BEMI(big enough market insight)

Companies often need considerable perseverance to exploit a BEMI(big enough market insight). Consider Pampers, which P&G introduced in 1961. The product took advantage of two major trends at the time: the growing affluence of consumers, which was driving their desire for greater convenience, and the fact that women were increasingly joining the workforce. But having that BEMI and creating a profitable product to exploit it were two entirely different matters. The problem was that, in those days, disposable diapers had to be made by hand because the paper used in them made mass production impractical. Even after five years of intensive research, P&G was only able to bring the manufacturing costs down to 10 cents a diaper, which wasn't competitive with diaper services (at about 3.5 cents per diaper). P&G finally developed a machine that could mass-produce disposable diapers at the right price point, opening up what would eventually become a multibillion-dollar market. That blockbuster success did not come cheap. According to one estimate, P&G spent more to develop and test Pampers than Henry Ford did to bring his first automobile to market.

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