Reacting well to competition requires critical analysis of your own product and its shortcomings, and a complete, open-minded understanding of why people might choose your competitors.
They’re not fanboys. They’re not brainwashed by “marketing”. Your competitors’ customers aren’t passing on your product because they’re stupid or irrational.
They’re choosing your competitors for good reasons, and denying the existence of such good reasons will only ensure that your product never overcomes them.
One of the reasons Apple has been able to quickly dominate so many markets is that their competitors have largely reacted defensively.
Tag Archives: business
Why User Experience Is Critical To Customer Relationships
Rather than examine the role new technologies and platforms can play in improving customer relationships and experiences, many businesses invest in “attendance” strategies where a brand is present in both trendy and established channels, but not defining meaningful experiences or outcomes. Simply stated, businesses are underestimating the significance of customer experiences.
Fast Company: Why User Experience Is Critical To Customer Relationships
How To Deliver Exceptional Client Service
When the client hired you, they expected that you would design and develop a great website. They also expected it would be done according to the timeline and budget set during the planning stages of the project. As successful as this project may have been for both you and the client, in the end, you did exactly what you were hired to do. You did your job.
Smashing Magazine: How To Deliver Exceptional Client Service
How to innovate like a startup: use these tools
Here are some paragraphs the enduring constructs / frameworks / brain tools that I keep referencing from the worlds of business, design and tech. Each one is that awesome combination of simple and easy to understand, hugely deep and investigable if that’s your thing, and massively extensible and flexible. Figuring out how and when to mix them together is the key to creating enduring products, services and businesses. When mixed together right, these tools help teams innovate quicker, better and cheaper.
Sidekick Studios: How to innovate like a startup: use these tools
Pepsi’s Digital Fitness Bootcamp Keeps Employees Up To Date With New Technologies
PepsiCo has created the bootcamp to train everyone from executives to the finance and legal teams, PR and sales officers, in aspects of digital marketing. The program includes online classes and experiential sessions demonstrating how consumers and competitors use new technology.
PSFK: Pepsi’s Digital Fitness Bootcamp Keeps Employees Up To Date With New Technologies
6 Disciplines for Reaching Customer Experience Maturity
How can organizations excel at customer experience and advance to higher levels of maturity? And how can they sustain those advances once they’ve made them? The basis for organizational maturity in any field stems from adopting and consistently performing a set of sound, repeatable practices that lead to excellence. In the world of customer experience, maturity is about the extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a disciplined way.
UX Magazine: 6 Disciplines for Reaching Customer Experience Maturity
How To Build A Better Web Application For Your Business
Are you fed up with hearing about yet another Silicon Valley Web application built with fairy dust and funded by magic pixies? If so, this post is for you. Most of us will never get to work on a Web application that is funded by venture capital and for which the business aims are a secondary consideration. For us, developing a Web application is about meeting a particular business need as part of our job working with some large organization.
Smashing Magazine: How To Build A Better Web Application For Your Business
The seven deadly sins CEOs won’t admit
Every week for the past year and a half, the Financial Times has asked business leaders 20 questions including: “What are your three worst features?”
By studying the replies, I’ve amassed a treasure trove of data that overwhelmingly supports a long-held pet theory of mine.
The three worst traits of chief executives are a lack of self-knowledge, a lack of self-knowledge and a quite extraordinary willingness to give themselves the benefit of the doubt.