Quotes About Customers

innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

Identifying disruptive footholds means connecting with specific jobs that people—your future customers—are trying to get done in their lives.

In a small, independent organization, these small wins will generate energy and enthusiasm. In the mainstream, they would generate skepticism about whether we should even be in the business. I want my organization's customers to answer the question of whether we should be in the business. I don't want to spend my precious managerial energy constantly defending our existence to efficiency analysts in the mainstream.

while keeping close to our customers is an important management paradigm for handling sustaining innovations, it may provide misleading data for handling disruptive ones.

Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward: Listening to customers Investing aggressively in technologies that give those customers what they say they want Seeking higher margins Targeting larger markets rather than smaller ones

In sustaining circumstances—when the race entails making better products that can be sold for more money to attractive customers—we found that incumbents almost always prevail. In disruptive circumstances—when the challenge is to commercialize a simpler, more convenient product that sells for less money and appeals to a new or unattractive customer set—the entrants are likely to beat the incumbents.

Using flawed segmentation schemes, they often introduce products that customers don't want, because they aim at a target that is irrelevant to what customers are trying to get done.

Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use.

You can only shape the experiences that are important to your customers when you understand who you are really competing with.

Since much of American taxes prior to 1763 went to support the local clergy, one humorist suggested the opportunity to vote on that. If the minister was turned out, he could open a tavern and preach to his customers if he served them liquor.

The owner of the plant store dipped her fingers into the soil of a pot earmarked for a city plant, one hearty in the way the shop's customers were hearty, for wasn't every citizen on the Grand Island a sort of sturdy indoor variety that didn't need much sunlight.

Sandra knew how to handle herself, whether dealing with the kitchen staff or the impetuous attentions of customers. Dancing at the Apollo was a tutorial in the male animal, after all.

It is conventionally believed that companies can either create greater value to customers at a higher cost or create reasonable value at a lower cost. Here strategy is seen as making a choice between differentiation and low cost.21 In contrast, those that seek to create blue oceans pursue differentiation and low cost simultaneously.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

the strategic price you set for your offering must not only attract buyers in large numbers but also help you to retain them.

What are the alternative industries to your industry? Why do customers trade across them? By focusing on the key factors that lead buyers to trade across alternative industries and eliminating or reducing everything else, you can create a blue ocean of new market space.

At the same time, by eliminating many of the most costly elements of the circus, it dramatically reduced its cost structure, achieving both differentiation and low cost. Cirque strategically priced its tickets against those of the theater, lifting the price point of the circus industry by several multiples while still pricing its productions to capture the mass of adult customers, who were used to theater prices.

No wonder market research rarely reveals new insights into what attracts customers. Industries have trained customers on what to expect. When surveyed, they echo back: more of the same for less.

To reach beyond existing demand, think noncustomers before customers; commonalities before differences; and desegmentation before pursuing finer segmentation.

os próprios clientes não são capazes de imaginar como criar novos espaços de mercado inexplorado.

buyers from all markets had a basic set of needs and expected similar services. If you met those common needs, customers would happily forgo everything else.

Under these conditions you can't win simply by making your current strategy more disciplined. Pulling back to focus on your best customers or delivering higher quality or a lower price will buy you only a little time, if any. More rigorous strategic focus just blinds you to the next wave of disruption coming at you from the top, bottom, and sides.

She informed me that in the future, I was not to throw out Starbucks customers just for being heartless bitches.

She informed me that in the future, I was not to throw out Starbucks customers for being heartless bitches.' - The Patron Saint of Pigs (Let it Snow, 3) by Lauren Myracle