Tiefpreis
CHF21.50
Auslieferung erfolgt in der Regel innert 5 bis 6 Wochen.
Kein Rückgaberecht!
Zusatztext Fred Crawford and Ryan Mathews are exceptional strategic thinkers who have given anyone concerned about customers a practical! innovative! and unique approach to competitive differentiation.Frederick W. Smith! Chairman! President! and CEO! Federal Express At Procter & Gamble! we believe the consumer is boss. The Consumer Relevancy model described in The Myth of Excellence is the best tool I've seen for incorporating consumer wants and needs into your business.A. G. Lafley! President and CEO! The Procter & Gamble Company "Tired of business drivel? If you are ready to step beyond platitudinous mission statements and strategies cooked up in distant boardrooms that have no connection to the trenches where business battles are actually being fought! this is the book for you. It is grounded! readable! and honest -- just like your business should be." -- Paco Underhill! author of Why We Buy: The Science of Shopping " The Myth of Excellence stands apart from the deluge of business books on the market with its candor and readability. For the brand-marketing executive! the book provides some especially revealing insights into underlying consumer values. Even more refreshing is the authors' approach to imparting business lessons through real research and first-hand case studies." -- C. Manly Molpus! president and chief executive officer! The Grocery Manufacturers of America "Everyone in business thinks they really know their customers and what they want. But! in The Myth of Excellence ! Fred Crawford and Ryan Mathews have given me new and useful insights into the startling changes taking place before our very eyes. When they tell us! for example! that 'human values are the contemporary currency of commerce!' they are not just offering another new business platitude but rather a new lens through which to view the consumer -- a lens very few people understand. The Myth of Excellence is both a big idea and a blueprint for action. A true must-read." -- Michael Burandt! president! North American Consumer Products! Georgia-Pacific Corporation "Today's customers are leading a revolution against business as usual: They are demanding that companies recognize them as individuals and conduct business on their terms. In The Myth of Excellence ! Crawford and Mathews provide proven strategies for meeting the demands of today's empowered customers! who are crying out to be treated with respect! dignity! and courtesy." -- Thomas M. Siebel! chairman and chief executive officer! Siebel Systems! Inc. Informationen zum Autor FRED CRAWFORD is executive vice president and global sector leader of Cap Gemini Ernst & Young's consumer products, retail, and distribution consulting practice. From his base in New York City he travels the globe working with senior executives on how to reach today's elusive consumer. RYAN MATHEWS is a principal at FirstMatter LLC, a leading futurist firm that works with companies such as Procter & Gamble, Unilever, Grey Advertising, General Motors, Georgia-Pacific, and Coca-Cola to anticipate the trends shaping corporate America, global business, and e-commerce. Klappentext Ex•cel•lence (n.) 1. The clearly false and destructive theory that a company ought to be great at everything it does. 2. A mistaken goal in which the predictable outcome is that the company ends up world-class at nothingnot well-differentiated and therefore not thought of by consumers at the moment of need. Based on exhaustive research, The Myth of Excellence provides conclusive evidence of the futility of trying to be excellent in all aspects of a commercial transactionprice, product, access, experience, and service. Instead, the strategy for your products and services should be to dominate on one element, differentiate on a second, and be at industry par (i.e., average) on the rest. Yes, it is okay t...
Autorentext
FRED CRAWFORD is executive vice president and global sector leader of Cap Gemini Ernst & Young's consumer products, retail, and distribution consulting practice. From his base in New York City he travels the globe working with senior executives on how to reach today's elusive consumer.
RYAN MATHEWS is a principal at FirstMatter LLC, a leading futurist firm that works with companies such as Procter & Gamble, Unilever, Grey Advertising, General Motors, Georgia-Pacific, and Coca-Cola to anticipate the trends shaping corporate America, global business, and e-commerce.
Klappentext
Ex•cel•lence (n.) 1. The clearly false and destructive theory that a company ought to be great at everything it does. 2. A mistaken goal in which the predictable outcome is that the company ends up world-class at nothing—not well-differentiated and therefore not thought of by consumers at the moment of need.
Based on exhaustive research, The Myth of Excellence provides conclusive evidence of the futility of trying to be excellent in all aspects of a commercial transaction—price, product, access, experience, and service. Instead, the strategy for your products and services should be to dominate on one element, differentiate on a second, and be at industry par (i.e., average) on the rest. Yes, it is okay to be average as long as your customers know specifically where and how you are superior and world-class.
Leseprobe
Field Notes from the Commercial Wilderness
This book is really the diary of a journey -- field notes from an expedition into the commercial wilderness, if you will. Our trek began with a survey, fairly modest in conception although broad in scope. After all, we thought we knew how consumers felt. Understanding consumer dynamics, analyzing marketplaces and market spaces, anticipating the impact of technological change on businesses and consumers, and looking into the future are all significant elements of our day-to-day business and personal lives. In retrospect, it is incredible how naive we really were -- naive, but not unlike a lot of other businesspeople. Since we knew what we were looking for, we wanted the data to provide verification of our brilliant insights. Like a company polling its customers and rationalizing any negative comments, we expected the survey results to support our entrenched assumptions.
We assumed, for example, that consumers wanted the absolute lowest prices, the very best products, and lots of value-added services. We also expected them to tell us that they wanted shopping to be fun and entertaining. We were in for a shock.
Our real journey started when the data came back. We were sitting in the conference room of a restored Victorian home in Westport, Connecticut, marveling at how it was possible for 5,000 Americans to be so wrong. Our initial research included more than 4,000 consumer telephone surveys and 1,000 additional Internet polls, covering a wide range of questions about various facets of the consumer/business relationship and the "average" shopping experience, followed up by hundreds of additional one-on-one conversations with consumers.
We had asked consumers some basic questions about relatively simple business transactions, or so we thought, and they'd blown it. They didn't get it. What had gotten into them? Slowly, the grim truth began to dawn on us: They weren't wrong. We were.
The survey results told us that consumers are looking for values, not just value. They wanted recognition as individual human beings, not just a 30 percent discount. While we had started asking questions about retail, we quickly began to see retail as a metaphor for something much broader. Life apparently wasn't too satisfying, and our initial respondents expected somebody or something -- apparently business -- to set things right.
We began to totally reevaluate our work. The survey tool we had developed was an excellent diagnostic, applicable to any business. But what did the results mean? We had thought about the notion of business simp…