 |
If you can demonstrate that customers are dying to buy this product, then you ought to be able to sell it to management.
|
095 |
 |
If customers are dying to buy [your product] and management cannot see its way to funding it, then there is no hope.
|
095 |
 |
…a company that is unable to react to strong customer demand for a product is a company that has lost track of its customer, and there is not much to be done in such an environment because there is nothing that is harder to change than culture.
|
095 |
 |
We need to take the customer to a place where she did not expect to go. And we have to do that first.
|
100 |
 |
…when someone connects seemingly disconnected tasks for customers, those customers are not just pleased, they are surprised and delighted, and rightfully so.
|
102 |
 |
When we link tasks properly, we create workflow solutions that both improve our customers’ productivity and also make our relationships with those customers stickier.
|
109 |
 |
You cannot always observe your customers interacting with your product and then observe what they do next. The next best thing is to ask them.
|
113 |
 |
…it is a fair generalization to say that service industry businesses know their customers’ tasks and are competent at completing them.
|
119 |
 |
…at the end of the day, what matters is that the customer is not being served efficiently, and that means that the opportunity for innovation exists.
|
128 |
 |
Customer needs determine a business’s competencies, not its executives’ image of what the company is in business to do.
|
134 |
