Cpe Quotes

We must play from the soul, not like trained birds.

A musician cannot move others unless he too is moved.

April 21, 2002, the "No" vote on the European referendum, the riots in the suburbs and the social movement against the CPE (first employment contract). Confronted with their own objectives (when they exist), they are insignificant - the zero degree of an impossible revolution. But if we interpret them on a global level, in the framework of this global antagonism, then they become "micro rogue-events," an almost instinctive abreaction, no matter what their ideology, to the deregulatory machine of world power. In some ways, the "No" on the referendum, the illogical and unexplainable "No," or the revolts in the suburbs come from the same demand. It is not a demand to be "integrated." On the contrary, it is a demand not to be integrated at all, or tethered or annexed or taken hostage by any model (especially an ideal one!), because it always hides an absolutely deadly totalitarian arrangement, an unquestioned fundamentalism. And in this sense, maybe they are "less-dead-than-others." Wherever this global confrontation will lead, nothing is yet decided and the suspense remains total.

慕尼黑工业大学坐落于德国南部巴伐利亚州（拜恩州）首府慕尼黑，是德国最古老的工业大学之一。慕尼黑工业大学是国际享有盛誉的世界顶尖大学，也是“柴油机之父”狄塞尔，“制冷机之父”林德，“流体力学之父”普朗特，文豪托马斯·曼等世界著名科学家及社会名人的母校。 慕尼黑工业大学荣誉排名 慕尼黑工业大学在每年的各大大学排行榜也是名列前茅。 2018年11月，英国泰晤士高等教育发布2018年全球大学毕业生就业竞争力排行榜，位居世界第6； 2018年世界大学排行榜，慕尼黑工业大学排名第48位； 2019年QS世界大学排名中，TWM位于世界第61； 2019年泰晤士世界大学排行榜，慕尼黑工业大学排名第44位； 2020年QS世界大学排行榜上位于第55位。 长久以来，慕尼黑工大秉承“立足于拜仁，成功于世界”的校训，恪守打造优质学府的传统。在此期间，慕尼黑工大为世界贡献了众多科学巨匠和足以改变世界的推动力： 历史上一共出现过17位诺贝尔奖获奖者； 还有18位莱布尼兹科学奖获奖者； 柴油发动机之父、制冷机之父、流体力学之父、包豪斯创始人都来自这里。 慕尼黑工业大学硕士申请条件： 1.基础硕士入学资格： 已获得国内公立大学本科文凭 2.通过APS审核 3.具备一定的语言技能 德语授课专业（以下任选1项）： 歌德证书B2 DSH-2或3 DSD II，四个部分都需要达到B TestDaF，4X4 通过telc German C1 College 英语授课专业：托福考试（至少IBT：88，PBT：66） 雅思考试（至少6.5分） 剑桥英语考试（CAE(剑桥高级英语)，A，B，C等级；CPE(剑桥熟练英语)，A，B，C等级） 作为德国综合实力最强的大学，慕尼黑工大目前开设有本科、硕士、博士等专业课程，共有学生41000余人，其中三分之一为海外留学生。大学涵盖了177个学科，基本分布于14个部门，4大学院。 其实德国大学非常优秀，德国的教育体制几乎也是世界上最合理的教育体制，美国的教育体制实际上并不合理，只是因为有大量国际学生的涌入才使得美国大学看似合理，但对于一个国家内部结构来说，德国的教育分流体制无疑是人才适用最合理的体制，不像我们造成了大量的知识人才的浪费，为其他国家贡献了大量的劳动力，基础教育的投入得不偿失。另外，德国的大学在今天世界排名并不是很高，这是是有很重要的原因的，也和德国的教育制度有关。但是一旦谁去读一个德国有名大学的博士，我想社会认可度远远高于英国、澳洲、美国的大部分学校。 择英教育是一所扎根国际教育的留学咨询服务公司，我们致力于为海内外中国学生提供优质的留学规划申请个性化指导服务和多元学习教育工具。择英愿与优秀学生一起，为国际求学计划做好准备。 联系我们：Telegram：eliteedu，QQ：3243685734 邮箱：eliteedu100@qq.com 慕尼黑工业大学保录取,慕尼黑工业大学保录取分数线,慕尼黑工业大学申请保录,慕尼黑工业大学保录取项目,慕尼黑工业大学保录取留学中介,申请慕尼黑工业大学保证录取,慕尼黑工业大学录取保申计划,留学慕尼黑工业大学申请保录取

Harvard economist Theodore Levitt was the first authority to write about what he called the total product.2 A total product has four dimensions that marketers, executives, and support people need to understand if they want customers to appreciate the value of what they are selling:   1.Generic What your product is — software, a suitcase, etc. 2.Expected The essential features and benefits the product must provide, e.g., a refrigerator has to cool food. 3.Value-Added Features and benefits that exceed customer expectations. 4.Potential Future enhancements to value based on what customers want. Levitt’s thinking was daring but limited because it focused on features and benefits but not the overall customer experience. Then in 1999, Geoffrey A. Moore took Levitt’s ideas to the next logical level with his book, Crossing the Chasm. According to Moore, the way to create a “whole” product is to think through both your customer’s problems and solutions. It’s not enough to address the core product — you have to think about everything needed to get your customer from consideration to an imperative to buy. This can be everything from the installation of the product to training to procedural standards to integrations, whether they are provided by your company or achieved using partners.3 “The product is the complete experience and the relationship you and the customer share.” Moore moved beyond features and benefits — bigger iPhones with higher camera resolution — to something else: Being the solution to customers’ problems. Doing that requires more than visionary engineers and brilliant designers. It means getting to know your customers, learning what they care about, and learning to care about them. That’s why Moore is the grandfather of the CPE.

A lovable organization builds lovable products. It does so by delivering a Complete Product Experience (CPE) that customers and employees care deeply about. And as we have seen, The Responsive Method (TRM) is the system for discovering what customers need while creating the purposeful organization that can build it. The advice and ideas in this chapter are the logical next step — the blueprint for applying TRM in real time. If you do, it will transform your business. You will be able to quantify the impact the changes have by measuring your lovability scores by using the tools featured in chapter 10. My examples and advice will revolve around software businesses because that is what I know best. However, TRM and lovability are relevant to any technology-based product or service. And considering that every meaningful business today depends on technology to deliver a CPE, I believe that these insights and recommendations have widespread applicability. Technology is already interrupt-driven — especially in the software-as-aservice (SaaS) era of endless iteration and instant updates. It is collaborative and dynamic in a way that no other industry can match. Whether your product runs on code or microchips, you can apply TRM to what you are doing to immediately do it better. However, remember that the goal is not simply profit or growth but customer love. That means recalibrating how you see your business. Most technology companies are service businesses. More and more, today’s technology is rented rather than owned. That makes it dynamic, changeable, and fluid — a model that benefits customers, who commit fewer resources to implement and support it while getting products that continually improve. This environment challenges product builders while shifting the power to customers.

Some businesses take a unique approach to this. Footwear brand Toms, already beloved thanks to its renowned blend of “social purpose” and product, forgoes splashy celebrity marketing campaigns. Instead, they engage and elevate real customers. During the summer of 2016, Toms engaged more than 3.5 million people in a single day using what they call tribe power. The company tapped into its army of social media followers for its annual One Day Without Shoes initiative to gather millions of Love Notes on social media. However, Toms U.K. marketing manager Sheela Thandasseri explained that their tribe’s Love Notes are not relegated to one day. “Our customers create social content all the time showing them gifting Toms or wearing them on their wedding day, and they tag us because they want us to be part of it.”2 Toms uses customer experience management platform Sprinklr to aggregate interactions on Facebook, Instagram, and Twitter. Toms then engages in a deep analysis of the data generated by its tribe, learning what customers relish and dislike about its products, stores, and salespeople so they can optimize their Complete Product Experience (CPE). That is an aggressive, all-in approach that extracts as much data as possible from every customer interaction in order to see patterns and craft experiences. Your approach might differ based on factors ranging from budget limitations to privacy concerns. But I can attest that earning love does not necessarily require cutting-edge technology or huge expenditures. What it does require is a commitment to delivering the building blocks of lovability that I reviewed in the previous chapter. Lovability begins with a mindset that makes it a priority. The building blocks are feelings — hope, confidence, fun. If you stack them up over and over again, eventually you will turn those feelings into a tower of meaningful benefits for everyone with a stake in your business, including owners, investors, employees, and customers. Now let’s look more closely at those benefits and the groups they affect.

In the classic book How Will You Measure Your Life?, co-authors Clayton M. Christensen, James Allworth, and Karen Dillon frame the issue in starker terms, pointing out that it is easier to stay true to your principles 100 percent of the time than it is to hold steady 98 percent of the time. According to the authors, your personal moral line is powerful because you do not cross it. But once you do, no matter your justifications, you are more likely to do it again.7 In other words, do the right thing because it’s the right thing. That’s especially challenging in emerging organizations where people are under pressure to rapidly grow the business. But when delivering a CPE is your focus, it is easy to see why doing the right thing is so important. Operating with integrity depends on the entire team, so the actions of each person matter. Every person faces situations where they need to put customers’ or colleagues’ interests ahead of their own, and their decisions reflect the organization’s core values. What do your choices — and your team’s choices — say about your values?

Alors voilà. On faisait des mômes, ils chopaient la rougeole, et tombaient de vélo, avaient les genoux au mercurochrome et récitaient des fables et puis ce corps de sumo miniature qu'on avait baigné dans un lavabo venait à disparaître, l'innocence était si tôt passée, et on n'en avait même pas profité tant que ça. Il restait heureusement des photos, cet air surpris de l'autre côté du temps, et un Babyphone au fond d'un tiroir qu'on ne pouvait se résoudre à jeter. Des jours sans lui, des jours avec, l'amour en courant discontinu. Mais le pire était encore à venir. Car il arrivait cela, qu'une petite brute à laquelle vous supposiez des excuses socioéconomiques et des parents à la main leste s'en prenait à votre gamin. La violence venait d'entrer dans sa vie et on se demandait comment s'y prendre. Car après tout, c'était le jeu. Lui aussi devait apprendre à se défendre. C'était en somme le début d'une longue guerre. On cherchait des solutions, lui enseigner l'art de foutre des coups de pied et prendre rendez-vous avec la maîtresse, pour finalement en arriver là : avoir tout simplement envie de casser la gueule à un enfant dont on ne savait rien sinon qu'il était en CE1 et portait des baskets rouges. [...] Certains dimanches soirs, quand Christophe le laissait devant chez sa mère, et le regardait traverser la rue avec son gros sac sur le dos, il pouvait presque sentir l'accélération jusque dans ses os. En un rien de temps, il aurait dix, douze, seize ans, deviendrait un petit con, un ado, il n'écouterait plus les conseils et ne penserait plus qu'à ses potes, il serait amoureux, il en baverait parce que l'école, les notes, le stress déjà, il le tannerait pour avoir un sac Eastpak, une doudoune qui coûte un bras, un putain de scooter pour se tuer, il fumerait des pet, roulerait des pelles, apprendrait le goût des clopes, de la bière et du whisky, se ferait emmerder par des plus costauds, trouverait d'autres gens pour l'écouter et lui prendre la main, il voudrait découcher, passer des vacances sans ses parents, leur demanderait toujours plus de thune et les verrait de moins en moins. Il faudrait aller le chercher au commissariat ou payer ses amendes, lire dans un carnet de correspondance le portrait d'un total étranger, créature capable de peloter des filles ou d'injurier un CPE, à moins qu'il ne soit effacé, souffre-douleur, totalement transparent, on ne savait quelle calamité craindre le plus. Un jour, avec un peu de chance, à l'occasion d'un trajet en bagnole ou dans une cuisine tard le soir, cet enfant lui raconterait un peu de sa vie. Christophe découvrirait alors qu'il ne le connaissait plus. Qu'il avait fait son chemin et qu'il était désormais plus fort que lui, qu'il comprenait mieux les objets et les usages, et il se moquerait gentiment de l'inadéquation de son père avec l'époque. Christophe découvrirait que le petit le débordait maintenant de toute part et ce serait bien la meilleure nouvelle du monde. Simplement, il n'aurait rien vu passer. Gabriel aurait grandi à demi sans lui. Ce temps serait définitivement perdu.