A Quote by Subroto Bagchi
Unknown customer, unstated need - that is bleeding edge of innovation!
Related Quotes
When you're trying to come up with a good approach to reporting on the bleeding edge of where the conversation's moving, you're just leaving a lot of people who aren't on the bleeding edge of that conversation out.
I like to be on the edge, on the cutting edge, or be into the unknown, into the territory where I have to depend on being in the moment and depending on my instincts.
The present has its élan because it is always on the edge of the unknown and one misunderstands the past unless one remembers that this unknown was once part of its nature.
The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.
Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.
Rapid innovation is the cure for the ills we face, but because innovation is difficult and susceptible to failure, we might need to rethink the way we approach innovation and how we drive it through our companies.
Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.
Innovation comes from the producer - not from the customer.
It is the job of artists to open doors and invite in prophesies, the unknown, the unfamiliar; it’s where their work comes from, although its arrival signals the beginning of the long disciplined process of making it their own. Scientists too, as J. Robert Oppenheimer once remarked, ‘live always at the ‘edge of mystery’—the boundary of the unknown.’ But they transform the unknown into the known, haul it in like fishermen; artists get you out into that dark sea.
Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
Making changes to better appeal to customer is INNOVATION.
Innovation is the creation and delivery of new customer value in the marketplace.
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
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.
Our social mission as a manufacturer is only realized when products reach, are used by, and satisfy the customer . . . We need to take the customer's skin temperature daily.
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