Customer Focused Quotes

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

Keep your focus on increasing customer satisfaction and building customer relationships, everything else will take care of itself.

Most companies are not those things. They are focused on the competitor, rather than the customer.

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow. In contrast, 90 to 95 percent of what we build in AWS is driven by what customers tell us they want.

More often than not, that was a tough sell. If you go to a business and tell it you can save it $50,000 per year in labor costs if it eliminates this one job, then your AI product better eliminate that entire job. Instead, what entrepreneurs found was that their product was perhaps eliminating one task in a person’s job, and that wasn’t going to be enough to save their would-be customer any meaningful labor costs. The better pitches were ones that were not focused on replacement but on value. These pitches demonstrated how an AI product could allow businesses to generate more profits by, say, supplying higher quality products to their own customers. This had the benefit of not having to demonstrate that their AI could perform a particular task at a lower cost than a person. And if that also reduced internal resistance to adopting AI, then that only made their sales task easier. The point here is that a value-enhancing approach to AI, rather than a cost-savings approach, is more likely to find real traction for AI adoption.

Keep the focus on minimal product. More on this later, but your job as product manager is not to define the ultimate product, it’s to define the smallest possible product that will meet your goals.

Profits are a standard, not a priority. The business should price its products and services maximally above its expenses. But the priority and main focus should always be adding value to the customers lives. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Focus groups for business projects are kind of the same. In this, you are going to collect data from a group of your customers or potential customers rather than your friends.

But don’t be worried about our competitors because they`re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.”15

There isn’t much room for ego in leading a business. The business will experience the greatest success when the leaders and employees of the business focus less on self and more on pleasing customers.

Image perception makes a big difference. That's one of the things I tell entrepreneurs today. Fine, focus on products, focus on customers and all that good stuff - that's necessary. But the image that you project is also key. Don't forget that.

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be present when your customers and team mebers most need you. And should you feel your enegery lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear - and make their day.

As it’s not feasible to research everyone in your target audience, you focus on a group of people that can represent most of the others in your market. For this, you wisely identify and obtain a sample and make sure that no group from your target market is left unrepresented.

Sampling is directly dependent on your goal. If your goal is to increase your product quality, then you want to research those customers who have been using your products for quite some time. If you want to improve your first impression as a brand, then you can focus on those customers who are new to your brand.

The production philosophy pioneered by Toyota calls for a focus on those activities that create value for the customer and the systematic eradication of everything else.

Instead of focusing on imagined rewards, focus on serving God’s other children, for they are your customers.

Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.

This material focuses primarily on marketing, because that is where the leadership must come from,

Focusing on the cause (value) rather than the effect (making money) will lead to much greater long-term success.

For a business to be truly customer-focused, it needs to ignore what people say. Instead it needs to concentrate on what people feel.

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

In business, multiple winners can thrive and coexist. Competition focuses more on meeting customers needs than on demolishing rivals. Just look around. Because there are so many needs to serve, there are many ways to win.

And what impels him to repeat this process at every single lesson, and, with the same remorseless insistence, to make his pupils copy it without the least alteration? He sticks to this traditional custom because he knows from experience that the preparations for working put him simultaneously in the right frame of mind for creating. The meditative repose in which he performs them gives him that vital loosening and equability of all his powers, that collectedness and presence of mind, without which no right work can be done.

Change is an inevitable fact of life, difficult or impossible to predict, yet, with hindsight, often becoming the focus of attention and discussion.

Know what your customers want most and what your company does best. Focus on where those two meet.

we must focus our energies exclusively on producing outcomes that the customer perceives as valuable.

Time matters; if you cannot do everything on your own, stick to your strengths, outsource the rest, and focus on customers’ ease of doing business.

Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.

Direct response marketing focuses heavily on the needs, thoughts, and emotions of the target market. By doing this, you enter the conversation already going on in the mind of your ideal prospect.

Animals are property. There are laws that supposedly protect animal interests in being treated “humanely,” but that term is interpreted in large part to mean that we cannot impose “unnecessary” harm on animals, and that is measured by what treatment is considered as necessary within particular industries, and according to customs of use, to exploit animals. The bottom line is that animals do not have any respect-based rights in the way that humans have, because we do not regard animals as having any moral value. They have only economic value. We value their interests economically, and we ignore their interests when it is economically beneficial for us to do so. At this point in time, it makes no sense to focus on the law, because as long as we regard animals as things, as a moral matter, the laws will necessarily reflect that absence of moral value and continue to do nothing to protect animals. We need to change social and moral thinking about animals before the law is going to do anything more.

When you cannot concentrate and focus sufficiently, the code you write will be wrong. It will have bugs. It will have the wrong structure. It will be opaque and convoluted. It will not solve the customers’ real problems. In short, it will have to be reworked or redone. Working while distracted creates waste.

Many of those who pontificate about "acculturation" are inclined to underestimate this element of choice. Such processes are often described in terms suggesting that the "dominant" culture is simply imposed on unwitting, passive minorities, rather than focusing on the extent to which individuals quite consciously, deliberately, cleverly and even mockingly pick and choose amongst the behaviours and customs of their host culture

Teamwork: What did you do today to lend a hand to a colleague? Respect: What did you do today to acknowledge the work of one of your colleagues? Learning: What’s one mistake you made in the last week, and what did you learn from it? Continuous improvement: What have you done in the past week to improve so that you’re better this week than last? Customer focus: What is one change you made in the last week that came from a customer suggestion?

The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

A focus on multiple success factors strengthens a company's resilience in the face of challenges. For instance, if economic downturns impact profitability, a strong brand reputation and loyal customer base can help the company weather the storm.

Don’t reinvent the wheel. Focus on winning one customer at a time. Be honest and sincere. Do what’s right. There’s nothing magical about this.’ That’s been my guiding principle. To make it work, you have to live it every day. Make it your mind-set.

Ren crossed his arms over his chest. "is it LoJacked?" "Of course," Andy said indignantly. "That's my baby. I even have a kill switch on her." "Then stop the engine." Andy appeared downright horrified by Ren's suggestion. "Are you out of your mind? What if someone hits it for stalling? I had that thing on order for over a year. Custom hand built. The epitome of German engineering. I even paid extra for the paint on her. Ain't no way I'm going to chance someone denting my baby. Or, God forbid, totaling it." Jess rolled his eyes at the boy's hissy fit. If he kept that up, he'd be putting Andy back in diapers. He turned to Ren. "You take the air. I'll get a bike." Then he focused his attention on Andy again. "And you-" Andy held his cell phone out to him. "Have an app. Track her down, get my car back, and beat the hell out of her...in that precise order.

Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.

I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

[…] I began to see Algiers as one of the most fascinating and dramatic places on earth. In the small space of this beautiful but congested city intersected two great conflicts of the contemporary world. The first was the one between Christianity and Islam (expressed here in the clash between colonizing France and colonized Algeria). The second, which acquired a sharpness of focus immediately after the independence and departure of the French, was a conflict at the very heart of Islam, between its open, dialectical — I would even say “Mediterranean” — current and its other, inward-looking one, born of a sense of uncertainty and confusion vis-à-vis the contemporary world, guided by fundamentalists who take advantage of modern technology and organizational principles yet at the same time deem the defense of faith and custom against modernity as the condition of their own existence, their sole identity. […] In Algiers one speaks simply of the existence of two varieties of Islam — one, which is called the Islam of the desert, and a second, which is defined as the Islam of the river (or of the sea). The first is the religion practiced by warlike nomadic tribes struggling to survive in one of the world's most hostile environments, the Sahara. The second Islam is the faith of merchants, itinerant peddlers, people of the road and of the bazaar, for whom openness, compromise, and exchange are not only beneficial to trade, but necessary to life itself.

Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family.

Your mission statement, vision statement, core values, and service standards provide a clear focus for all while keeping your team humble and hungry. It creates that family environment in which your employees enjoy coming to work and dealing with the challenges they face each day.

Successful companies will almost always be described in terms of a clear strategy, good organization, strong corporate culture, and customer focus. But whether these things drive company performance, or whether they’re mainly attributions based on performance, is a different matter.

Bad marketing is highly product-focused and self-focused. Good marketing, especially direct response marketing, is always customer and problem/solution focused, and that’s exactly how we want our elevator pitch to be. We want to be remembered for what problem we solve rather than for some impressive but incomprehensible title or line of business

Change management is not just about “staying in business” It’s about longevity, and it’s about stewardship. To truly thrive, businesses have to move beyond a narrow focus on “staying in business” or “not losing market share” and embrace a broader vision of continuity centered around creating long-term value for customers, and for all stakeholders.

The only source of competitive advantage now is a focus on knowledge of and engagement with customers.

Focus on the objective, execute the process to get there.

We need to focus not only on what we provide to the customer, but on how we provide it.

On the other hand, data smart marketers look beyond data and do not go around chasing KPI. They focus on solving their customers’ problems, one at a time.

By being customer-focused instead of retail-focused, or factory-focused, a manufacturer or merchant can widely increase its offerings, thus increasing share of wallet.

In other words, they believe it’s wiser to focus more on increasing sales to a smaller percentage of your existing customers than to find new ones.

20 percent customers give you 80 percent of the business? Are you focusing on them?

Entrepreneurial companies are focused not on their competitors, but on their customers.

Neglect to focus on one job (customer need); they dilute their efforts by attempting to do lots of things. In doing lots of things, they do nothing really well.

In the model I'm describing, it is management's responsibility to provide each product team with the specific business objectives they need to tackle. The difference is that they are now prioritizing business results, rather than product ideas. And, yes, it is more than a little ironic that we sometimes need to convince management to focus on business results.

The second reason that deep work is valuable is because the impacts of the digital network revolution cut both ways. If you can create something useful, its reachable audience (e.g., employers or customers) is essentially limitless—which greatly magnifies your reward. On the other hand, if what you’re producing is mediocre, then you’re in trouble, as it’s too easy for your audience to find a better alternative online. Whether you’re a computer programmer, writer, marketer, consultant, or entrepreneur, your situation has become similar to Jung trying to outwit Freud, or Jason Benn trying to hold his own in a hot start-up: To succeed you have to produce the absolute best stuff you’re capable of producing—a task that requires depth.

Jackass is appropriate, since that’s what your customers will think of you when you try to be everything to everyone. No focus and your products, your services, and your customers suffer.

Being better or different from competitors is not enough anymore. Being a mission-focused organization will attract, engage, and retain well-aligned customers, colleagues, and collaborators.

It’s often far more comfortable to focus on the features: you know what your offer does. Even so, it’s far more effective to focus on the benefits: what your offer will provide to customers.

Many salespeople fail to develop new business because they’re wandering aimlessly. Too often, they’re not locked in on a strategically selected, focused list of target customers or prospects.

He had come home late with take-out Thai and slammed into the sofa and tried to watch a movie, but kept drifting from it to the screen of his laptop. This was part of Corporation 9592’s strategy; they had hired psychologists, invested millions in a project to sabotage movies—yes, the entire medium of cinema—to get their customers/players/addicts into a state of mind where they simply could not focus on a two-hour-long chunk of filmed entertainment without alarm bells going off in their medullas telling them that they needed to log on to T’Rain and see what they were missing.

There are three particularly important issues involved in delivering customer value: focusing on innovation rather than efficiency and optimization, concentrating on execution, and lean thinking.

Companies focus too much on what they want to sell their customers, rather than what those customers really need. What’s missing is empathy: a deep understanding of what problems customers are trying to solve.

medicine is increasingly focused on upgrading the healthy rather than healing the sick. Doctors, engineers and customers no longer want merely to fix mental problems – they are now seeking to upgrade the mind.

You can’t really plan for the success of a biological organism without considering the context of its ecological environment. In the same way, you can’t really plan for the success of an corporate entity without considering the context of its economic and otherwise broader environment. Furthermore, beginning with this macro context ensures that we are focusing on “how can we add value to the customers? How can we serve others?

In this volatile business of ours, we can ill afford to rest on our laurels, even to pause in retrospect. Times and conditions change so rapidly that we must keep our aim constantly focused on the future. —Walt Disney

We can’t build the products of tomorrow when we limit ourselves to the needs and expectations associated with the products of today. Instead, we should focus on what never changes for customers: their desire for progress.

Focus on people more than money. Without employees and customers, you're going nowhere. Make sure you never stop thinking about the customer's perspective. And make sure you have the right people at the helm of each area.

You are giving something your customer needs or wants. When you stop focusing on what you’re getting from them and instead focus on what you’re giving to them, you can start to sell with more confidence and less awkwardness.

In this book, I’ll refer to the work that you do to decide what to build as discovery and the work that you do to build and ship a product as delivery.1 This distinction matters. As you’ll see, many companies put a heavy emphasis on delivery—they focus on whether you shipped what you said you would on time and on budget—while under-investing in discovery, forgetting to assess if you built the right stuff. This book aims to correct for that imbalance.

In the Agile organization, “customer focus” means something very different. In firms that have embraced Agile, everyone is passionately obsessed with delivering more value to customers. Everyone in the organization has a clear line of sight to the ultimate customer and can see how their work is adding value to that customer—or not. If their work isn’t adding value to any customer or user, then an immediate question arises as to why the work is being done at all.

At that moment, a suite of marketing messages must begin to be applied. The goal is to teach, cajole, and encourage this stranger to become a friend. And once she becomes a friend, to apply enough focused marketing to create a customer.

RULE #1 Market your business to the customer YOU WANT. Most beauty businesses try to be everything to everyone. It's exhausting and expensive promoting yourself to everyone. Most people simply give up. Focus on the customers you really want. What is your passion, what do you excel in? Who is your ideal customer? What would you ideally like to do every day in your business? Focus on what you want to do and the clients you want, and market directly to them and only them.

Being 100 percent in the moment and focusing on the person you’re with is one of the finest compliments you can offer. One of the most respectful and considerate things you can do for another is to truly be with them in the here and now.

Customer centricity is a strategy that aligns a company’s development and delivery of its products and services with the current and future needs of a select set of customers in order to maximize their long-term financial value to the firm.

Ultimately, the purpose of a certification is to establish a particular level of proficiency in a discipline. Unfortunately, “social media” in and of itself, is not a discipline. Digital crisis management, on the other hand, is. So are digital customer service and online community management. This means that a certification program that focuses on social media without addressing each specific business function adapted to social media won’t end up certifying anyone in much of anything.

Marshall Goldsmith, one of the world’s top executive coaches, put it to me this way: “Your biggest challenge [is] customer selection. You pick the right customer, you win. You pick the wrong customer, you lose. Focus on helping great people get better.

It’s not the customer’s duty to be loyal to you; it’s your duty to be loyal to your customers. Focus on quality, relevancy, and the BEST customer service possible. Make sure your business is creating a service experience so good that it inspires loyalty.

Our focus is our customers’ success. At the end of the day, if your customers are successful, they will also be satisfied. But satisfaction is not success. In today’s business environment, and certainly in tomorrow’s, mistaking one for the other can be fatal.

Traditional marketing is not focused on creating new categories. Traditional marketing is focused on creating new customers. Traditional marketing involves finding out what consumers want and then giving them what they want, better and cheaper than the competition.

The core strategy to understand is that your dream customers have already been congregated by your Dream 100. If you focus on identifying them and marketing to them, your dream customers will start flowing into your funnels faster than by anything else you could do.

What are the alternative industries to your industry? Why do customers trade across them? By focusing on the key factors that lead buyers to trade across alternative industries and eliminating or reducing everything else, you can create a blue ocean of new market space.

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Even in the face of massive competition, don’t think about the competition. Literally don’t think about them. Every time you’re in a meeting and you’re tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

One reason that it’s difficult to understand is that twentieth-century managers had learned to parrot phrases like “The customer is number one!” while continuing to run the organization as an internally focused, top-down bureaucracy interested in delivering value to shareholders.

In order to lead a successful marketing and communications campaign, you must support key customer relations initiatives, integrate creative methods of branding, oversee execution of effective publicity, and focus on media pitching that will support PR and Social Media strategies.

Design thinking enables business people to avoid mistakes of formulating ideas that, in the future, the customers may not be interested, hence putting the business at risk of experiencing losses. Thus, it applies tools from the world of design and shifting the focus to human behavior.

The waiters wore striped waistcoats and green baize aprons. Bond ordered an Americano and examined the sprinkling of over-dressed customers, mostly from Paris he guessed, who sat talking with focus and vivacity, creating that theatrically clubbable atmosphere of ‘l’heure de l’apéritif’.

As Sean Ellis, one of the first growth hackers—he coined the term with Patrick Vlaskovits—puts it: “Focusing on customer acquisition over ‘awareness’ takes discipline. . . . At a certain scale, awareness/brand building makes sense. But for the first year or two it’s a total waste of money.

To achieve such intense strategic focus the organizations had instituted comprehensive, transformational change. They redefined their relationships with the customer, reengineered fundamental business processes, taught their workforces new skills, and deployed a new technology infrastructure.

Using various combinations of the five contextual forces, forward-thinking marketers are shifting focus away from mass messages and more into what Maribel Lopez, founder of Lopez Research, calls “right-time experiences,” where mobile technologies deliver customers the right information “at precisely the moment of need.

For example, if you know you want to make $100,000 per year, make sure you are focused on getting at least 10,000 people on your list (10,000 people x $1 per month x 12 months = $120,000). If you want to make $1 million per year, focus on getting 100,000 people on your list (100,000 people x $1 per month x 12 months = $1,200,000).

Why We Homeschool: ▪   Customized learning that focuses on our children’s individual learning styles and talents ▪   Concepts are learned at each child’s speed ▪   The option of which subjects to cover (and not cover) based on child’s needs or maturity ▪   Character training/teaching about biblical concepts interwoven into everyday

Focus only on the critical requirements. Many startup companies get distracted by the trappings of a new business. Focus only on those aspects of the business that are critical to delivering your product to the customer. Too often, businesses over-invest in buildings, infrastructure, and networks “in advance” of business materializing—really

Narrow down who your ideal customer is. Narrow until you can narrow no more. Define exactly what pain point you are solving for them, and how much they will pay you to solve it. Set a hard deadline and focus fully on building a solution, then charge for it. Repeat the process until you’ve found a product that works, then scale a business around it.

In those early months, Amazon.com hedged its bets by focusing on being both an e-mail store and a Web store. Under the e-mail system, when a customer e-mailed Amazon.com with a request for a particular book, the company would run a search for the book, and e-mail the results back to the customer, who would then send another e-mail to place the order.

Focus is a crucial winning attribute. Attempting to be all things to all customers tends to result in underserving everyone. Even the strongest company or brand will be positioned to serve some customers better than others. If your customer segment is “everyone” or your geographic choice is “everywhere,” you haven’t truly come to grips with the need to choose.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Never forget that absolutely everything you do is for your customers. Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what’s best for your customers. If you’re ever unsure what to prioritize, just ask your customers the open-ended question, “How can I best help you now?” Then focus on satisfying those requests.

they had hired psychologists, invested millions in a project to sabotage movies—yes, the entire medium of cinema—to get their customers/players/addicts into a state of mind where they simply could not focus on a two-hour-long chunk of filmed entertainment without alarm bells going off in their medullas telling them that they needed to log on to T’Rain and see what they were missing.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

Not every customer is interested in your product. However, they are interested in themselves. Over-explaining the product may lead to information overload and losing the sale entirely. It’s best to focus on painting a mental picture of what the customer’s life may look like when they buy your product. Once they’ve mentally bought in, then provide all relevant information needed to succeed in using your product.

  Our Sales Story. The story is foundational to everything we do in sales, and we use bits and pieces of it in all of our weapons. By “story” I’m referring to the language or talking points we use when asked what we do or when we tell someone about our business. It’s so critical to our success that the next two chapters are dedicated to helping you create and implement a succinct, powerful, differentiating, customer-focused story.

You fail to realize the fundamental truth: inevitable failure is what drives and sustains the diet-industry.  They don’t want you to master weight-control, because if you do, they’ve lost a customer.  But you can’t see it. You can’t see that the mentality involved is just all wrong and discombobulated. The focus on food is also all wrong. But you think there must be magic in that focus. And that becomes part of your diet-mentality

Q: Your customer-service representatives handle roughly sixty calls in an eighty-hour shift, with a half-hour lunch and two fifteen-minute breaks. By the end of the day, a problematic number of them are so exhausted by these interactions that their ability to focus, read basic conversational cues, and maintain a peppy demeanor is negatively affected. Do you: A. Increase staffing so you can scale back the number of calls each rep takes per shift -- clearly, workers are at their cognitive limits B. Allow workers to take a few minutes to decompress after difficult calls C. Increase the number or duration of breaks D. Decrease the number of objectives workers have for each call so they aren't as mentally and emotionally taxing E. Install a program that badgers workers with corrective pop-ups telling them that they sound tired. Seriously---what kind of fucking sociopath goes with E?

Yep,” Annabeth said weakly. “He really did it.” The giant belched. He wiped his steaming greasy hands on his robe and grinned at us. “So, if you’re not breakfast, you must be customers. What can I interest you in?” He sounded relaxed and friendly, like he was happy to talk with us. Between that and the red velour housecoat, he almost didn’t seem dangerous. Except of course that he was ten feet tall, blew fire, and ate cows in three bites. I stepped forward. Call me old-fashioned, but I wanted to keep his focus on me and not Annabeth. I think it’s polite for a guy to protect his girlfriend from instant incineration. “Um, yeah,” I said. “We might be customers. What do you sell?” Cacus laughed. “What do I sell? Everything, demigod! At bargain basement prices, and you can’t find a basement lower than this!” He gestured around the cavern. “I’ve got designer handbags, Italian suits, um…some construction equipment, apparently, and if you’re in the market for a Rolex…” He opened his robe. Pinned to the inside was a glittering array of gold and silver watches. Annabeth snapped her fingers. “Fakes! I knew I’d seen that stuff before. You got all this from street merchants, didn’t you? They’re designer knockoffs.” The giant looked offended. “Not just any knockoffs, young lady. I steal only the best! I’m a son of Hephaestus. I know quality fakes when I see them.

People don't really trust advertisement they trust people. A large percentage of people make purchase decisions based on their friends review than just from advertisers. Brands that rely sole on adverts to sell, will eventually fade out. You need to get people to talk about your brand in a more positive manner without twisting their arms. If you fake it your will fade. So, focus on relationship marketing, because customers are the best brand ambassadors

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

By December 1975, a year had passed since Mr. Harvey had packed his bags, but there was still no sign of him. For a while, until the tape dirtied or the paper tore, store owners kept a scratchy sketch of him taped to their windows. Lindsey and Samuel walked in the neighboorhood or hung out at Hal's bike shop. She wouldn't go to the diner where the other kids went. The owner of the diner was a law and order man. He had blown up the sketch of George Harvey to twice its size and taped it to the front door. He willingly gave the grisly details to any customer who asked- young girl, cornfield, found only an elbow. Finallly Lindsey asked Hal to give her a ride to the police station. She wanted to know what exactly they were doing. They bid farewell to Samuel at the bike shop and Hal gave Lindsey a ride through a wet December snow. From the start, Lindsey's youth and purpose had caught the police off guard. As more and more of them realized who she was, they gave her a wider and wider berth. Here was this girl, focused, mad, fifteen... When Lindsey and Hal waited outside the captain's office on a wooden bench, she thought she saw something across the room that she recognized. It was on Detective Fenerman's desk and it stood out in the room because of its color. What her mother had always distinguished as Chinese red, a harsher red than rose red, it was the red of classic red lipsticks, rarely found in nature. Our mother was proud of her ability fo wear Chinese red, noting each time she tied a particular scarf around her neck that it was a color even Grandma Lynn dared not wear. Hal,' she said, every muscle tense as she stared at the increasingly familiar object on Fenerman's desk. Yes.' Do you see that red cloth?' Yes.' Can you go and get it for me?' When Hal looked at her, she said: 'I think it's my mother's.' As Hal stood to retrieve it, Len entered the squad room from behind where Lindsey sat. He tapped her on the shoulder just as he realized what Hal was doing. Lindsey and Detective Ferman stared at each other. Why do you have my mother's scarf?' He stumbled. 'She might have left it in my car one day.' Lindsey stood and faced him. She was clear-eyed and driving fast towards the worst news yet. 'What was she doing in your car?' Hello, Hal,' Len said. Hal held the scarf in his head. Lindsey grabbed it away, her voice growing angry. 'Why do you have m mother's scarf?' And though Len was the detective, Hal saw it first- it arched over her like a rainbow- Prismacolor understanding. The way it happened in algebra class or English when my sister was the first person to figure out the sum of x or point out the double entendres to her peers. Hal put his hand on Lindsey's shoulder to guide her. 'We should go,' he said. And later she cried out her disbelief to Samuel in the backroom of the bike shop.

It is time to leave traditional marketing concepts which focus on the product and marketing experts should focus on customers’ experiences about the product.Today, since traditional marketing concepts are insufficient and firms that use the experiential marketing are getting successful as they appeal customers’ feeling and sense. Firms owners should have direct relationship with the customers, so customers can reach the firm and the product when wants to get experience.

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be there when your customers and team members most need you. And should you feel your energy lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear—and make their day.

The agile value "Delivering Value over Meeting Constraints" provides a focus for rethinking how we measure performance on projects. Although constraints such as cost and time are important, they should be secondary to creating value for customers. All too often, we focus on what is easily measurable and ignore really important characteristics that are harder to quantify. Agile development attempts to change that bias and focus on the most important things, and value is at the top of that list.

OUR WORKPLACE As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be there when your customers and team members most need you. And should you feel your energy lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear—and make their day.

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

Once launched into production, our software will continue to evolve as the way it is used changes. For most things we create, we have to accept that once the software gets into the hands of our customers we will have to react and adapt, rather than it being a never-changing artifact. Thus, our architects need to shift their thinking away from creating the perfect end product, and instead focus on helping create a framework in which the right systems can emerge, and continue to grow as we learn more.

Hochschild used the term emotional labor to designate the management of feeling to create a publicly observable facial and bodily display that has exchange value and is sold as a commodity, while she used the terms emotion work and emotion management to refer to emotional labor done in a private setting.7 Her study focused on the deep acting and surface acting required of flight attendants to not simply appear warm and friendly on the job but become warm and friendly in order to better manage the emotions and expectations of customers in flight.

Every business, theoretically is a lifestyle business, in that each represents your choice of how you want to live. If you want to work in the fast-paced corporate world, you have to accept that your life will have little room for something else. If you choose the growth-focused venture capital world, you have to accept being beholden to two groups of people: investors and customers (and what each wants could be vastly different). And if you work in a company where enough profit is acceptable, then your lifestyle can be optimized for more than just growing profit.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Objections #4 and #5 (“I can wait” / “it’s too difficult”) are best addressed via Education-Based Selling. Often, your prospects haven’t fully realized they have a problem, particularly in the case of Absence Blindness (discussed later). If the business doesn’t realize it’s losing $10 million in the first place, it’s difficult to convince them that you can help. The best way to get around this is to focus your early sales efforts on making your customers smarter by teaching them what you know about their business, then helping them Visualize what their involvement would look like if they decide to proceed.

Focusing on one outcome to the detriment of all else. Like we saw in the Wells Fargo story, focusing on one metric at the cost of all else can quickly derail a team and company. In addition to your primary outcome, a team needs to monitor health metrics to ensure they aren’t causing detrimental effects elsewhere. For example, customer-acquisition goals are often paired with customer-satisfaction metrics to ensure that we aren’t acquiring unhappy customers. To be clear, this doesn’t mean one team is focused on both acquisition and satisfaction at the same time. It means their goal is to increase acquisition without negatively impacting satisfaction.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

If you want to get to the truth about what makes us different, it’s this,” Bezos says, veering into a familiar Jeffism: “We are genuinely customer-centric, we are genuinely long-term oriented and we genuinely like to invent. Most companies are not those things. They are focused on the competitor, rather than the customer. They want to work on things that will pay dividends in two or three years, and if they don’t work in two or three years they will move on to something else. And they prefer to be close-followers rather than inventors, because it’s safer. So if you want to capture the truth about Amazon, that is why we are different. Very few companies have all of those three elements.

The only other major competitor was Samsung, whose foundry business had technology that was roughly comparable to TSMC’s, though the company possessed far less production capacity. Complications arose, though, because part of Samsung’s operation involved building chips that it designed in-house. Whereas a company like TSMC builds chips for dozens of customers and focuses relentlessly on keeping them happy, Samsung had its own line of smartphones and other consumer electronics, so it was competing with many of its customers. Those firms worried that ideas shared with Samsung’s chip foundry might end up in other Samsung products. TSMC and GlobalFoundries had no such conflicts of interest.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

The Objectives and Key Results (OKR) technique is a tool for management, focus, and alignment. As with any tool, there are many ways to use it. Here are the critical points for you to keep in mind when using the tool for product teams in product organizations. Objectives should be qualitative; key results need to be quantitative/measurable. Key results should be a measure of business results, not output or tasks. The rest of the company will use OKRs a bit differently, but for the product management, design, and technology organization, focus on the organization's objectives and the objectives for each product team, which are designed to roll up and achieve the organization's objectives. Don't let personal objectives or functional team objectives dilute or confuse the focus.

Your purpose is the lens through which you filter all your business decisions, from the tiny to the monumental. We’re talking about who you work with, what you offer, where you focus your time and energy, and even how you define your audience. Determining the unique purpose that underpins your company of one isn’t always a quick or easy process, and there’s no spreadsheet that can crunch some numbers and spit out the answer. Figuring out your purpose requires actual reflection on both your own desires and the audience you want to serve. After all, doing business boils down to serving others in a mutually beneficial way. Customers give you money, gratitude, and a shared passion, and you address their problems by applying your unique skills and knowledge to what you sell them.

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

Because incentives trigger a primitive, engrained response, they produce a number of unintended consequences. First, they strongly reinforce self-aggrandizement, so much so that people can dedicate highly creative energy toward the counterproductive purpose of gaming the system. Second, they focus people’s attention on the incentive, rather than on customers. Third, they reduce the sense of agency and locus of control in workers, placing it instead in the hands of those who are creating the incentives and providing the rewards. This not only undermines the ability to be self-managing, it also infantilizes people. Thus it is small wonder, given the ubiquity of this practice, that Americans struggle to see themselves as engaged, empowered participants in their own democratic institutions.

Setting individual outcomes instead of product-trio outcomes. Because product managers, designers, and software engineers typically report up, to their respective departments, it’s not uncommon for a product trio to get pulled in three different directions, with each member tasked with a different goal. Perhaps the product manager is tasked with a business outcome, the designer is tasked with a usability outcome, and the engineer is tasked with a technical-performance outcome. This is most common at companies that tie outcomes to compensation. However, it has a detrimental effect. The goal is for the product trio to collaborate to achieve product outcomes that drive business outcomes. This isn’t possible if each member is focused on their own goal. Instead of setting individual outcomes, set team outcomes.

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

I know of a restaurant that served a fantastic clam chowder and was packed with customers every day at lunchtime. Then the business was sold, and the new owner focused on golden eggs—he decided to water down the chowder. For about a month, with costs down and revenues constant, profits zoomed. But little by little, the customers began to disappear. Trust was gone, and business dwindled to almost nothing. The new owner tried desperately to reclaim it, but he had neglected the customers, violated their trust, and lost the asset of customer loyalty. There was no more goose to produce the golden egg. There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers.

14 Ways to Become an Incredible Listener 1. Be present and provide your undivided attention. 2. Seek first to understand, then to be understood. 3. Listen attentively and respond appropriately. 4. Minimize or eliminate distractions. 5. Focus your attention and energy with singleness of purpose on what the other person is saying. 6. Quiet your mind and suspend your thoughts to make room in your head to hear what is said—in the moment! 7. Ask questions and demonstrate empathy. 8. Use your body language and nonverbal cues constructively and pay attention to theirs. 9. Follow the rhythm of their speech; hear their tone. 10. Repeat and summarize what you have heard them say to confirm understanding. 11. Be open-minded and non-defensive. 12. Respond rather than react. 13. Be respectful, calm, and positive. 14. Try to resolve conflicts, not win them.

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.

Markkula wrote his principles in a one-page paper titled “The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

The Hendrith Business Ideation Framework is a five-step process designed to help entrepreneurs and business leaders generate and develop successful business ideas. The framework begins by emphasizing the importance of establishing a value basis for the product or service, ensuring it offers genuine value to the customer. Next, it highlights the need to estimate the market, including identifying the target audience and evaluating their willingness to pay. The third step focuses on imagining efficient delivery, which involves determining if the business can effectively and profitably deliver the product or service to the market. The fourth step involves evaluating the profitability of the proposed idea, ensuring it can generate revenue and sustain the business. Finally, the framework concludes with execution, where the idea is put into action and brought to market, requiring capital, a robust strategy, and actionable steps.

The foundation of our thinking is the Theory of Jobs to Be Done, which focuses on deeply understanding your customers’ struggle for progress and then creating the right solution and attendant set of experiences to ensure you solve your customers’ jobs well, every time. “Theory” may conjure up images of ivory tower musings, but I assure you that it is the most practical and useful business tool we can offer you. Good theory helps us understand “how” and “why.” It helps us make sense of how the world works and predict the consequences of our decisions and our actions. Jobs Theory5, we believe, can move companies beyond hoping that correlation is enough to the causal mechanism of successful innovation. Innovation may never be a perfect science, but that’s not the point. We have the ability to make innovation a reliable engine for growth, an engine based on a clear understanding of causality, rather than simply casting seeds in the hopes of one day harvesting some fruit.

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Get it out of your head and onto paper. When I had to explain to my board that, since we were a public company, I thought that it would be best if we sold all of our customers and all of our revenue and changed business, it was messing with my mind. In order to finalize that decision, I wrote down a detailed explanation of my logic. The process of writing that document separated me from my own psychology and enabled me to make the decision swiftly. Focus on the road, not the wall. When someone learns to drive a race car, one of the first lessons taught is that when you are going around a curve at 200 mph, do not focus on the wall; focus on the road. If you focus on the wall, you will drive right into it. If you focus on the road, you will follow the road. Running a company is like that. There are always a thousand things that can go wrong and sink the ship. If you focus too much on them, you will drive yourself nuts and likely crash your company. Focus on where you are going rather than on what you hope to avoid.

HINT 3: ONLY WORK FOR AN 80/20 BOSS What is an 80/20 boss? Someone who consciously or unconsciously follows the principle. By their works you shall know them: They focus on very few things—the ones that make a BIG difference to their customers, and, if they still have them, their bosses (hopefully a temporary arrangement—the best 80/20 bosses are not themselves constrained by a boss). They are going places fast. They are rarely short of time, and never flustered. They are usually relaxed and happy, not workaholics. They look to their people for a few valuable outputs. They pay no attention to inputs such as time and sweat. They take the time to explain to you what they are doing, and why. They encourage you to focus on what delivers the greatest results with the least effort. They praise you when you deliver great results, but are constructively critical when you don’t—and suggest that you either stop doing something unimportant or do something important in a more effective way. When they trust you, they leave you alone and encourage you to come to them when you need guidance.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

Noah Kagan, a growth hacker at Facebook, the personal finance service Mint.com (which sold to Intuit for nearly $170 million), and the daily deal site AppSumo (which has more than eight hundred thousand users), explains it simply: “Marketing has always been about the same thing—who your customers are and where they are.”5 What growth hackers do is focus on the “who” and “where” more scientifically, in a more measurable way. Whereas marketing was once brand-based, with growth hacking it becomes metric and ROI driven. Suddenly, finding customers and getting attention for your product are no longer guessing games. But this is more than just marketing with better metrics; this is not just “direct marketing” with a new name. Growth hackers trace their roots back to programmers—and that’s how they see themselves. They are data scientists meets design fiends meets marketers. They welcome this information, process it and utilize it differently, and see it as desperately needed clarity in a world that has been dominated by gut instincts and artistic preference for too long. But they also add a strong acumen for strategy, for thinking big picture, and for leveraging platforms, unappreciated assets, and new ideas.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Furi leaned in, not quite coming into contact with Syn’s cheek and told him, “I gotta get to work.” Syn didn’t want him to go. He looked so beautiful, smelled so good. He needed to talk to him, maybe ask if Furi was seeing someone. “I have to go back to work too, but can I give you a ride home after your shift?” Syn had never felt so exposed. After he’d asked the question he immediately wanted to take it back. He’d never liked putting himself out there but this was what he needed to work on. He’d never get anywhere if he didn’t at least try. Furi stepped in closer to him and Syn fought his reflex to take a step back. Furi grabbed his wrist and moved him quickly through the customers waiting for the bathrooms and pushed open the back door that led to the parking lot. Syn quickly took in his surroundings before focusing back on Furi. “What’s wrong, why’d you bring me back here?” “What’s your angle, Detective? Why are you lingering around my job and offering me rides, huh?” Furi forced those questions through gritted teeth. “Why are you angry? It’s just a ride. I was trying to be nice,” Syn said with little conviction, while avoiding answering Furi’s questions. He didn’t have an angle and he wasn’t sure why he was drawn to him. He just wanted to be around this guy, if for nothing else then to at least be friends.

Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

The attachment voids experienced by immigrant children are profound. The hardworking parents are focused on supporting their families economically and, unfamiliar with the language and customs of their new society, they are not able to orient their children with authority or confidence. Peers are often the only people available for such children to latch on to. Thrust into a peer-oriented culture, immigrant families may quickly disintegrate. The gulf between child and parent can widen to the point that becomes unbridgeable. Parents of these children lose their dignity, their power, and their lead. Peers ultimately replace parents and gangs increasingly replace families. Again, immigration or the necessary relocation of people displaced by war or economic misery is not the problem. Transplanted to peer-driven North American society, traditional cultures succumb. We fail our immigrants because of our own societal failure to preserve the child-parent relationship. In some parts of the country one still sees families, often from Asia, join together in multigenerational groups for outings. Parents, grandparents, and even frail great-grandparents mingle, laugh, and socialize with their children and their children's offspring. Sadly, one sees this only among relatively recent immigrants. As youth become incorporated into North American society, their connections with their elders fade. They distance themselves from their families. Their icons become the artificially created and hypersexualized figures mass-marketed by Hollywood and the U.S. music industry. They rapidly become alienated from the cultures that have sustained their ancestors for generation after generation. As we observe the rapid dissolution of immigrant families under the influence of the peer-oriented society, we witness, as if on fast-forward video, the cultural meltdown we ourselves have suffered in the past half century. It would be encouraging to believe that other parts of the world will successfully resist the trend toward peer orientation. The opposite is likely to be the case as the global economy exerts its corrosive influences on traditional cultures on other continents. Problems of teenage alienation are now widely encountered in countries that have most closely followed upon the American model — Britain, Australia, and Japan. We may predict similar patterns elsewhere to result from economic changes and massive population shifts. For example, stress-related disorders are proliferating among Russian children. According to a report in the New York Times, since the collapse of the Soviet Union a little over a decade ago, nearly a third of Russia's estimated 143 million people — about 45 million — have changed residences. Peer orientation threatens to become one of the least welcome of all American cultural exports.

In addition to his insight about making a positive difference, Peter Drucker had five other rules that are applicable for earning credibility. At first they may strike you as self-evident, even trite, but smarter people than I have had the same initial reaction and now are quoting them back to me on a regular basis. If you want to elevate your credibility, start by committing these Druckerisms to memory: Every decision in the world is made by the person who has the power to make the decision. Make peace with that. If we need to influence someone in order to make a positive difference, that person is our customer and we are a salesperson. Our customer does not need to buy; we need to sell. When we are trying to sell, our personal definition of value is far less important than our customer’s definition of value. We should focus on the areas where we can actually make a positive difference. Sell what we can sell and change what we can change. Let go of what we cannot sell or change. Each of these rules assumes that acquiring recognition and approval is a transactional exercise. Note the frequent reference to selling and customers. The implication is that we must sell our achievements and competence in order to have them recognized and appreciated by others. These Druckerisms not only endorse our need for approval, they emphasize that we can’t afford to be passive about it—not when our credibility is at stake.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

In a village quaint and bright, Lived a chef with great delight. Every morn, with break of day, He’d cook his meals, then he’d say “Did you eat?” His voice so clear, Echoed far and echoed near. Neighbors smiled, children played, In his care, their hearts were laid. One fine day, a stranger came, Hungry, tired, seeking fame. “Teach me, chef, your art so fine, I long to make my dishes shine.” With a nod and knowing glance, The chef began the culinary dance. “First, you learn to truly care, For food is love, you must declare.” Days turned weeks, the lessons flew, The stranger learned and friendships grew. But fame and glory filled his mind, Leaving care and love behind. He opened a place, grand and vast, But love for food, a thing of the past. “Did you eat?” He’d never ask, Focused solely on his task. DID YOU EAT? Customers came, then soon they went, For something vital had been spent. Food was fine, but heart was cold, A lesson learned, a tale retold. Back he went, with heavy heart, To the chef who’d played his part. “Teach me now, what I have missed, For love and care, I have dismissed.” The chef then smiled, wise and kind, “To care for others, open your mind. The food you make, with love instill, And hearts you’ll nourish, a void you’ll fill.” “Did you eat?” He asked anew, And in that question, wisdom true. For food with love is more than treat, It’s a bond, a joy, a life complete. So here’s the tale, both light and deep, A lesson strong for all to keep. In every meal, in every greet, Ask with love, “Did you eat?

Did You Eat?" In a village quaint and bright, Lived a chef with great delight. Every morn, with break of day, He’d cook his meals, then he’d say “Did you eat?” His voice so clear, Echoed far and echoed near. Neighbors smiled, children played, In his care, their hearts were laid. One fine day, a stranger came, Hungry, tired, seeking fame. “Teach me, chef, your art so fine, I long to make my dishes shine.” With a nod and knowing glance, The chef began the culinary dance. “First, you learn to truly care, For food is love, you must declare.” Days turned weeks, the lessons flew, The stranger learned and friendships grew. But fame and glory filled his mind, Leaving care and love behind. He opened a place, grand and vast, But love for food, a thing of the past. “Did you eat?” He’d never ask, Focused solely on his task. Customers came, then soon they went, For something vital had been spent. Food was fine, but heart was cold, A lesson learned, a tale retold. Back he went, with heavy heart, To the chef who’d played his part. “Teach me now, what I have missed, For love and care, I have dismissed.” The chef then smiled, wise and kind, “To care for others, open your mind. The food you make, with love instill, And hearts you’ll nourish, a void you’ll fill.” “Did you eat?” He asked anew, And in that question, wisdom true. For food with love is more than treat, It’s a bond, a joy, a life complete. So here’s the tale, both light and deep, A lesson strong for all to keep. In every meal, in every greet, Ask with love, “Did you eat?

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

Skills Unlocked: How to Build Heroic Character Strengths If you want to make a change for the better or achieve a tough goal, don’t worry about motivation. Instead, focus on increasing your self-efficacy: confidence in your ability to solve your own problems and achieve your goals. The fastest and most reliable way to increase your self-efficacy is to learn how to play a new game. Any kind of game will do, because all games require you to learn new skills and tackle tough goals. The level of dopamine in your brain influences your ability to build self-efficacy. The more you have, the more determined you feel, and the less likely you are to give up. You’ll learn faster, too—because high dopamine levels improve your attention and help you process feedback more effectively. Keep in mind that video games have been shown to boost dopamine levels as much as intravenous amphetamines. Whenever you want to boost your dopamine levels, play a game—or make a prediction. Predictions prime your brain to pay closer attention and to anticipate a reward. (Playing “worst-case scenario bingo” is an excellent way to combine these two techniques!) You can also build self-efficacy vicariously by watching an avatar that looks like you accomplish feats in a virtual world. Whenever possible, customize video game avatars to look like you. Every time your avatar does something awesome, you’ll get a vicarious boost to your willpower and determination. Remember, self-efficacy doesn’t just help you. It can inspire you to help others. The more powerful you feel, the more likely you are to rise to the heroic occasion. So the next time you feel superpowerful, take a moment to ask yourself how you can use your powers for good.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Their primary customers are upper-income women between thirty and fifty years sold. The average markup on a handbag is ten to twelve times production cost. Perfume has, for more than seventy years, served as an introduction to a luxury brand. The message was clear: buy our brand and you too, will live a luxury life. The contradiction between personal indulgence and conspicuous consumption is the crux of the luxury business today: the convergence of its history with its current reality. Today, luxury brand items are collected like baseball cards, displayed like artwork, brandished like iconography. The tycoons have shifted the focus from what the product is to what is represents. Perfume has a mystical, magical quality. It catches your attention, enchants you. It complements and enhances your personality. it stirs emotion, within you and others around you. Perfume was a link between gods and mortals. It was a way to contact the gods, Hermes's Jean-Claude Ellena told me. Now it is a profane link: it's between you and me. Contentment is natural wealth. Luxury is artificial poverty. Socrates More than anything else today, the handbag tells the story of a woman: her reality, her dreams. Oscar Wilde said elegance is power. If it would abolish avarice, you must abolish its mother, luxury. Cicero People don't believe there is a difference between real and fake anymore. Bernard Arnault's marketing plan had worked: consumers don't buy luxury branded items for what they are, but for what they represent. Luxury is the ease of a T-shirt in a very expensive dress. If you don't have it, you are not a person used to luxury. You are just a rich person who can buy staff. Karl Lagerfeld Luxury is exclusivity, it is made for you and no one else has it. At a minimum, it must be impeccable. Maximum, unique. If you do luxury, Louboutin explained, you have to treat people in a human way and you have to be elegant. You can't ask poor people in bad conditions to make beautiful things.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Agnes leaned over the edge of the crate and cooed at the chicks. “Oh, they’re all so adorable at this age…” “Focus,” said the dust-wife. “Oh, yes, of course. I suppose we’ll have to keep it, won’t we? He won’t just let us borrow a chicken…” The chicken seller did not look like a man who would routinely let customers borrow chickens. Marra shoved her hands in her pockets and tried to look like someone who was possibly a nun and definitely not the queen’s runaway sister. After a minute or two, though, it became obvious that she didn’t need to bother. The chicken seller gazed at Agnes, who was picking up each chick and whispering to it, then slowly turned to Fenris. He didn’t say anything, but his eyebrows were eloquent. “She’s very particular about her chickens,” said Fenris. “Very particular.” “It’s not taking,” Agnes whispered to the dust-wife, just loud enough for Marra to make out the words. “It won’t take. Oh, it was a silly idea. I don’t know why I thought it would ever work…” “Keep trying,” ordered the dust-wife. The chicken seller looked back at Agnes, then to Fenris again. His eyebrows inched higher up his skull. Fenris remained absolutely deadpan, as if it were perfectly normal for women to whisper to chicks before buying them. Marra didn’t dare look at Agnes, because if she did, she was going to burst into hysterical laughter. “Fine,” said Agnes in the tone of someone reaching her limits. Marra’s ears popped. “There!” “That took,” observed the dust-wife dispassionately. “Not well at all and I have to keep…I’m pushing it…it doesn’t want to stick; it’s like jelly sliding down a bowl!” “Keep pushing,” said the dust-wife. “Keep blessing it over and over if you have to.” “Oh dear…” Marra darted a glance at the chick in question. It was a dark, fuzzy, little lump with a bright yellow bill and, for a chicken, a remarkably phlegmatic expression. The chicken seller’s eyebrows did a complex dance across his forehead. He named a price that was frankly ridiculous for a day-old chick. “Don’t be absurd,” said Marra, stung out of her silence. “It’s a chicken, not a phoenix.” The chicken seller’s eyes drifted back over to Agnes, followed by his eyebrows. “The sooner we pay,” rumbled Fenris, “the sooner we will go away.” The price mysteriously plummeted.

How to Reunite with Ex? Instant Consultation Call! 8219726731 Reuniting with an ex can feel like an emotional maze, but ancient practices like Vashikaran might offer a path forward. For personalized guidance, call +918219726731 to connect with trusted experts for a free consultation on ethical spiritual solutions tailored to your situation. "You know you're in love when you can't fall asleep because reality is finally better than your dreams." Why Relationships Break and How Vashikaran Helps Breakups often stem from misunderstandings, third-party interference, or fading attraction. Vashikaran mantras, rooted in Vedic traditions, work by harmonizing energies between partners. For instance, a vashikaran mantra for love back can reignite lost feelings, while Mohini Vashikaran focuses on restoring attraction and emotional balance. Steps to Reconnect with Your Ex Using Vashikaran 1. Identify the Core Issue Was the breakup due to communication gaps, family pressure, or distrust? A love problem solution begins with pinpointing the root cause through self-reflection or astrological analysis. 2. Chant a Targeted Mantra Mohini Vashikaran: Ideal for reigniting physical and emotional attraction. Stri Vashikaran Mantra: Helps influence your ex’s subconscious mind positively. Ladki Patane Ka Mantra: Specifically designed to attract women back into a relationship. 3. Perform Rituals with Precision Light a red candle during mantra chanting or write your ex’s name on a bay leaf. Pair these with a vashikaran mantra for love back for faster results. 4. Seek Expert Guidance Mispronouncing mantras or incorrect rituals can backfire. Certified practitioners (call +918219726731) ensure safe, ethical practices aligned with your goals. Ethical Considerations Respect Free Will: Ethical Vashikaran avoids manipulation. Focus on mutual well-being. Holistic Approach: Combine mantras with efforts like honest communication or apologies. Case Study: Rekindling a Lost Bond** Riya (name changed) used a Stri Vashikaran Mantra under expert guidance to reconnect with her ex-boyfriend. Within a month, he reached out to reconcile, and they rebuilt trust. Modern Solutions to Support Vashikaran Astrological Remedies: Wear rose quartz for love or align rituals with planetary positions. Therapy: Address unresolved issues through counseling. Why Choose a Free Consultation? A free consultation call (dial +918219726731) lets you: Understand if Vashikaran suits your situation. Get a customized love problem solution plan. Clarify doubts about Mohini Vashikaran or other practices. Final Thoughts While Vashikaran mantras like ladki patane ka mantra or Stri Vashikaran Mantra can aid reconciliation, success depends on intent, ethics, and expert guidance. For urgent help, call +918219726731 today to start your journey toward reunion.

Laser Cutting: Precision and Innovation with Creative Roots A novel process that blends accuracy, effectiveness, and adaptability, laser cutting has surfaced in the constantly changing fields of design and manufacturing. In the UAE, this cutting-edge method is revolutionizing sectors like advertising, interior design, automotive, and architecture. Our specialty at Creative Roots is offering excellent laser cutting services that let companies realize their concepts with unparalleled precision and originality. What Is Laser Cutting and Why Is It Revolutionary? With laser cutting, materials can be sliced, engraved, or etched with remarkable precision using a focused light beam. The procedure is quite adaptable and can work with a variety of materials, including cloth, metal, wood, acrylic, and glass. It is a popular option for both industrial and artistic applications due to its capacity to produce complex patterns and faultless finishes. Laser cutting, in contrast to conventional cutting techniques, provides unmatched speed and accuracy, enabling the production of intricate designs without sacrificing quality. For companies looking to attain excellence in their projects, this efficiency is a vital tool because it results in shorter production times and lower costs. Creative Roots: Redefining Laser Cutting Services in the UAE We at Creative Roots take great satisfaction in being industry pioneers in laser cutting. Our highly qualified staff and cutting-edge machinery guarantee that every job is completed to the highest standard. Whether it's industrial components, ornamental panels, or custom signage, we customize our services to each client's specific requirements. Our areas of competence are: Tailored Solutions: We provide designs that precisely match your concept, whether they are complex patterns or large-scale projects. Superior Finishes: We guarantee crisp edges, precise cuts, and faultless details by using cutting-edge laser cutting technology. Sustainability: We minimize waste and maximize material utilization in our ecologically sensitive procedures. Applications of Laser Cutting with Creative Roots Architectural and Interior Design: Custom architectural elements and interior design are best created with laser cutting. Our services, which range from ornamental wall panels to precisely created room dividers, bring style and creativity to any area. Signage and Branding: Use custom-cut signage to increase brand awareness. Stylish, superior logos and signage that make an impression are produced by us laser cutting services. Gifts and Promotional things: Use our accurate laser cutting capabilities to create one-of-a-kind, customized gifts and promotional things. We make your brand stand out with custom-cut hardwood pieces or personalized glasses. Industrial Applications: Laser cutting provides dependable solutions for industries needing precision components. Whether it's machine parts or automobile parts, we always deliver precision and longevity. Why Choose Creative Roots for Laser Cutting? For laser cutting services, Creative Roots has made a reputation for itself in the United Arab Emirates. What makes us unique is this: Knowledge and Creativity: To produce outstanding outcomes, our team of experts blends technical know-how with imaginative vision. Customer-Centric Approach: To comprehend our clients' demands and surpass their expectations, we collaborate closely with them. With our cutting-edge laser cutting services, we at Creative Roots are dedicated to assisting companies in reaching their functional and artistic objectives. We make sure that every element, from conception to implementation, captures the spirit of your company.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

If you’re competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.”1 - JEFF BEZOS, CHIEF EXECUTIVE OFFICER, AMAZON

Innovation must be value-driven. New ideas can be gone by a sneer or yawn and the customer-driven concept has failed to produce the desired results because asking the customers what they want is not innovation. We need to understand the customers’ needs and take an outcome-focused approach.

[from 'Mad Max: Fury Road' review in 'We're Not Ugly People'] Miller has also remembered to make the film directly about things, not all subtext begging for explication. The scarcity of water, oil wars, the arms trade, and female emancipation jostle for space with the customized vehicles, coming in and out of focus with the blitz. But when it comes to political subtext, it must be acknowledged that Immortan Joe's demise was predictable from his water-distribution method. Pouring thousands of gallons of water on people's heads from a great height is not the best way to keep them pacified. Better to sell it to them in plastic bottles for ninety-nine cents each.

In phase I, it’s getting those first customers that prove your product can get traction. In phase II, it is getting enough customers that you’re knocking on the door of sustainability. And in phase III, your focus is on increasing your earnings, scaling your marketing channels, and creating a truly sustainable business.

Adopting new technologies can improve the way we solve Jobs to Be Done. But what’s important is that you focus on understanding the underlying job, not falling in love with your solution for it.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

Adam’s focus on growth at the expense of profitability fit with an emerging business theory that it was best to acquire customers by any means necessary and then figure out how to make money later.

understanding our customers’ worldview and desires so we can connect with them. It’s focused on being missed when you’re gone, on bringing more than people expect to those who trust us. It seeks volunteers, not victims.

Shifting your focus back to the deal will remind you that you have one job: to close a sale for a happy customer, who will then come back and buy from you for the rest of their lives. When you work for the deal:

What company are you calling from, I missed that?’ I would simply divert back to the reason for my call and switch the focus entirely onto how we could help them. I quickly found the more the call focused on solving their problem, the more sales I made. Once I partnered this with my single parent

Focus on maintaining relationship with your customers, revenue will look after itself. Not the other way around.

Six Steps to Getting Started Right Now As we saw from the stories in Chapter 1, you don’t need a lot of money or special training to operate a business. You just need a product or service, a group of people who want to buy it, and a way to get paid. We’ll look at each of these things in more detail throughout the book, but you don’t have to wait to get started. Here are the six steps you need to take: 1. Decide on your product or service. 2. Set up a website, even a very basic one (you can get a free one from WordPress.org). 3. Develop an offer (an offer is distinct from a product or service; see Chapter 7 for help). 4. Ensure you have a way to get paid (get a free PayPal account to start). 5. Announce your offer to the world (see Chapter 9 for more on this). 6. Learn from steps 1 through 5, then repeat. Almost all microbusiness building follows this sequence of events. Of course, we’ll be discussing specifics as we go along, but it’s always better to start from where you are than to wait for everything to be perfect. If you have an existing business and are thinking about how to apply the concepts from this book, focus on either getting money in the bank or developing new products or services. These are the most important tasks of your business-not administration, maintenance, or anything else that takes time without creating wealth or value. If you’re not sure what to do, think about any of these ideas: Can you contact your customer list with a special offer or incentive? Can you introduce a new product or service to complement your existing portfolio? If you’re a coach or consultant, can you offer a special deal for clients who prepay? Is there a new way you can attract subscribers, clients, or customers? But one way or another . . . just do something.

Apple reports that people unlock their iPhones an average of 80 times per day, and a 2016 study by customer-research firm Dscout found that people touched their phones an average of 2,617 times per day. Distracted has become the new default.

Collier understood and preached this swim-with-current-rather-than-against strategy. Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family. About this, Collier wrote: “Study your reader first — your product second…. The reader of your letter wants certain things and the desire for them is, consciously or unconsciously, the dominant idea in his mind all the time. He is also engaged by the news or events or public conversations of the day. Put yourself in his place. If you were deep in discussion with a friend over some matter and a stranger came up and said: ‘Mister, I have a fine coat I want to sell you!’ — what would you do? The same thing happens when you approach a man by mail. He is in discussion with himself. If you just butt in, will you be welcome? How would you do it if approaching him and his friend in person? You'd listen and get the trend of the conversation. Then, when you chimed in, it would be with a remark on a related subject. Then you could gradually bring the talk around logically to the point you wanted to discuss. Study your reader. Know what interests him. Listen to the conversation he is already having with himself. Enter where he already is.” There are some obvious, perennially occurring attention dominators, such as seasons and holidays, and linking to these — regardless of whether your business naturally links or not — can be extremely helpful. You need not be a florist, jeweler, or restaurant to utilize Valentine's Day, for example. Beyond that, and deeper than that, every customer group has some shared item on their minds. Know it. Start your conversation with them with it. And be sure to take advantage of one of the great advantages of today's online media, including e-mail, blogs, and social media sites — being day to day, even hour by hour, timely. You can link a marketing message to world or local, financial, or cultural news of the moment — and you should.

In summary, Need-payoff Questions are important because they focus attention on solutions, not problems. And they make customers tell you the benefits.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

Phase I is very product focused and involves pursuing initial traction while also building your initial product. This often means getting traction in ways that don’t scale—giving talks, writing guest posts, emailing people you have relationships with, attending conferences, and doing whatever you can to get in front of customers.

Marc Andreessen, cofounder of Netscape and VC firm Andreessen Horowitz, sums up this common problem: The number one reason that we pass on entrepreneurs we’d otherwise like to back is they’re focusing on product to the exclusion of everything else. Many entrepreneurs who build great products simply don’t have a good distribution strategy. Even worse is when they insist that they don’t need one, or call [their] no distribution strategy a “viral marketing strategy.

Before you can set about getting traction, you have to define what traction means for your company. You need to set a traction goal. At the earliest stages, this traction goal is usually to get enough traction to either raise funding or become profitable. In any case, you should figure out what this goal means in terms of hard numbers. How many customers do you need and at what growth rate? Your traction strategy should always be focused on moving the needle for your traction goal. By moving the needle, we mean focusing on marketing activities that result in a measurable, significant impact on your traction goal. It should be something that advances your user acquisition goal in a meaningful way, not something that would be just a blip even if it worked.

Focusing on customer acquisition over ‘awareness’ takes discipline. . . . At a certain scale, awareness/brand building makes sense. But for the first year or two it’s a total waste of money.”25

The First Ideal—Locality and Simplicity The Second Ideal—Focus, Flow, and Joy The Third Ideal—Improvement of Daily Work The Fourth Ideal—Psychological Safety The Fifth Ideal—Customer Focus

The vanguard companies offer better-than-average wages, not because they’re unusually generous, but because their employees create exceptional value. There’s a deep conviction in these organizations that when “ordinary” employees are given the chance to learn, grow, and contribute, they’ll achieve extraordinary results. Over time, this conviction produces a workforce that’s deeply knowledgeable, endlessly inventive, and ardently customer focused.

NetReputation's unparalleled business reputation management and branding offerings provide your business the tools and technology to control the conversation and compel customers to action. A comprehensive business reputation solution from NetReputation allows you to: ● Remove and suppress negative search results like bad articles, reviews and comments from the web faster than ever. ● Build and manage a glowing online review presence through the latest in review generation and review reply techniques. ● Grow your brand and reach more customers through award-winning content creation, citation building and local SEO solutions. Removing harmful info and building a positive, enduring online reputation takes time, strategy and dedication. Sometimes, restoring your online reputation may even seem impossible, testing your patience and your limits as you scramble to make things right. But with a trusted, industry-leading reputation management firm like NetReputation, you have dedicated customer-focused ORM experts on your side - professionals with the experience and knowhow to repair online damage fast and put your image back where it belongs: in your hands.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

Though it’s unclear whether Jeff knew about Charlie’s idea before sending out his directive to launch a free shipping program in October, it doesn’t really matter—the story is noteworthy for a couple of reasons. First, customer-focused ideas come from all areas within Amazon. Many companies have the “business people” tell the “technical people” what to build. There’s little discussion back and forth, and the teams stay in their own lanes. Amazon is not like this at all. It’s everyone’s job to obsess over customers and think of inventive ways to delight them. A second noteworthy aspect of the story is that when Charlie returned from vacation and found out we had decided to build something akin to his idea, he joined the team charged with making Prime a reality, and played a vital role on it.

The Amazon Deliver Results leadership principle states, “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.” Shipping speed is a key input metric for Amazon. So, if you are customer obsessed, then you’re also obsessed with measuring and improving the shipping experience for customers.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

He explained to Steve that there was an important difference in the digital media value chain as well. In physical retail, Amazon operated at the middle of the value chain. We added value by sourcing and aggregating a vast selection of goods, tens of millions of them, on a single website and delivering them quickly and cheaply to customers. To win in digital, because those physical retail value adds were not advantages, we needed to identify other parts of the value chain where we could differentiate and serve customers well. Jeff told Steve that this meant moving out of the middle and venturing to either end of the value chain. On one end was content, where the value creators were book authors, filmmakers, TV producers, publishers, musicians, record companies, and movie studios. On the other end was distribution and consumption of content. In digital, that meant focusing on applications and devices consumers used to read, watch, or listen to content, as Apple had already done with iTunes and the iPod. We all took note of what Apple had achieved in digital music in a short period of time and sought to apply those learnings to our long-term product vision.

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But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems.

where a = accumulated future value, p = principal or present value, r = rate of return in percentage terms, and n = number of compounding periods. All too often, management teams focus on the r variable in this equation. They seek instant gratification, with high profit margins and high growth in reported earnings per share (EPS) in the near term, as opposed to initiatives that would lead to a much more valuable business many years down the line. This causes many management teams to pass on investments that would create long-term value but would cause “accounting numbers” to look bad in the short term. Pressure from analysts can inadvertently incentivize companies to make as much money as possible off their present customers to report good quarterly numbers, instead of offering a fair price that creates enduring goodwill and a long-term win–win relationship for all stakeholders. The businesses that buy commodities and sell brands and have strong pricing power (typically depicted by high gross margins) should always remember that possessing pricing power is like having access to a large amount of credit. You may have it in abundance, but you must use it sparingly. Having pricing power doesn’t mean you exercise it right away. Consumer surplus is a great strategy, especially for subscription-based business models in which management should primarily focus on habit formation and making renewals a no-brainer. Most businesses fail to appreciate this delicate trade-off between high short-term profitability and the longevity accorded to the business through disciplined pricing and offering great customer value. The few businesses that do understand this trade-off always display “pain today, gain tomorrow” thinking in their daily decisions.