The Allen Organ Company builds classical digital and combination digital and pipe organs, as well as digital theatre organs. Its factory is located in Macungie, Pennsylvania in the United States.

The company was formed in 1937 by Jerome Markowitz. The company has installed electronic instruments worldwide since 1939. In 1961 the company went public.[1] Inspired by the Hammond organ, Jerome Markowitz was determined to build a better electronic organ. Over the years, he built many home and church organs, and in 1971 the company introduced the world's first consumer-product digital musical instrument ; in 2004, the Smithsonian Institution recognized the significance of this technology by acquiring the first Allen digital organ for its collection.[2]


Customer inputs to the product development process count, but in different ways and at different times, according to many responding to this month's column.

As Alexander Gat put it, competing and pioneering products "should take significantly different PD (product development) paths." Jacoline Loewen pointed out that "Asking the customer's opinion is great for quality control check(s), but for creative strategy get beyond the client." Gerald Nanninga commented that "consumers are very good at explaining frustrations and problems, … (but their) opinions about hypotheticals (and) … something new and different is worthless." Ron Kurtz noted that (customers) "are better at reacting to things and defining their 'problems' that they would like to see resolved or alleviated."

Some commented on the limits of formalized marketing research. As Robert Vitkine said, "Good ideas and great products arise from strong insight, gut feel and imagination. Bad ideas, lousy products or services can be avoided by serious market research." Andy Robin pointed out that in the semiconductor business "one still had to spend a lot of time with customers to get a good feel for what things seemed more or less important … (because) customers … had no sense when it came to entertaining tradeoffs (between features and cost)." Phil Clark commented that, regardless of method or purpose, "It is important to know your customers … better than they know themselves… They will tell you through behavior what they really want … not necessarily by answering marketing questions." Maree Conway said, "Ask customers what they think about the future rather than the present, and we might get some very useful ideas." Chintamani Rao said, "That does not mean you should not ask consumers: the question is what to ask them and how. It's about understanding consumer needs, not asking them what they want."

Several questioned the way some think about the development of products of any type in a rapidly changing business environment. As V. P. Kochikar put it, "Rather than saying, 'You throw me your need over the wall, and I'll throw the finished product back over the wall,' dissolving the wall and finding the best product collaboratively is the way to innovation." Naveen Kashyap commented, "In a business world where the paradigm is collaborative innovation with customers, with the amount of personalization expected in every offering, the customer's opinion is in fact more important than ever." Gaurav Bhalla said "Creating the future … is about understanding customers' value trajectories and determining what innovations will better fit these yet-to-occur realities."


Related Articles
Introduction to Market Research
Secrets of Successful Market-Research Studies
Market-Research Basics for Small Businesses
Sponsored Links
Market Research Surveys Online - MaCorr Research
Market research is essential to understanding your customers and your competition. Market research can also identify trends that affect sales and profitability. But successful market research takes planning and strategy. Here are some of the most common mistakes businesses make in conducting market research and tips for avoiding them.

Overspending. If you are smart about it, performing market research does not require a huge budget. But in their haste, many business owners shell out big bucks on the first market research firm that promises to provide them with all the data they could ever want on their target audience. If you are hiring an outside firm, shop around for the best deal.
Not knowing what you are looking for. Doing market research in the hopes of discovering something (anything!) about your customers can be an exercise in futility. You should know what information you need before you even begin. Have questions ready for which you are seeking answers, such as "What are the specific needs of my customers?" or "How much would my customers be willing to spend on this product?"
Poor choice of reference materials. The Internet is a great place to start your research. Business libraries are also worth visiting. But you must consider the source of the information you are getting. This is particularly a problem on the Internet, where sites can include dated or biased material. Research your research materials; check dates and double-check pertinent information.
Not thoroughly researching the competition. Get as much information about your competition as you can. The more you know about how they are conducting business, their pricing, and their strengths and weakness, the more effectively you can establish your competitive edge.
Not researching price information. If done properly, your market research should tell you what customers expect to spend and how high they will go to purchase a product or service like yours.
Researching the wrong group. Before accumulating first-hand research from your customers, you need to have an idea of who they are. For example, a focus group must meet your demographic needs, and a survey must be answered by prospective customers. Often businesses make the mistake of gathering random data, much of which does not apply to their business needs.
Not honing a good research instrument. Just handing out a questionnaire is not good enough. You need to be sure that your survey will provide you the answers you need. Take the time to hone a solid research instrument that helps you find out about your customer base.
Not being aggressive enough in your research efforts. The best surveys or questionnaires are useless if you do not get customers to answer them. Businesses are often not aggressive enough and end up with piles of unanswered survey forms stacked up by the cash register.
Relying on one set of data. Whether it is the U.S. Census or a survey you personally conducted, one set of data is rarely enough to get an overview of your target audience. Use various data, including information from primary and secondary resources.
Ignoring your market research. The only thing worse than not doing market research at all is spending money on it and not utilizing the results. Some business owners also tend to toss good research aside just because it did not support the answers they wanted to see.
 

jamescord

MP Guru
The Allen Organ Company builds classical digital and combination digital and pipe organs, as well as digital theatre organs. Its factory is located in Macungie, Pennsylvania in the United States.

The company was formed in 1937 by Jerome Markowitz. The company has installed electronic instruments worldwide since 1939. In 1961 the company went public.[1] Inspired by the Hammond organ, Jerome Markowitz was determined to build a better electronic organ. Over the years, he built many home and church organs, and in 1971 the company introduced the world's first consumer-product digital musical instrument ; in 2004, the Smithsonian Institution recognized the significance of this technology by acquiring the first Allen digital organ for its collection.[2]


Customer inputs to the product development process count, but in different ways and at different times, according to many responding to this month's column.

As Alexander Gat put it, competing and pioneering products "should take significantly different PD (product development) paths." Jacoline Loewen pointed out that "Asking the customer's opinion is great for quality control check(s), but for creative strategy get beyond the client." Gerald Nanninga commented that "consumers are very good at explaining frustrations and problems, … (but their) opinions about hypotheticals (and) … something new and different is worthless." Ron Kurtz noted that (customers) "are better at reacting to things and defining their 'problems' that they would like to see resolved or alleviated."

Some commented on the limits of formalized marketing research. As Robert Vitkine said, "Good ideas and great products arise from strong insight, gut feel and imagination. Bad ideas, lousy products or services can be avoided by serious market research." Andy Robin pointed out that in the semiconductor business "one still had to spend a lot of time with customers to get a good feel for what things seemed more or less important … (because) customers … had no sense when it came to entertaining tradeoffs (between features and cost)." Phil Clark commented that, regardless of method or purpose, "It is important to know your customers … better than they know themselves… They will tell you through behavior what they really want … not necessarily by answering marketing questions." Maree Conway said, "Ask customers what they think about the future rather than the present, and we might get some very useful ideas." Chintamani Rao said, "That does not mean you should not ask consumers: the question is what to ask them and how. It's about understanding consumer needs, not asking them what they want."

Several questioned the way some think about the development of products of any type in a rapidly changing business environment. As V. P. Kochikar put it, "Rather than saying, 'You throw me your need over the wall, and I'll throw the finished product back over the wall,' dissolving the wall and finding the best product collaboratively is the way to innovation." Naveen Kashyap commented, "In a business world where the paradigm is collaborative innovation with customers, with the amount of personalization expected in every offering, the customer's opinion is in fact more important than ever." Gaurav Bhalla said "Creating the future … is about understanding customers' value trajectories and determining what innovations will better fit these yet-to-occur realities."


Related Articles
Introduction to Market Research
Secrets of Successful Market-Research Studies
Market-Research Basics for Small Businesses
Sponsored Links
Market Research Surveys Online - MaCorr Research
Market research is essential to understanding your customers and your competition. Market research can also identify trends that affect sales and profitability. But successful market research takes planning and strategy. Here are some of the most common mistakes businesses make in conducting market research and tips for avoiding them.

Overspending. If you are smart about it, performing market research does not require a huge budget. But in their haste, many business owners shell out big bucks on the first market research firm that promises to provide them with all the data they could ever want on their target audience. If you are hiring an outside firm, shop around for the best deal.
Not knowing what you are looking for. Doing market research in the hopes of discovering something (anything!) about your customers can be an exercise in futility. You should know what information you need before you even begin. Have questions ready for which you are seeking answers, such as "What are the specific needs of my customers?" or "How much would my customers be willing to spend on this product?"
Poor choice of reference materials. The Internet is a great place to start your research. Business libraries are also worth visiting. But you must consider the source of the information you are getting. This is particularly a problem on the Internet, where sites can include dated or biased material. Research your research materials; check dates and double-check pertinent information.
Not thoroughly researching the competition. Get as much information about your competition as you can. The more you know about how they are conducting business, their pricing, and their strengths and weakness, the more effectively you can establish your competitive edge.
Not researching price information. If done properly, your market research should tell you what customers expect to spend and how high they will go to purchase a product or service like yours.
Researching the wrong group. Before accumulating first-hand research from your customers, you need to have an idea of who they are. For example, a focus group must meet your demographic needs, and a survey must be answered by prospective customers. Often businesses make the mistake of gathering random data, much of which does not apply to their business needs.
Not honing a good research instrument. Just handing out a questionnaire is not good enough. You need to be sure that your survey will provide you the answers you need. Take the time to hone a solid research instrument that helps you find out about your customer base.
Not being aggressive enough in your research efforts. The best surveys or questionnaires are useless if you do not get customers to answer them. Businesses are often not aggressive enough and end up with piles of unanswered survey forms stacked up by the cash register.
Relying on one set of data. Whether it is the U.S. Census or a survey you personally conducted, one set of data is rarely enough to get an overview of your target audience. Use various data, including information from primary and secondary resources.
Ignoring your market research. The only thing worse than not doing market research at all is spending money on it and not utilizing the results. Some business owners also tend to toss good research aside just because it did not support the answers they wanted to see.

hello dear,

I am also uploading a document which will give more detailed explanation on the Report Study on Allen.
 

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