LDRLB

APRIL 13, 2020

We know that they have greater profitability, not just because they’re performing better but because customers respond to purpose-driven organizations. We know purpose-driven companies have a lower cost of customer acquisition, longer tenure of customer loyalty, and higher net promoter scores. Is it for the industry?

Mission Statement 120

Mission Statement Motivation Long-term Customer Loyalty 120

LDRLB

APRIL 13, 2020

We know that they have greater profitability, not just because they’re performing better but because customers respond to purpose-driven organizations. We know purpose-driven companies have a lower cost of customer acquisition, longer tenure of customer loyalty, and higher net promoter scores. Is it for the industry?

Mission Statement 78

Mission Statement Motivation Long-term Customer Loyalty 78

Chart Your Course

AUGUST 14, 2012

The Zappos vision statement is, “Delivering happiness to our customers, vendors and employees.” Happiness has created unparalleled customer loyalty to the extent 80% of their customers return to purchase again. 2) Deploy a leadership strategy. Creating “happiness” is not just an altruistic thing to do.

Newsletter 165

Newsletter Insurance Class Workshop 165

Eric Jacobson

SEPTEMBER 3, 2018

My two favorite learnings from Stephen Denning ’s book, The Age of Agile: How Smart Companies Are Transforming theWay Work Gets Done , are the following: First, where Denning explains the 10 elements of an organization/company that is passionate about, and driven by, the goal of delighting customers.

Agility 50

Agility How To Short-term Goal 50

Strategy Driven

NOVEMBER 13, 2013

Dig hard into your operation to see what’s wrong. So the absence of conflict should not be your goal. Make innovation the number one goal in the company (read: big incentives for achieving innovation goals). And just don’t make it a goal-make it an absolute requirement. You couldn’t be more wrong.

Price 92

Price Innovation Incentives Learning-by-Doing 92

Harvard Business Review

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

SEPTEMBER 19, 2017

For every “shared value” example of an energy-saving initiative that reduces operational costs, or of a social investment that enhances customer loyalty, one can find a less comfortable result. Human beings are goal-oriented, competitive, and highly social, with limited memories and attention spans.

Ethics 13

Ethics Short-term Long-term Supply Chain 13

Joseph Lalonde

MARCH 14, 2018

I asked each of these leaders a single question about healthy leadership: What healthy habits do you attribute to your success as a leader? Discover a healthy leadership habit of @MichaelHyatt at Click To Tweet. Check out these healthy habits of #leadership experts @MichaelHyatt, @MarkTimm, and @48DaysTeam Click To Tweet.

Succession 316

Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

SEPTEMBER 22, 2011

More and more companies are tying incentive pay to customer metrics. TIAA-CREF, the big financial services company, includes customer loyalty score improvement in senior executive compensation. In most larger companies, you'll need to generate roughly 200+ responses per operating unit per period. Organized learning.

Incentives 10

Incentives Sample Customer Loyalty Metrics 10

Harvard Business Review

FEBRUARY 15, 2012

After conversations with a range of executives within her operating group, Lynn devised a plan to create customer-focused teams designed to meet the needs of a handful of key retail buyers. However, senior-level decision makers want to make sure that you have the leadership "gear" to introduce change when circumstances call for it.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

AUGUST 15, 2016

The linked system allowed for more insight into customers, and managers could use the information to coach employees, to assess whether they had the right tools and resources, and to identify people with innovative ideas and leadership potential. Act on the most important feedback, and communicate what you’re doing and why.

Survey 8

Survey Retail System Automotive 8

Harvard Business Review

DECEMBER 17, 2014

To get everyone to agree on a realistic goal, we suggest picking a year far enough in the future that people feel safe discussing what needs to happen by that time but not so far away that uncertainty about technological or market developments would render a discussion meaningless. Setting the growth target. But this is not cause for alarm.

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

MARCH 31, 2016

Leadership commitment and support. Boosting engagement in wellness can only be achieved when workers own the program, understand how they and the company benefit, and are given a meaningful voice in its ongoing operation. So what does? There are a few simple ways to start doing this.

Planning 8

Planning Incentives ROI Long-term 8

Strategy Driven

OCTOBER 5, 2012

Civic service is the ultimate way to steer heir apparents toward the leadership track. No entity can operate without affecting or being affected by its communities. Potlache is a higher level of understanding of the business that breeds loyalty and longer-term support. Community Relations. When they are leaving an area.

Loyalty 60

Loyalty Bottom-up Strategic Planning Bond 60

Harvard Business Review

SEPTEMBER 10, 2014

As more firms became multinationals, fewer showed loyalty to particular communities or any hesitation to migrate their operations to wherever costs were lowest. Employees were viewed more as fungible inputs to operations, and customers viewed more as targets within more and less lucrative segments.

Supply Chain 11

Supply Chain Bureaucracy Short-term Agility 11

Harvard Business Review

AUGUST 16, 2016

GE vice chairman Beth Comstock spoke to the issues of speed and continual customer input in a 2014 interview, when she said, “We work in these very complex, deep industrial technologies. You want to get as close to perfection in some of these technologies as possible, but the goal also has to be progress, not just perfection.

Company 8

Company Airlines Ries Survey 8