Strategy Driven

AUGUST 8, 2016

Your job is to make yourself a winner BEFORE the proposal happens by creating conditions or terms that preclude others from either bidding or winning. You need to convince your buyer that there’s a long term cost, not simply a short term price. Are they are buying your price only — taking the lowest bid?

Proposal 50

Proposal Price Short-term Customer Loyalty 50

Strategy Driven

JUNE 20, 2016

Motive is a short word. Short for motivation. When someone wants to know the price, or what the terms could be or even if they are objecting to it, it means that they are interested in it. An objection means you haven’t sold me yet. But a question indicates genuine buyer interest. Your job is to listen beyond the question.

Objective 50

Objective Short-term Customer Loyalty Price 50

Strategy Driven

JULY 6, 2015

Little did I know that 20 years later some of the people that I met then would be my best friends and longest term clients. How to hire, fire, train, and market business. A higher level membership that attracts more of the high-level business owners and managers. Shortly after joining the Chamber, I was a little discouraged.

Insurance 50

Insurance Committee Customer Loyalty Competitive Advantage 50

Strategy Driven

MARCH 11, 2013

And your attitude, combined with your personal pride, will determine your short-term and long-term fate. There are too many possible issues to deal with in this short piece, but I do want to acknowledge it’s not always work related. Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer. About the Author.

How To 50

How To Short-term Customer Loyalty Training 50

Strategy Driven

MAY 21, 2012

Paul, Managing your time is not the answer. This will leave you in control of your short-term destiny, and allow you to mark a clearer path toward the bigger deal. In fact, SOMEHOW, it seems that regardless of our marketing efforts, referrals, etc. Any tips on how to stay sane while waiting for big decisions?

Committee 56

Committee Advertising Customer Loyalty Simon 56

Harvard Business Review

MAY 31, 2018

A 2014 global survey of more than 600 C-suite executives and directors, conducted by the non-profit Focusing Capital for the Long Term (FCLT), reported that two-thirds of those surveyed said pressure for short-term results had increased over the previous five years. And short-term thinking since that survey has not abated.

CEO 9

CEO Short-term Long-term McKinsey 9

Harvard Business Review

SEPTEMBER 19, 2017

” Many managers can easily recite the business case for ethics: Who doesn’t want better risk management, deeper employee engagement, reduced regulatory costs, public trust, and a lure to purpose-driven Millennials? They are less subject to short-term operational pressures, and accordingly less risk-averse.

Ethics 15

Ethics Short-term Long-term Supply Chain 15

Harvard Business Review

MAY 29, 2012

telling a manager to maximize current profits, market share, future growth profits, and anything else one pleases will leave that manager with no way to make a reasoned decision. In effect it leaves the manager with no objective.". It is logically impossible to maximize in more than one dimension at the same time.

Short-term 17

Short-term Long-term Objective Customer Loyalty 17

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Manage costs — or add value? On the other hand, a highly differentiated offering is no longer a guarantee of long-term value creation.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

MARCH 7, 2014

With a technology focus, you might manage to launch a successful breakthrough, but your success will be short-lived because sustaining a technological advantage today is so difficult. Over time customers learn exactly what the brand stands for and come to trust that the brand will deliver it every time.

Brand 12

Brand Short-term Long-term Customer Loyalty 12

Harvard Business Review

JANUARY 24, 2012

On the sidewalk, an aspiring tan model flanks a manager-host, who wears a loud tie to go with the even louder voice he uses to solicit passersby. Type one represents what marketers call "push." Push marketing uses advertising (billboards, spam, direct mailings, banners, cold calls, and similar techniques) to hunt for the customer.

PR 16

PR Long-term Metrics Short-term 16

Strategy Driven

JANUARY 22, 2020

Use a variety of marketing techniques. Marketing plays a key role in business success. When done correctly, marketing campaigns have the power to advertise your products and services to a global audience, drive traffic to your site, and establish you as an authority in your industry. Focus on your employees.

Short-term 69

Short-term Customer Loyalty Advertising Long-term 69

Harvard Business Review

MARCH 18, 2013

Success begets not only further success but also harder-to-meet market expectations. 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.

Brand 11

Brand Customer Loyalty Hedge Wilde 11

Harvard Business Review

JANUARY 16, 2018

We then contacted these customers on Twitter, up to six months after they tweeted at the companies, and invited them to take a brief survey. For example, for customers who had tweeted at airlines, the conjoint asked them to imagine buying a ticket for a two-hour non-stop flight. Good Customer Service Matters on All Platforms.

Wireless 15

Wireless Airlines Brand Loyalty 15

Joseph Lalonde

MARCH 14, 2018

Even if it’s walking to the local market for lunch, or parking further away in a parking lot. Over the years, as I’ve tried to patiently persist and actively trust, I’ve found that God’s plan always unfolds for my long-term benefit, even if things get rough in the moment. John Jantsch of Duct Tape Marketing. Keep moving!

Succession 316

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

Harvard Business Review

SEPTEMBER 10, 2014

” Choices about whether and how to use money to remedy social problems should be left to individuals, he argued, who would be in better position to provide it if they were not being in effect taxed by corporate managers who thought they had better ideas for how to spend it.

Supply Chain 15

Supply Chain Bureaucracy Short-term Agility 15