point for the marketing campaign, putting a human face on the business, while Sinclair Research was portrayed in the media as a plucky British challenger taking on the technical and marketing might of giant American and Japanese corporations. As David O'Reilly noted, "by astute use of public relations, particularly playing up his image of a Briton taking on the world, Sinclair has become the best-known name in micros." The popular press soon latched onto the image. His "Uncle Clive" persona is said to have been created by the gossip columnist for Personal Computer World, while the media praised Sinclair as a visionary genius (or even, in the words of The Sun, "the most prodigious inventor since Leonardo.") As Ian Adamson and Richard Kennedy put it, Sinclair outgrew "the role of microcomputer manufacturer and accepted the mantle of pioneering boffin leading Britain into a technological utopia." Pricing was central to the marketing strategy, as it had been through Sinclair's career. The ZX81 had been designed to meet a £70 price point and was launched at a price of £69.95 (built) or £49.95 (kit). One Sinclair brochure presented a side-by-side comparison of the ZX81 with the four machines that Sinclair considered its main rivals – the Acorn Atom, Apple II Plus, Commodore PET and TRS-80. The comparison highlighted the vast differences in cost, from £630 in the case of the Apple II Plus to just £70 for the ZX81, though even by Sinclair's own comparison the Apple was by far the more capable machine. According to Sinclair himself, the £69.95 price was chosen after applying the "experience curve" developed by the Boston Consulting Group. Sinclair's prior experience in the calculator market had highlighted the fact that a product will be more profitable selling at (for instance) twice the manufactured cost than at three times. He could have launched the ZX81 at a higher price, marketing it in a more traditional way as a premium product, but chose not to. In effect, he used the lower price to establish an unassailable lead before the competition moved in. An essential part of Sinclair's marketing strategy was to use regular cost-cutting at strategic intervals to maintain market share. Ian Adamson and Richard Kennedy comment that Sinclair's approach was "to secure and extend [his] market lead and panic the competition. While most companies reduce prices when their products are in steep decline, Sinclair tends to discount