A Quote by Brian Solis

Businesses are interacting with consumers to socialize rather than learn about customer expectations to in turn, deliver tangible value, improve product experiences, and invest in long-term relationships.
I don't have a lot of time for managing [my businesses], so I put a lot of trust in people I hire to manage my businesses. I can't necessarily attend to [the businesses] while I'm in season. We swap ideas on how we can improve and deliver a better product.
You have to have honesty to the product. You have to meet consumer expectations. You give them value for their money and give them a product that they need. I don't see anything wrong with all these things. And I don't think it's a bad thing to meet consumers' expectations.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
The most common way customer financing is done is you sell the customer on the product before you've built it or before you've finished it. The customer puts up the money to build the product or finish the product and becomes your first customer. Usually the customer simply wants the product and nothing more.
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.
What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.
Quality that significantly exceeds the customer's expectations doesn't seem to pay off. This 'delight the customer' stuff isn't rewarding. One has to be careful about delighting customers too often, because it sort of reshapes customer expectations.
Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.
Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?
If you understand cause and effect, it brings about a set of insights that leads you to a very different place. The knowledge will persuade you that the market isn't organized by customer category or by product category. If you understand the job that consumers need to complete, you can articulate all of the experiences in that job.
I discovered a long time ago that if I focus on doing the right thing for the long term to improve the lives of consumers and customers all over the world, the business results will come.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
As we get older it is our short term memory that fades rather than our long term memory. Perhaps we have evolved like this so that we are able to tell the younger generation about the stories and experiences that have formed us which may be important to subsequent generations if they are to thrive.I worry though, about what might happen to our minds if most of the stories we hear are about greed, war, and atrocity
Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
Our focus is not on exit. In fact if you talk to any of my entrepreneurs, I'm generally saying, 'Don't sell the company,' when other investors want to sell. I'd much rather focus on building long-term value in building companies rather than worrying about exits.
It is critical that kids start to learn the value of money, short-term and long-term saving and budgeting at an early age.
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