A Quote by W. Edwards Deming
Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.
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If you think of the product as a service, then the separate parts make no sense - the point of a product is to offer great experiences to its owner, which means that it offers a service. And that experience, that service, comprises the totality of its parts: The whole is indeed made up of all of the parts. The real value of a product consists of far more than the product's components.
The most successful marketer becomes part of the lives of their followers. They follow back. They wish happy birthday. They handle problems their customers have with products or service. They grow their businesses and brands by involving themselves in their own communities.
The CNN international is a different service - it is even more leftist and anti-American than CNN is. That's their business, that's fine, but it can't be getting any revenue. There is no cable network that I know of anywhere in the world other than in America that pays them for their products.
I think there's a big difference between the impact of trade agreements on corporate America and the impact on Mr. and Mrs. America. Corporate America has adjusted to them by investing lots of capital offshore... What we're doing is we're exporting jobs and importing products instead of exporting products and keeping jobs.
Profits should be for a purpose. Profits should be productive. You should make money for producing benefits that make the world a better place. Making money is a good thing when it is made in service to humanity or the democracy.
Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?
The issue should not be, we're going to tax you more to give you the services you want. The issue is, this is the wealthiest country in the world, and we're going to use that wealth to service human needs and not to service a military industrial corporate surveillance state.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
Most companies, 97 percent or more, put all their focus on clever advertising and clever taglines to get people to buy average or mediocre products. You need to back off and offer a really good product or service.
A lot of people have said a lot of great things about Steve Jobs. And for good reason: he built the world's second-most valuable company, with billions in profits and products that have improved every aspect of our lives. But Steve didn't get there by being a soft, fluffy, Kumbaya-type leader.
So the question is, do corporate executives, provided they stay within the law, have responsibilities in their business activities other than to make as much money for their stockholders as possible? And my answer to that is, no they do not.
When you buy enough stocks to give you control of a target company, that's called mergers and acquisitions or corporate raiding. Hedge funds have been doing this, as well as corporate financial managers. With borrowed money you can take over or raid a foreign company too. So, you're having a monopolistic consolidation process that's pushed up the market, because in order to buy a company or arrange a merger, you have to offer more than the going stock-market price. You have to convince existing holders of a stock to sell out to you by paying them more than they'd otherwise get.
The products we design are going to be ridden in, sat upon, looked at, talked into, activated, operated, or in some way used by people individually or en masse. If the point of contact between the product and the people becomes a point of friction, then the industrial designer has failed. If, on the other hand, people are made safer, more comfortable, more eager to purchase, more efficient-or just plain happier-the industrial designer has succeeded.
To the economically illiterate, if some company makes a million dollars in profit, this means that their products cost a million dollars more than they would have without profits. It never occurs to such people that these products might cost several million dollars more without the incentives to be efficient created by the prospect of profits.
The locus of corporate innovations has been product development. But in times of rapid and unpredictable change, the creation of individual products becomes less important than the creation of a general organizational aptitude for innovation.
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