Push the envelope on creating value for your customers in 2012.
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Posts By Jonathan Byrnes
Concerns about keeping up with a competitor’s tactics, or, conversely, enjoying the satisfaction of tactical gains can blind management to broader, more subtle opportunities.
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Why companies can meet sales targets but still lose money, and other questions executives want answers to.
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There are four essential steps in successfully managing your customers’ RFPs.
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Don’t be fooled by common thinking that can actually lead to a major drain on profitability.
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Accounting is good at providing financial information, but not at providing managing control information.
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A rep with a compelling value proposition will quickly attract C-level attention.
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If you don’t actively manage for profitability, you are sliding toward failure.
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These days, leading companies form different relationships with different customers, each with different characteristics and profitability.
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When was the last time you examined “the way you’ve always done things”?
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Good strategy will almost always beat a good product.
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The problem with traditional forecasting is that it is too aggregated and passive to be consistently accurate.
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Avoid large-scale change efforts by developing ongoing processes to adapt to change as it comes.
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In the absence of strategy, factions often focus on squabbling about who wins.
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Does your company give too much credit to crisis response, and not enough to preventative maintenance?
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How less accuracy may help you improve profitability faster.
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Many of the assumptions we make about how customers will react to customer service & other customer-facing activities are misleading and incorrect.
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A few very well-run companies have learned to management demand in a dynamic & responsive way.
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Paving the cowpaths is often an effective first step in sweeping, paradigmatic change.
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Is your objective to maximize average satisfaction? Or is your objective to maximize profitability and growth? These are not necessarily linked.
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