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Managing in chaos October 2, 2006
September 19 2006 | Fortune |By Geoffrey Colvin, Fortune senior editor-at-large
Geoff_Colvin  Ford  chaos  digital_economy 
june 2012 by jerryking
What Customers Want
JULY 7, 2003 | Fortune | by Larry Seiden and Geoff Colvin
To increase overall profitability, smart companies retain and
grow their most profitable customers and acquire more of them.
They fix, close, or sell their least profitable customers. And they
organize in a nontraditional way, around customer segments...
A winning value proposition is the one that best meets the full
set of customer needs, including price. That is, certain critical
elements of the experience deliver on the customers’ most important
needs better than the competition. This creates differentiation
and the potential for superior customer profitability—a mutually beneficial value exchange. Your goal is to create mutually beneficial value exchanges with customer segments that offer the greatest economic profit potential. Creating, communicating, and executing competitively dominant value propositions that earn exceptional customer profitability involves a sixstep process we’ve identified at leading companies and dubbed value proposition management.

Step 1: Figure out the needs
of your most profitable customers
Step 2: Get creative
Step 3: Test and verify your hypotheses
Step 4: Tell customers how great
your value propositions are
Step 5: Apply the best value
propositions on a large scale
Step 6: Begin anew.
customers  customer_acquisition  customer_experience  customer_lifetime_value  customer_profitability  customer_segmentation  Dell  Geoff_Colvin  Michael_McDerment  mutually_beneficial  RBC  value_propositions 
april 2012 by jerryking
Will This Customer Sink Your Stock? Here's the newest way to grab competitive advantage: Figure out how profitable your customers really are. - September 30, 2002
By Larry Selden and Geoffrey Colvin
September 30, 2002

Get ready for a big idea that's about to sweep through most companies: managing the enterprise not as a collection of products and services, not as a group of territories, but as a portfolio of customers. Of course, managers have always known that some customers are more profitable than others. But it's amazing how many executives, like those of that big retailer, haven't the least idea just how profitable (or unprofitable) individual customers or customer segments are.
customer_profitability  Geoff_Colvin  Dell  RBC  Fidelity_Investments  HBC  customer_lifetime_value  customers  retailers  banks  data_mining  data_driven  competingonanalytics  competitive_advantage 
april 2012 by jerryking
Leader Machines
Oct 1, 2007 | Fortune | Geoff Colvin. The best young employees
are hungry for leadership development. Companies are finding that the
advantages of building a reputation for developing talent are greater
than they may have thought. A close look at the companies on our list
reveals a set of best practices that seem to work in any environment: 1.
Invest time and money. 2. identify promising leaders early. 3. Choose
assignments strategically. 4. Develop leaders within their current jobs.
5. Be passionate about feedback and support. 6. Develop teams, not just
individuals. 7. Exert leadership through inspiration. 8. Encourage
leaders to be active in their communities. 9. Make leadership
development part of the culture.
Geoff_Colvin  Employer_of_Choice  leadership  organizational_culture  Freshbooks  onboarding  talent_management  reputation  leadership_development  Crotonville  CEOs 
september 2009 by jerryking
The Hard Work of Getting Ahead - WSJ.com
Oct. 29, 2008 book review by Philip Delves Broughton of Geoff'
Colvins' ,"Talent Is Overrated" and Geoff Smart and Randy Street's
"Who".
movingonup  talent_management  book_reviews  overrated  Geoff_Smart  hiring  Philip_Delves_Broughton  talent  Geoff_Colvin  hard_work 
january 2009 by jerryking

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