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…it is a fair generalization to say that service industry businesses know their customers’ tasks and are competent at completing them.
|
119 |
 |
…complex services do not exist in isolation. All service businesses sell an actual result, as opposed to something that can be consumed or used.
|
123 |
 |
Customer needs determine a business’s competencies, not its executives’ image of what the company is in business to do.
|
134 |
 |
This inward-looking posture prevents these businesses from see in the business the way their customers see it.
|
135 |
 |
Business at its best is play. It is about deep thinking, imaginative thinking, thinking of what no one else has thought of. The people and organizations who can do this are the ones who get rich.
|
200 |
 |
Successful businesses figure out how to join business goals with user goals. We call this value-centered design.
|
006 |
 |
…businesses typically assume they need a lot more information than is often necessary.
|
111 |
 |
In the long run a service business is fundamentally different from a product business.
|
091 |
 |
In practice, the days of writing business plans are gone. Few sophisticated investors will read one as the first step – everyone wants to hear your pitch, not read your plan.
|
159 |
 |
When flowers are blossoming, your task is to determine where and why they are blossoming and then adjust your business to reap your good fortune.
|
243 |
