If it's compelling and engaging enough, customers will consider paying for it. If we don't deliver something that has value, we won't expect value in return.
It's not enough to create value, you have to interpret the value for your prospects and customers so that they can feel the value emotionally and empirically.
I don't look at business as a zero-sum game. I don't. I've never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
The secret of being a writer: not to expect others to value what you've done as you value it. Not to expect anyone else to perceive in it the emotions you have invested in it. Once this is understood, all will be well.
What you find is, you have to deliver a product that has value to the customer. When you do, and I think the wind community is getting much closer to that, customers will want it.
Take control of who you report to, what you do, what you create. Or start a business on the side. Deliver some value, any value, to anybody, to somebody, and watch that value compound into a career.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
If you provide enough value, then you earn the right to promote your company in order to recruit new customers. The key is to always provide value.
I don't think paper will go away. I do believe that the value of paper will change, and Xerox is working on changing that value. Consider a color page. Actual life is in color, but you keep reproducing it in black and white. You remove value. It's a bad thing to do.
I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.
All intelligent investing is value investing - acquiring more that you are paying for. You must value the business in order to value the stock.
When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.
Don't get stampeded by what people around you value. The task is to figure out what YOU value - and value highly enough to throw yourself into with unqualified passion.
Always deliver more in 'perceived value' than you take in cash value.
I know I'm not much on face value, but when it comes to stage value, I'll deliver for you.
What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.
We are very pleased with Vodafone's decision to adopt Windows Mobile as a preferred software platform for its mobile business. Together, we will deliver services which we expect will help Vodafone achieve cost-efficiencies while delivering new propositions to its customers, thus making Windows Mobile an even more compelling platform.