I think it's in my mind, and it's driven me my entire life, and it is to offer customers tasteful clothes at good value, meaning it lets the world - or more of the world - afford to dress well.
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.
Engineers love to optimize problems. Now I optimize logistical problems. I ask: 'What's the goal? What are our constraints? What is the optimal, elegant way to get to that goal within those constraints?' I break it down in terms of a data funnel: 'Where in the funnel are we inefficient?' That analytical background really helps.
To optimize the whole, we must sub-optimize the parts
It's not a surprise to us that every large technology company is trying to build an offering like AWS' because it's such a good value proposition for customers.
The obligation of every ethical management is to make sure we optimize the long-term value of the company.
Don’t optimize for conversions, optimize for revenue.
When you build relationships with entrepreneurs, they're not trying to optimize on price.
This merger is a logical next step that creates substantial value for customers and stockholders of both AT&T and BellSouth. It will benefit customers through new services and expanded service capabilities.
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.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
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.
The mania started with insomnia and not eating and being driven, driven to find an apartment, driven to see everybody, driven to do New York, driven to never shut up.
There's a tremendous bias against taking risks. Everyone is trying to optimize their ass-covering.
The point is... you'd better figure out what your Customers - the Customers you want - value. Because that's what they'll buy. Anything else is a waste of their money, and they'll figure that out in a hurry.
Being frugal, conscious of making money, is not a negative thing. That sensibility of creating value and finding value and reinvesting in those customers is what separates great restaurants from the average ones.