A Quote by Richard Hayne
For many years, we have repeated that the direct-to-consumer channel is growing and capturing a larger share of our customers' wallet.
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In the direct-to-consumer channel, we continue to look at the entire world as an extension opportunity for all of our brands.
Institutions are better served by going direct to end users, establishing a channel for direct dialogue and feedback. It is a world of many to one, not one to many.
Skunk works differed from advanced research groups in that they were more than just product development groups. They had direct interaction with customers and controlled a sales channel which allowed them to negotiate their own deals with customers.
The advantage of the consumer businesses is they tend to be much broader-based, much larger number of customers, that tend to over time be a lot more predictable. The advantage of the enterprise companies is they are not as subject to consumer trend, fad, behavior.
We have been investing in building a mobile-first selling capability by establishing the Consumer Channels Group to strengthen and align the device-selling motion and to expand our impact with OEM, retail channel partners and our operator channel, and by extending it with our opening of Microsoft Stores.
I tried to put direct to consumer through a wholesales channel - the industry was just not ready to adapt and change. The other issue I had was with Jimmy Choo.
Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control.
So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.
Napster is a consumer revolt. Napster is about my right to have this music and to share if I've paid for it. You know, so we start to see our decisions, our opportunities, our every choice is a consumer choice.
We marked a milestone for consumer empowerment when we began to publish consumer complaint narratives which allow people to share in their own words their experiences in the consumer financial marketplace.
Our alliance with AARP provides valuable insights into the critical 50- plus consumer segment. For more than two decades, The Home Depot has delivered home improvement know-how to customers of all ages. With the help of AARP, our newest workshops will address the specific interests of customers 50 and over.
When we started writing this kind of music in the beginning, I didn't think that many people would listen to it, but over the years our fan base just kept growing and growing. Now, it's like we do it for us and our fans.
Each consumer has the power of their wallet and their voice. They can exercise that.
I started many years ago using the Boss DS-1 and then graduated to the Satchurator and putting that right into that clean channel, and that sounds great. I've done many tours with that setup. Then we took the next two channels that were part of the JVM sound in channel 1 and made them a little more subtle.
Our panaceas cure but few ails, our general hospitals are private and exclusive. We must set up another Hygeia than is now worshiped. Do not the quacks even direct small doses for children, larger for adults, and larger still for oxen and horses? Let us remember that we are to prescribe for the globe itself.
First, we want to have a direct relationship with our customers wherever we can. On open platforms like PC and Android, it's possible for them to get the software direct from us. We can be in contact with them and not have a third-party distributor in between.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
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