A Quote by Jim Cantalupo
And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.
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Life is tons of discipline. Your first discipline is your vocabulary; then your grammar and your punctuation Then, in your exuberance and bounding energy you say you're going to add to that. Then you add rhyme and meter. And your delight is in that power.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
From the standpoint that you try to adjust your offense to your quarterback, you try to adjust your football team around your players. You do the best you can with the hand that you have, and you've got to add some parts along the way.
We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.
What business strategy is all about-what distinguishes it from all other kinds of business planning-is, in a word, competitive advantage. Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently as possible, a sustainable edge over its competitors.
I'm a spreadsheet guy. But you get to that moment of truth, and it has nothing to do with a spreadsheet. You've got to factor in what your competitors are doing, what the technology is doing, what your shareholders want, what your employees want, what your customers want, and you've got to make it happen sometimes.
Trying to do what your competitors are doing but basically a little bit better is probably not going to be the winning strategy. The problem is finding what your competitors wouldn't even consider doing.
Trying to do what your competitors are doing but basically a little bit better is probably not going to be the winning strategy. The problem is finding what your competitors wouldnt even consider doing.
The experience curve says that your costs should probably decline by 15% or 20% with every doubling in your experience making a product, approximately how many of them you turn out. It also says that if you have the biggest market share, meaning the most experience of anybody in your competitive set, you should have the lowest costs, and the resultant capability to underprice your competitors, maybe forever. The abiding lesson of the experience curve is that companies need to discipline themselves to keep reducing their costs, year in, year out, if they are to remain competitive.
Shareholder value is a result, not a strategy?.?.?.?Your main constituencies are your employees, your customers and your products.
Start by identifying the qualities or characteristics that make you distinctive from your competitors - or your colleagues. What have you done lately - this week - to make yourself stand out? What would your colleagues or your customers say is your greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?
Know what your customers want most and what your company does best. Focus on where those two meet.
Growing your own business is great. Watching your ideas come to life, taking care of new customers and watching them become repeat customers, and successfully building your team is a feeling that can't be matched.
I really enjoy visiting stores and shopping. I don't mind the staff and other customers at the stores recognising me either; it's a great feeling when people tell you they love your work.
Listen to your customers, not your competitors.
If you are seizing on a new business opportunity, deliberately move your customers' expectations up a few notches and consistently over-deliver on your promises - you will leave your competitors struggling to catch up.
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