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Advertising Age, October 1, 2009 — To charge or not to charge. That's the question many marketers and media companies building mobile apps are asking themselves. Kraft, which has arguably been one of the more successful marketers in the iPhone App Store, charges 99 cents for its iFood Assistant.
Crain's Chicago Business, January 19, 2009 — ne of the coolest apps on the iPhone isn't Pandora or Facebook: It's recipes and shopping lists for Kraft singles, Jell-O gelatin and Minute Rice.
Yes, enough Kraft Food devotees are actually paying to be marketed to on their beloved iPhones that the company's iFood Assistant is now one of the device's 100 most popular paid apps, and No. 2 in the lifestyle category. With its endeavor, Kraft is pulling off a rare trick: getting consumers to pay a one-time 99-cent fee for the app and also sit through ads on it. And in the process, it's collecting useful data for targeting them more closely.
Kraft's iFood Assistant is both a paid app and contains advertising.
Advertising Age, December 8, 2008 — Apple's iPhone is headed for Walmart. According to Bloomberg, the retail giant is set to sell a 4GB iPhone for $99. The current 8GB entry-level model is $199 plus a two-year AT&T-service subscription.
BusinessWeek, October 29, 2008 — Far away from the complex merger negotiations and dicey political maneuvering (BusinessWeek.com, 10/28/08) that promise to reshape America's largest automaker, General Motors (GM), design director Bob Boniface is coolly contemplating the company's future.
The Volt is probably GM's last, best hope for the future and certainly its most significant upcoming vehicle. A plug-in electric car with an onboard gas-burning engine that can recharge the vehicle's batteries, the Volt has to affirm the company's ability to innovate and, eventually, create a financial foothold from which the battered automaker can begin to turn itself around.
Advertising Age, July 15, 2008 — Like hundreds of thousands of people across the country, I stood in line last weekend at the Apple Store in Newport Beach, Calif., to buy the new iPhone 3G for my daughter after three unsuccessful attempts at nearby AT&T stores.
Witnessing this exuberant demand for a new product made me wonder if this feat could be repeated in other categories, such as the auto business. What would an automaker have to do to seduce consumers to stand in line to buy a hot new car? Here are some lessons from the iPhone:
New York Times, June 11, 2008 — Steven P. Jobs, chief executive of Apple, introduced a new cheaper iPhone model on Monday that navigates the Internet more quickly, expanded its distribution overseas and displayed a range of new applications and services in order to establish Apple as a major player in the cellphone industry.
Wall Street Journal, September 7, 2007 — Many people stood in long lines to get Apple Inc.'s iPhone — and paid a lot for it. In the end, Steve Jobs concluded that such loyalty counted for something.
Responding to a flood of emails complaining about a surprise iPhone price cut, Mr. Jobs apologized publicly and said Apple will offer a $100 credit at Apple stores to all iPhone users who paid the original price. "Our early customers trusted us, and we must live up to that trust with our actions in moments like these," Mr. Jobs wrote in a letter posted yesterday on Apple's Web site.
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