You need to have sufficient resources against your priorities. Your eyes have to be open every day. — Michael J. Silverstein Copy Share Image
A lot of people believe you only need a vision. This is simply not correct. You need brilliant execution every day. It's… — Michael J. Silverstein Copy Share Image
Functional goods sold en masse earn a good return but breakthrough profits come from satisfying emotional needs. — Michael J. Silverstein Copy Share Image
Take an expansive view of the consumers needs and expand beyond your current boundaries. — Michael J. Silverstein Copy Share Image
People need to be inspired. They need to hear and believe a story. If you want them to be self-motivated, you need… — Michael J. Silverstein Copy Share Image
Time is a big enemy. Companies have a tendency to drift and to do what was successful yesterday. CEOs need to set… — Michael J. Silverstein Copy Share Image
The top 25 at every company really set the tone. Everyone watches them. They need to be present and focused. No slackers… — Michael J. Silverstein Copy Share Image
Don't ask your customers what they want. This rule is based on the view that they probably don't know. You have to… — Michael J. Silverstein Copy Share Image
Original research starts all inspiration. Get inside the head of the consumer. Understand their needs, hopes and dreams. Deliver to their expectation.… — Michael J. Silverstein Copy Share Image
Find out what schismogenesis means. Schismogenesis is anthropology. It says relationships between people are not stable. They are either moving up or… — Michael J. Silverstein Copy Share Image
Consumers cannot think in abstractions. They cannot envision a new concept. They cannot predict their behavior. They can only compare against their… — Michael J. Silverstein Copy Share Image
The starting point is to create a qualitative understanding of market drivers. You need to get into the head of the consumer… — Michael J. Silverstein Copy Share Image
Always welcome your customer's scorn. This rule says read the complaint letters. Categorize them. Decide how you are going to wipe them out. — Michael J. Silverstein Copy Share
Get out of the office. Roam the frontline. Be observant. Hold your people accountable for creating the new narrative, a new story, in which… — Michael J. Silverstein Copy Share
The most effective CEOs have a primary source for tracking their markets. They meet with their teams frequently enough to keep innovation flowing, to… — Michael J. Silverstein Copy Share
Take an expansive view of the consumers needs and expand beyond your current boundaries. — Michael J. Silverstein Copy Share
The starting point is to create a qualitative understanding of market drivers. You need to get into the head of the consumer and be… — Michael J. Silverstein Copy Share
Our most exciting discoveries come from studying anomalies. The once-in-1000 occurrence is worth getting detail on. — Michael J. Silverstein Copy Share
Better ramp up your virtual relationships. Companies think omni channel is the correct answer. This is not enough. The information explosion for consumers makes… — Michael J. Silverstein Copy Share
The top 25 at every company really set the tone. Everyone watches them. They need to be present and focused. No slackers at the… — Michael J. Silverstein Copy Share
Own one idea. Complete it. Map the current model of purchase and usage. Change how it is done so at least some part of… — Michael J. Silverstein Copy Share
Don't ask your customers what they want. This rule is based on the view that they probably don't know. You have to fully understand… — Michael J. Silverstein Copy Share
A curious mind armed with skill, experience, knowledge, and patterns can give birth to big brand revolution. — Michael J. Silverstein Copy Share
You need to have sufficient resources against your priorities. Your eyes have to be open every day. — Michael J. Silverstein Copy Share
Transform your employees into passionate disciples. Teach. Create apostles. Give people a calling, not a job. — Michael J. Silverstein Copy Share
Consumers cannot think in abstractions. They cannot envision a new concept. They cannot predict their behavior. They can only compare against their current frame… — Michael J. Silverstein Copy Share
For me, it's often about consumption behavior. I focus my energy on understanding the heavy user. They are "odd" but hold opportunity. I ask:… — Michael J. Silverstein Copy Share
