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.

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.

Mission Statement 78

Mission Statement Motivation Long-term Customer Loyalty 78

Harvard Business Review

APRIL 2, 2015

If a seller doesn’t have an advocate in the organization to help drive the consensus, a so-called “mobilizer” who is personally motivated to champion the deal, the sale can stall (see “ Making the Consensus Sale ” Harvard Business Review , March 2015). Sales Sales & Marketing Customers'

B2B 8

B2B Consensus B2C Customer Loyalty 8

Harvard Business Review

MARCH 18, 2013

In terms of sales volume, product line diversity, operating system flexibility, R&D spending, and even customer loyalty , Samsung has emerged as a fierce competitor that has bested former industry champions like Nokia and Apple. Samsung is now the undisputed leading vendor of mobile handsets and smartphones.

Brand 8

Brand Customer Loyalty Hedge Wilde 8

Harvard Business Review

JANUARY 19, 2011

It's not easy, but it can drive real innovation and new thinking, as well as build customer loyalty that maintains or grows market share. (I Three key aspects of Ford's sustainability strategy strike me as critical, and show the company's real leadership: It's based on hard science.

Strategy 15

Strategy PPM Long-term Short-term 15

Harvard Business Review

OCTOBER 4, 2011

Usually when people talk of DNA they're raising questions of corporate culture: Does the company rely on consensus among managers or are strategies and tactics directed from the top? One company might be patient enough to allow a new strategy to evolve while another panics when returns don't start coming quickly or positively enough.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13

Harvard Business Review

DECEMBER 17, 2014

The biggest obstacle here isn’t calculating an accurate number; it’s reaching a consensus of what the ballpark figure should be. To assess such risks to your business, consider the following six questions: Is customer loyalty decreasing?

Innovation 9

Innovation Company Venture Capitalist Business Model 9