“every job people need or want to do has a social, a functional, and an emotional dimension. If marketers understand each of… — Harvard Business School Press Copy Share Image
“The profit lure of mass production obviously has a place in the plans and strategy of business management, but it must always… — Harvard Business School Press Copy Share Image
“The measurement system cost more than $4 million per year, but the company made such significant progress in building customer loyalty that… — Harvard Business School Press Copy Share Image
“a deep investigation of the decision journey often reveals the need for a plan that will make the customer’s experience coherent—and” — Harvard Business School Press Copy Share Image
“In short, a customer feedback program should be viewed not as “market research” but as an operating management tool.” — Harvard Business School Press Copy Share Image
“The key distinction between a traditional and a customer-cultivating company is that one is organized to push products and brands whereas the… — Harvard Business School Press Copy Share Image
“THIRTY THOUSAND NEW CONSUMER products are launched each year. But over 90% of them fail—and that’s after marketing professionals have spent massive… — Harvard Business School Press Copy Share Image
“Job-defined markets are generally much larger than product category-defined markets. Marketers who are stuck in the mental trap that equates market size… — Harvard Business School Press Copy Share Image
“They determine that effective marketing calls for people skilled in segmentation, targeting, and positioning. Once companies hire marketers with those skills, Marketing… — Harvard Business School Press Copy Share Image
“Tesco uses its data-collecting loyalty card (the Clubcard) to track which stores customers visit, what they buy, and how they pay. This… — Harvard Business School Press Copy Share Image
“Thirty thousand new consumer products hit store shelves each year. Ninety percent of them fail. Why? We’re using misguided market-segmentation practices. For… — Harvard Business School Press Copy Share Image
“Is that not what consumer research is for—to find out before the fact what is going to happen? The answer is that… — Harvard Business School Press Copy Share Image
“Ultimately, the CCO is accountable for increasing the profitability of the firm’s customers, as measured by metrics such as customer lifetime value… — Harvard Business School Press Copy Share Image
“Compare net-promoter scores from specific regions, branches, service or sales reps, and customer segments. This often reveals root causes of differences as… — Harvard Business School Press Copy Share Image
“Executives are doers; they execute. Knowledge is useless to executives until it has been translated into deeds. But before springing into action, the executive… — Harvard Business School Press Copy Share Image
“The use of “war games” is a powerful antidote to the lack of thinking about competitors’ reactions to proposed moves. 11.” — Harvard Business School Press Copy Share Image
“If thinking is an intellectual response to a problem, then the absence of a problem leads to the absence of thinking.” — Harvard Business School Press Copy Share Image
“Business-unit managers should remain involved in corporate-level strategy planning that affects their units. But a focus on issues rather than business units better aligns… — Harvard Business School Press Copy Share Image
“More than anything else, this disconnect—between the way planning works and the way decision making happens—explains the frustration, if not outright antipathy, most executives… — Harvard Business School Press Copy Share Image
“Uhlaner put in place a Growth and Performance Planning Process that starts with agreement by Ballmer’s leadership team on a set of strategic themes—major… — Harvard Business School Press Copy Share Image
“Stockdale Paradox This finding is named after Admiral James Stockdale, winner of the Medal of Honor, who survived seven years in a Vietcong POW… — Harvard Business School Press Copy Share Image
“Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means… — Harvard Business School Press Copy Share Image
“Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about… — Harvard Business School Press Copy Share Image
“Is that not what consumer research is for—to find out before the fact what is going to happen? The answer is that Detroit never… — Harvard Business School Press Copy Share Image
“By embracing decision-focused planning, companies will almost certainly find that the quantity and quality of their decisions will improve.” — Harvard Business School Press Copy Share Image
“they’ve also changed the nature of top management’s discussions about strategy—from “review and approve” to “debate and decide,” — Harvard Business School Press Copy Share Image
