If your company belives in success, you should be committed your team to success. The success of the team, the individual, the business, the family, and the community. We believe in a step toward to success for one is the first step to success for all that we called " One for all, All for one .
Vincent Lombardi -The quality of a person's life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.
Walt Disney - When you believe in a thing, believe in it all the way, implicitly and unquestionably.
Janis Joplin - Don't compromise yourself. You are all you've got.
Margaret Thatcher - You may have to fight a battle more than once to win it.
Vincent Van Gogh - If you hear a voice within you say 'you cannot paint,' then by all means paint and that voice will be silenced.
Booker T. Washington - Excellence is to do a common thing in an uncommon way.
Indira Gandhi - You cannot shake hands with a clenched fist.
Kahlil Gibran - Friendship is always a sweet responsibility, never an opportunity.
Alexander Hamilton - A promise must never be broken.
John Updike -Any activity becomes creative when the doer cares about doing it right, or doing it better.
Adapt from: A Dean Perrin Company http://www.newthinkstrategies.com/
2008-08-24
2008-08-21
Singapore Airlines' Winning Strategy
Singapore Airlines' Winning Strategy
Posted by Scott Berinato on August 19, 2008 11:43 AM
From :Harvard business publishing
http://conversationstarter.hbsp.com/2008/08/singapore_airlines_winning_str.html?cm_mmc=npv-_-LISTSERV-_-AUG_2008-_-STRATEGY
The airlines' annus horribilis is well documented, but not all airlines are teetering on the precipice of bankruptcy.
In this week's Harvard Business IdeaCast, Harvard Business School Professor Rohit Deshpande discusses one airline that's not just surviving the but thriving: Singapore Airlines.
Why is Singapore offering complimentary espresso on flights when others are charging for luggage and taking away in-flight movies? How has the company avoided the doom and gloom that so many other carriers face?
By staying out of what Deshpande says is a loser's game of competing for customers on price, of treating them like commodities.
Singapore Airlines is a throwback, by design, to the days when flying was glamorous and customer service was king. "They've created a luxury travel experience and retained the glamour of long-distance travel. It's almost retro," says Deshpande, who authored and teaches a Harvard Business School case on the airline.
Of course customers have to pay more for this experience, but Deshpande says most don't mind. Flying has become so stressful, they're willing to pay a little more for a better experience.
My first reaction to Deshpande's analysis was, "What about coach?" I wondered if the focus on first- and business class was anti-democratic. If Singapore Airlines was bringing back the glory days of aviation, was it also bringing back the exclusive nature of '50s air travel, when only large businesses and the upper classes could afford the experience. In turn, wouldn't this affect global business and commerce if it became difficult for entrepreneurs, small business owners and others to afford to fly?
But Deshpande says that Singapore brings its customer service focus to all cabins, even if it's making its money off of the front of the plane. "They give more frills to economy than any airline," he says. "They were the first in-seat TVs and offered more channels than any airline. They have, even in economy, more flight attendants per passenger."
Singapore also goes against conventional wisdom by using the downturn as a time to make capital investments, not shun them.
The net result is an airline that's built customer loyalty and a solid business. Listen to the IdeaCast for more from Professor Deshpande on Singapore Airlines' winning strategy.
Posted by Scott Berinato on August 19, 2008 11:43 AM
From :Harvard business publishing
http://conversationstarter.hbsp.com/2008/08/singapore_airlines_winning_str.html?cm_mmc=npv-_-LISTSERV-_-AUG_2008-_-STRATEGY
The airlines' annus horribilis is well documented, but not all airlines are teetering on the precipice of bankruptcy.
In this week's Harvard Business IdeaCast, Harvard Business School Professor Rohit Deshpande discusses one airline that's not just surviving the but thriving: Singapore Airlines.
Why is Singapore offering complimentary espresso on flights when others are charging for luggage and taking away in-flight movies? How has the company avoided the doom and gloom that so many other carriers face?
By staying out of what Deshpande says is a loser's game of competing for customers on price, of treating them like commodities.
Singapore Airlines is a throwback, by design, to the days when flying was glamorous and customer service was king. "They've created a luxury travel experience and retained the glamour of long-distance travel. It's almost retro," says Deshpande, who authored and teaches a Harvard Business School case on the airline.
Of course customers have to pay more for this experience, but Deshpande says most don't mind. Flying has become so stressful, they're willing to pay a little more for a better experience.
My first reaction to Deshpande's analysis was, "What about coach?" I wondered if the focus on first- and business class was anti-democratic. If Singapore Airlines was bringing back the glory days of aviation, was it also bringing back the exclusive nature of '50s air travel, when only large businesses and the upper classes could afford the experience. In turn, wouldn't this affect global business and commerce if it became difficult for entrepreneurs, small business owners and others to afford to fly?
But Deshpande says that Singapore brings its customer service focus to all cabins, even if it's making its money off of the front of the plane. "They give more frills to economy than any airline," he says. "They were the first in-seat TVs and offered more channels than any airline. They have, even in economy, more flight attendants per passenger."
Singapore also goes against conventional wisdom by using the downturn as a time to make capital investments, not shun them.
The net result is an airline that's built customer loyalty and a solid business. Listen to the IdeaCast for more from Professor Deshpande on Singapore Airlines' winning strategy.
2008-08-03
Get to the point: Starbucks ' Mistakes
In a post at Harvard Business Online, John Quelch argues that the Seattle juggernaut made a few key errors in the management of its premium-priced brand:
Losing the loyalty of early adopters who appreciated personalized service and a relaxed coffee-house atmosphere. "To grow," he says, "Starbucks increasingly appealed to grab and go [sic] customers for whom service meant speed of order delivery rather than recognition by and conversation with a barista."
Introducing a bevy of new products that appealed to a broad audience. Customizable drinks were conceived to draw those grab-and-go customers, but diminished in appeal when they took longer to make. The pricey concoctions also seemed expensive when compared to premium alternatives from budget-minded competitors like McDonald's and Dunkin' Donuts.
Creating artificial growth with new stores. "Eventually," he notes, "the point of saturation is reached and cannibalization of existing store sales undermines not just brand health but also manager morale."
"None of this need have happened if Starbucks had stayed private and grown at a more controlled pace," says Quelch. "To continue to be a premium-priced brand while trading as a public company is very challenging." And we think the concept of moderating growth to protect your brand is pure Marketing Inspiration.
From:MarketingProfs http://www.marketingprofs.com/news/marketing-inspiration/index.asp?nlid=491&cd=dmo121
Losing the loyalty of early adopters who appreciated personalized service and a relaxed coffee-house atmosphere. "To grow," he says, "Starbucks increasingly appealed to grab and go [sic] customers for whom service meant speed of order delivery rather than recognition by and conversation with a barista."
Introducing a bevy of new products that appealed to a broad audience. Customizable drinks were conceived to draw those grab-and-go customers, but diminished in appeal when they took longer to make. The pricey concoctions also seemed expensive when compared to premium alternatives from budget-minded competitors like McDonald's and Dunkin' Donuts.
Creating artificial growth with new stores. "Eventually," he notes, "the point of saturation is reached and cannibalization of existing store sales undermines not just brand health but also manager morale."
"None of this need have happened if Starbucks had stayed private and grown at a more controlled pace," says Quelch. "To continue to be a premium-priced brand while trading as a public company is very challenging." And we think the concept of moderating growth to protect your brand is pure Marketing Inspiration.
From:MarketingProfs http://www.marketingprofs.com/news/marketing-inspiration/index.asp?nlid=491&cd=dmo121
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