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jerryking : customer_centricity   17

Four Lessons from Rockstar Games: The Innovator...
September 18, 2013 | Quora | by Ross Simmonds [Life & Pixels]
(1) Give The Customers What They Want - When you focus on giving your customers what they want, the media and customers will do the talking for you. Creating an impact doesn't happen by saying you're going to make one. It happens from actually doing it.
(2) Don't Be Afraid To Break The Rules - In business, it's more important than ever to push boundaries. To be successful, you need to do things that other people question but you know is going to be right for your clients, partners, employees or customers. As the world gets smaller, the importance of pushing boundaries and striving for greatness is at an all-time high. When you're thinking about how your business can generate some additional press or how you could win new business - think differently.
(3) Don't Be Afraid To Kill Your Bad Puppies - It's the idea of killing something that is at the core of what makes you feel uncomfortable....In business, the initial stages of customer research and product development are just one part of the puzzle. As you build your business and establish a client base, you're required to make more decisions as new opportunities arise with your business growth. Decision making quickly becomes a key part of your job as you're forced to make choices on a daily basis...It's our obsession with the past and our own creations that hold our businesses back from continuing to evolve and grow.
(4)Take Pride In The Entire Experience--A great business is one that sweats the little things. It's a business that focuses on the minor details and ensures that their entire business is built on the idea of an experience....At the end of the day, you can get excited about using Instagram for a new promotion or work relentlessly on developing a great content marketing strategy but if your product sucks, you'll fail. The key for business success is to be mindful of these four lessons as you build your business and strive to make it grow.
lessons_learned  culling  customer_satisfaction  execution  detail_oriented  games  rule_breaking  customer_centricity  videogames  kill_rates  Pablo_Picasso  innovators  hard_work  think_differently  stage-gate  attrition_rates 
september 2013 by jerryking
Why startups need to start putting customers first - The Globe and Mail
Mario Thomas

Special to The Globe and Mail

Published Wednesday, Nov. 28 2012,

Centre for Commercialization of Research (CCR). Clearpath Robotics is different from most startups. Their customer-centric approach is driving sustainability and generating results. They established customer revenues that enabled them to operate on a profit and loss basis right from the start. Today, the firm counts MIT, Stanford University, DND and the U.S. Department of Defence among more than 350 global customers. It has doubled its sales year over year since its inception, and it is on track to do it again this year. Mr. Rendall attributes a large part of his success to the risk capital and business guidance that was provided at a time when no one else would consider investing. It enabled Clearpath Robotics to acquire its first customers. And customers are the ones that fuel the growth of a business.
robotics  start_ups  Clearpath_Robotics  customer_centricity 
november 2012 by jerryking
"Portrait of a perfect salesman."
3 May 2012| Financial Times | Philip Delves Broughton.

Tips for closing any deal

Know the odds

Most salespeople face far more rejection than acceptance. Knowing how many calls or meetings it takes to make each sale helps develop the positive attitude vital to succeed. After all, 99 rejections may be just the prelude to that triumphant yes.

Find a selling environment that suits you

Some people are great seducers, others dogged persuaders. Some like to make lots of sales each day, others prefer making one a year. Some enjoy high financial incentives, others thrive on the human relationships. Decide who you are first, then find a sales role that suits your personality type.

Be your customer's partner not their adversary

Great salespeople create value around products and services that they can convey and deliver to their customers. Paying attention and acting in the interests of your customer rather than yourself is very difficult. But as information about price and features becomes more widely available, service and relationships become the real value in each sale.
sales  selling  Philip_Delves_Broughton  Salesforce  character_traits  personality_types/traits  customer_centricity  ratios  partnerships  relationships  rejections  salesmanship  salespeople  success_rates  customer_focus  pay_attention  positive_thinking  solutions  solution-finders 
may 2012 by jerryking
The man who made a career out of cool -
March 19, 2007 2:00 am
The man who made a career out of cool

By Jonathan Birchall in New York
Nike  innovation  customer_centricity 
may 2012 by jerryking
Miles and Rouse: After the Merger, How Not to Lose Customers -
March 14, 2012 | WSJ | By LAURA MILES AND TED ROUSE.

After the Merger, How Not to Lose Customers
Customer defections are a major reason why more than half of all mergers fail to improve shareholder value.
mergers_&_acquisitions  M&A  customer_churn  customer_defections  value_creation  customer_experience  customer_loyalty  customer_centricity  shareholder_value 
march 2012 by jerryking
Joseph Jimenez of Novartis, on Finding the Core of a Problem -
Published: October 8, 2011
This interview with Joseph Jimenez, chief executive of Novartis, the pharmaceutical company, was conducted and condensed by Adam Bryant.
Novartis  goal-setting  truth-clarity  telling  risk-taking  CEOs  leadership  customer_centricity  organizational_culture 
october 2011 by jerryking
Using data to enhance customer experience
: January 24, 2006 | | By Ian Limbach. "“Call
centres are often seen as a way to manage costs rather than enhancing
the quality of [customer] service,” warns Wes Hayden, CEO of Alcatel’s
Genesys subsidiary. This has discouraged investments in new technology
and led management to measure efficiency with metrics such as throughput
and call duration, rather than customer-centric measures. “There needs
to be a change in C-level executives’ view of call centres,” he says.
This narrow focus has led to call centres being one of the most
under-used corporate assets today, says McKinsey. Beyond fielding
customer complaints, the call centre should be closely integrated with
other company functions such as sales & marketing.

Some leading companies are focusing on ways to turn calls from customers
into new selling opportunities, and finding that callers are more
receptive to buying after a positive service experience than they are
when reached by outbound telemarketing campaigns. "
call_centres  contact_centres  customer_experience  McKinsey  customer_centricity  CRM  data  upselling  cross-selling  unstructured_data  churn  predictive_modeling  metrics  mismanagement  underutilization  assets  cost_centers  C-suite 
august 2010 by jerryking
How can I help you? Jim Stengel is head of marketing for Procter & Gamble, the world's biggest advertiser.
Feb 4, 2006 | Financial Times pg. 16 | GARY SILVERMAN. P&G
is trying to gain the attention of consumers through deeds - offering
advice, doing favours and displaying the kind of cultural empathy you
would expect of a charity or a religious organisation.
P&G  advertising  advertising_agencies  customer_focus  customer_centricity 
june 2010 by jerryking
The Luxury Touch
February 28, 2007 | Strategy + Business | by Robert Reppa and
Evan Hirsh. Superb service is the indispensable ingredient of
successful high-end brands. Follow four principles to deliver customer
satisfaction year after year.
luxury  rules_of_the_game  customer_centricity  Ritz-Carlton  Nordstrom  Lexus 
december 2009 by jerryking
Introduction: Customer Focus -
May 2007 | HBR | Customers are the real employer—the people
who fund our paychecks, the only guarantors of our jobs. Because the
customer’s power is very real, the dynamics of business drive everything
toward commoditization. As surely as springtime melts snowbanks,
markets erode profits. A company can respond to melting margins in one
of four ways. It can surrender, giving up differentiation and competing
on efficiency and cost. It can consolidate power by buying its rivals,
figuring that the biggest snowbanks survive longest. It can innovate,
leaving behind the commoditized old and making money from that which is
still fresh and profitable. Or it can differentiate not just its
offerings but its approach to customers as well: It can cleverly define
segments of customers and sell only to those for whom it can create
especially valuable offerings or work with individual customers to
combine its products and services into unique packages, often described
as “solutions.”
HBR  customer_focus  commoditization  customer_centricity  consolidation  innovation  differentiation  bespoke  personalization  customer_segmentation  value_propositions  solutions  solution-finders  packagers 
october 2009 by jerryking

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