad that I did. Given the universality and importance of the trade‐
off concept, trade‐off has largely been neglected especially in the literature on business. The
concept of trade‐off literally relates to everything in our universe: evolution, competition,
design, positioning, customer experience, strategy, innovation, marketing, product/business
success (and failure), decision‐making, impact analysis, negotiation, and conflict resolution.
Consequently, focus is needed when dealing with the trade‐off concept. I therefore commend
Maney on his decision to focus on ‘Categories Of Trade‐Off (COTO)' as principal causes as well
as predictors of a product's success or failure. But, how did he exactly achieve that?
In the Trade‐Off book, Maney introduces the concepts of "Fidelity" and "Convenience" as
fundamental components of trade‐off. Ideally, customers desire zero trade‐off, that is, products
and services that have super‐fidelity and super‐convenience. In practice and with limited
resources, however, businesses and customers typically go for a trade‐off or swap between
fidelity and convenience. Nevertheless, there is a strong polarity in types of trade‐offs. On the
one hand, undesirable trade‐offs lie in what Maney calls the ‘Fidelity Belly.’ Products and
services that have trade‐offs in the Fidelity Belly generally struggle, flop, or fail. On the other
hand, desirable trade‐offs lie in what I’m calling the ‘Hit Zone’ especially in the ‘Luxury Spot’
and ‘Disruption Spot.’ The most successful products and services in a market or an industry
focus on either the Disruption Spot (featuring super‐convenience) or the Luxury Spot (featuring
super‐fidelity).
According to Maney, Fidelity refers to the quality of a customer's experience. Convenience, in
contrast, refers to the ease of getting and paying for a product. The interplay between forces of
Fidelity and Convenience determines a product's positioning, brand, and value as well as quality
of customer experience. It's amazing how Maney uses Fidelity and Convenience ‐ together with
the concepts of "tech effect (innovation)" and "social accelerants (value)" ‐ to explain the
success and failure of products as well as services. Numerous examples throughout the book
illustrate cases of successful trade‐offs (Hit Zone) and cases of unsuccessful trade‐offs (Fidelity
Belly). The Hit Zone contains products such as Apple’s iPhone, Google Search, and ATM
machines as well as services such as in Disneyland, Singapore Airlines, Cirque du Soleil,
Southwest Airlines, and Wal‐Mart. Currently in the Fidelity Belly are products such as the
Segway transporter, Yugo car, Webvan, General Magic’s Telescript, and Starbucks. Many
businesses in service sectors such as traditional newspapers and movie theaters are in the
Fidelity Belly.

2.
Sure, the Fidelity Belly is not a place for any product, service, or business to be. But what can
businesses, which are trapped in the Fidelity Belly, do to move to the Hit Zone? Maney suggests
one of two competitive strategies: either Maximize Fidelity or Maximize Convenience. Maney
seems to be against simultaneously maximizing Fidelity and Convenience. In fact, he refers to
such actions as pursuing a ‘Fidelity Mirage’ or ‘going on a fool’s errand.’ At this point, the
philosophy of Maney and I diverge, for I generally believe in a simultaneous pursuit of Fidelity
and Convenience that is consistent with the brand and positioning of a business. Google and
Amazon are good examples of companies that strive to simultaneously maximize Fidelity and
Convenience.
To be fair, Maney is not totally against the simultaneous pursuit of Fidelity and Convenience. In
fact, he cites the example of digital cameras as providing a positive ‘wrecking‐ball moment’ in
achieving super‐fidelity and super‐convenience. The entire photography industry is being
disrupted by digital cameras and Kodak, a former leader, found itself as one of the victims
initially lying in the Fidelity Belly. My understanding of Maney’s caution is that a ‘super‐fidelity +
super‐convenience’ (aka Blue Ocean) strategy typically seems to be highly expensive, risky, and
resource intensive. A ‘super‐fidelity + super‐convenience’ strategy or project is also highly
susceptible to disruptive technological innovation which may be hard to foresee. In short, a
‘super‐fidelity + super‐convenient’ project involves a high risk‐high reward strategy that may
not be worth it, especially against the backdrop of other spots in the Hit Zone. Maney’s
examples of a failed ‘super‐fidelity + super‐convenience’ strategy include Teledesic and General
Magic’s Telescript. The jury is still out on Amazon’s electronic book reader, the Kindle.
Now, for the final question: Should one buy the “Trade‐Off” book? What better way to answer
this question than to use Maney’s Fidelity/Convenience or ‘Fidelity Swap’ framework. I find the
Fidelity of the “Trade‐Off” book to be high. The book’s contents, examples, and suggestions are
rich, insightful, and entertaining. The book ‐ even before its public release ‐ has a high social
aura and cachet. Top‐notch people and cognoscenti in business such as Marc Andreessen,
Esther Dyson, Marissa Mayer, and Ted Leonsis belong to Facebook ‘Fans’ of the Trade‐Off book.
Consequently, the book is developing a kind of ‘gotta‐know‐about‐this’ coolness and identity.
On the Convenience axis, the book is lower priced than a typical business book. By being
available in leading bookstores (both online and offline) as well as on Amazon’s Kindle, “Trade‐
Off” would be also widely available and accessible. Finally, “Trade‐Off” is simpler, fun, and
breezier to read than a typical business book. To summarize, “Trade‐Off” is in a Sweet Spot.
And in my view, Kevin Maney’s “Trade‐Off” book is well positioned to be in the Hit Zone. In
language of the book, “Trade‐Off” will catch on. But as with all other things in life, time will give
its own verdict.
Dr. Rod King
August 20, 2009
rodkuhnking@sbcglobal.net
http://tradeoffmap.ning.com
http://twitter.com/RodKuhnKing