See on definesocial.babson.edu
Simply asking “what job is the customer trying to get done?” can be a powerful way to enable innovation, because it forces you to go beyond superficial demographic markers that correlatewith purchase and use to zero in on frustrations and desires that motivate purchase and use
My point of view: I always love variations on the CCCCC-theme of this blog
Customer are changing, buying power is shifting.
Social Networks replace ads and promotion
The economic turbulence of the past few years has created a talent paradox: amid stubbornly high unemployment, employers still face challenges filling technical and skilled jobs. Employers now need to adjust their talent management initiatives to focus on retaining employees with critical skills who are at a high risk of departure and the capable leaders who can advance their companies amidst continuing global economic turbulence.
n a fast-changing world, education is still in high demand online. Google looked at internal search query data, Compete clickstream data and commissioned a brand perceptions study with Ipsos OTX to understand the 2012 landscape and found:
80% of education search query paths end without a conversion.
1 in 4 education researchers never even look outside the web.
9 in 10 don’t know which school they want to attend at the onset of the journey.
2 out of every 3 researchers who use video do so to understand speciﬁc features of a school.
As long as businesses are set up to focus exclusively on maximizing financial income for the few, our economy will be locked into endless growth and widening inequality. But now people across the world are experimenting with new forms of ownership, which Kelly calls generative: aimed at creating the conditions for all of life to thrive for many generations to come. These designs may hold the key to the deep transformation our civilization needs.
To understand these emerging alternatives, Kelly reports from across the globe, visiting a community-owned wind facility in Massachusetts, a lobster cooperative in Maine, a multibillion-dollar employee-owned department-store chain in London, a foundation-owned pharmaceutical in Denmark, a farmer-owned dairy in Wisconsin, and other places where a hopeful new economy is being built. Along the way, she finds the five essential patterns of ownership design that make these models work.
Incentives are all the rage: employee bonus pay, app badges, student grades, and even lunch with President Obama. Despite their widespread use, most research finds that incentives are terrible at improving performance in the long-run on anything but mindless rote tasks, because the fixation on prizes clouds our creative thinking (video explanation below).
Second entry becuase kind of weekend thought!
A friend of mine in Dallas loves the local Chick-fil-A restaurant. The reason? An employee named Jose once asked my friend’s three-year-old to help with the mopping — and proceeded to give the boy a ride around the restaurant on the mop. For my friend, this was a “wow!” experience, the kind of out-of-the-ordinary event that you want to tell people about — and that inspires you to recommend the business that provided it.
As business leaders pick up the post-recession pieces, I’m increasingly asked how companies can restore trust with employees. My answer: only by instituting new talent management approaches that reflect the reality of today’s relationship between employees and the corporation.
Great service is always a differentiator, even more so when people are hurting. The service companies that thrived coming out of the Great Depression — think Macy’s and Disney — figured out how to take care of their customers in a climate of fear and uncertainty.