A Quote by Martin Sorrell
You must not only focus on the consumer, but also on what it does to you internally - getting people aligned to the strategic mission of the company - what it does to the suppliers, governments, all your stakeholders.
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A real challenge that I've had with my company, Bayou With Love, is getting people to understand that using post-consumer materials does not mean that you are getting a "less than" product than one made with virgin materials. I use a lot of post-consumer plastic in Bayou's clothing. I use it in our bags, which are made from recycled plastics from the ocean.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
As the founder of your company, you must be in love with your brand and inspired by your brand's mission if you have any hope of getting press for your product.
Know what your customers want most and what your company does best. Focus on where those two meet.
I want to improve TSA's counterterrorism focus through intelligence and cutting edge technology, support the TSA workforce, and strengthen the agency's relationships with stakeholders and the traveling public. All of these priorities are interconnected and are vital to TSA's mission - and I would say, all of our collective mission.
The Congressional Budget Office is a reactionary socialist institution which does not believe in economic growth, does not believe in innovation, and does not believe in data that it has not internally generated.
The Proverbs 31 woman is a star not because of what she does but how she does it—with valor. So do your thing. If it’s refurbishing old furniture—do it with valor. If it’s keeping up with your two-year-old—do it with valor. If it’s fighting against human trafficking . . . leading a company . . . or getting other people to do your work for you—do it with valor. Take risks. Work hard. Make mistakes. Get up the next morning. And surround yourself with people who will cheer you on.
Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.
Most of the people don't know that one of the great qualities of caffeine is it allows you to absorb nutrients, and it does it quickly, and so when it does it quickly, you focus, and when you focus, you think you have energy.
Canon is basically a very aggressive company. Our company works on competitive principles. It does not treat people equally, but it does treat them fairly.
Whether you're a government entity, a large enterprise, or a startup, a true digital transformation takes advantage of technology to focus on the customer, automates work that does not need manual interference, and unleashes your people to truly make decisions that change the path of your company.
It's all about finding and hiring people smarter than you. Getting them to join your business. And giving them good work. Then getting out of their way. And trusting them. You have to get out of the way so YOU can focus on the bigger vision. That's important. And here's the main thing....you must make them see their work as a MISSION.
Contrary to popular stereotypes, seeking simplicity doesn't require that you become a monk, a subsistence forager, or a wild-eyed revolutionary. Nor does it mean that you must unconditionally avoid the role of consumer. Rather, simplicity merely requires a bit of personal sacrifice: an adjustment of your habits and routines within consumer society itself.
Stakeholders - meaning workers and community - the CEO could just as well be responsible to them. This presupposes there ought to be management but why does there have to be management? Why not have the stakeholders run the industry?
Excellence does not come easily or quickly-- an excellent education does not, a successful mission does not, a strong, loving marriage does not, rewarding personal relationships do not. It is simply a truism that nothing very valuable can come without significant sacrifice, effort, and patience on our part.
Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.
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