Mr. Dave Kearney, CEO of Boomerang, knew that their customer feedback system needed modifications when the big wakeup call came: in the span of a few months, the business lost several key customers due to dissatisfaction. Here’s how Boomerang closed and automated the feedback loop, increasing customer loyalty.
Trying new things in business is a must. But not all new ventures succeed, so the process involves some inevitable waste of resources and time. Don’t let that discourage you: the amount of waste can be managed.
Giving creates a special bond. Start relationships with others by giving them something of value first. Quality people will give back, creating a cycle of generosity.
Rand Morimoto, CEO of Convergent Computing, shows us how getting involved in non-profits and charities opens doors and is good for business. But there are wrong ways and right ways to get involved in charity work.
What are the key issues when marrying a product with a service to create a process offering? Ryan McGredy, CEO of Media Net Link, learned more about his clients’ businesses, then modified his own company’s offerings accordingly to create more value for everyone.
Being great at something last year doesn’t count for much next year. But you don’t have to reinvent the wheel: you can build the future on your core competency. Todd Mozer and his team at Sensory, Inc. show us how.
Your business can use speed and agility to leverage a competitive advantage. Here’s how Lou Parrague of Capture Technologies used just these tactics to lock up a deal.
The Vita Companies, guided by President Karl Hansen, started their business in 1979 in the usual fashion: marketing, selling, cranking out the work, and starving all the while. Then they set sail on a new tack, contrary to all established business “wisdom”, and steered toward double-digit growth.
In sales there’s the temptation to list all your product’s features for the prospect all at once. But most people are confused by complexity and resist adopting new products. Patricia Rougeau, President and CEO of Informatics, found the best approach is first to find out what they need.
A leading source of CEO insomnia: the performance gap. Best practices should include nourishing and widening this gap, a key component often ignored by top teams.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).