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Chief executive of Thales UK, Victor, is relishing the new “boringly predictable” approach taken by an emboldened Ministry of Defence (MoD) since it brought its vast malfunctioning procurement system under control.
As the French-owned subsidiary grapples with flattening defence spending in its traditional markets, Thales UK finds itself targeting the same export markets as competitors such as BAE Systems and Selex, while the existing global reach of the wider Thales group is set to offer an in-built advantage.
However, business certainty starts at home, so Chavez praised the “massive change” instilled by the MoD in making its forward-looking equipment programme
Continue reading Victor Chavez
WHAT’S INSPIRING YOU NOW?
Much has changed for John Cortese since he began his career sweeping floors at a woodworking shop in Brooklyn 20 years ago. After a yearlong apprentice¬ship with a violin maker in Woodstock, New York—“I spent my mornings and evenings learning how to sharpen Japanese hand tools and then spent my days making them dull by working on violins”—he returned to Brooklyn, rented a bench at a community shop and began making his own furniture designs. “Simplicity with a kind of radical edge has always been my signature,” says Cortese, who learned the importance of
Continue reading TRUE GRIT
How is the company achieving all of this? With an almost obsessive commitment to making the most of scarce time, as explains Mr. Pedawi with the aid of the ancient Middle Eastern proverb, ‘‘Time is as the sword coming: if you don’t cut it, you will be cut.’’ This appreciation of time, and the belief that every opportunity must be seized, may have been accentuated through some of the adverse life experiences Mr. Pedawi has lived through. He had to flee the war-torn country with his family in the 1970s to take refuge in the Netherlands – an experience that
Continue reading Time is as the sword coming: if you dont cut it, you will be cut.
In our research and consulting on customer journeys, we’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction. They also discover more-efective ways to collaborate across functions and levels, a process that delivers gains throughout the company.
Consider a leading pay TV provider we worked with. Although it was among the best in the industry at managing churn, it faced a maturing market, heightened competition, and escalating costs to keep its best customers. Churn was a familiar problem, of course, and the typical reasons for
Continue reading Think about a routine service event—say, a product query—from the point of view of both the company and the customer. The company may receive millions of phone calls about the product and must handle each one well. But if asked about the experience months after the fact, a customer would never describe such a call as simply a product question. Understanding the context of a call is key. A customer might have been trying to ensure uninterrupted service after moving, make sense of the renewal options at the end of a contract, or fx a nagging technical problem. A company that manages complete journeys would not only do its best with the individual transaction but also seek to understand the broader reasons for the call, address the root causes, and create feedback loops to continuously improve interactions upstream and downstream from the call.
Companies have long emphasized touChpoints—the many critical moments when customers interact with the organization and its oferings on their way to purchase and after. But the narrow focus on maximizing satisfaction at those moments can create a distorted picture, suggesting that customers are happier with the company than they actually are. It also diverts attention from the bigger—and more important—picture: the customer’s end-to-end journey.
Think about a routine service event—say, a product query—from the point of view of both the company and the customer. The company may receive millions of phone calls about the product and must
Continue reading The TruTh
Suzuki is slowly beginning to stand back up after the body blows it received from the economic collapse of 5 years ago. As the company gains balance on its feet and prepares to dust itself off, I fully expect it to rise to full height sooner rather than later. Truthfully, this is something I sense more than I know from being told, in part because Suzuki is keeping both marketing and product plans very much to itself—despite my trying to trick its PR staff into burping up info on tomorrow’s hardware. Damn professionals.
T e new V-Strom concept is appealing—and
Continue reading THE ROAD AHEAD FOR SUZUKI
I certainly understand why a hospital would be skeptical of Bosi e Faora’s solutions-selling strategy, given that the company doesn’t seem to be backing up its recommendations with scientific proof.
Before planning to disseminate inexpensive blood-pressure monitors for home use, a medical device manufacturer should study whether patients are likely to participate in such a program, how much training of medical and support staff would be required, and whether the new practice would improve health outcomes. Before marketing the device, the company should run pilot studies, either on its own or in partnership with academic researchers, that set up the
Continue reading The medical device company must back up its recommendations with scientific research.
While there was no doubt that OAF had certainly established a strong market tor its trucks In the Netherlands and the other Benelux countries its strategy as far as the wider export market was less convincing. Efforts to expand trucks sales in Europe were somewhat tentative and in the 1960s the company was arguably more interested in promoting its cars rather than trucks. However, by the early 1970s the company was taking steps to expand its market outside its traditional markets.
The tie up with International Harvester in 1972 was an indication that the management’s view of market expansion was
Continue reading The history of DAF
The name is well chosen. Gibraltar indicates solidity, time lessness, something strong and lasting. Like The Gibraltar Company — the family-owned residential and commercial remodeling and building firm has been a steady presence in the same location for nearly 20 years, and its consistent work is as sterling as its rock-solid reputation
Gibraltar’s design staff is ready to assist in all aspects of the process of creating the remodel project of your dreams, from simple updating in any area to en¬tire home remodels, master suites or conventional room additions. They specialize in full remodeling of bathrooms, kitchens and other spaces
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How this company conquered the private space industry in just a decade, what it’ll do next, and why you should care.
SpaceX, formally known as Space Exploration Technologies, is currently the most exciting private space company in existence. Through its revolutionary Falcon family of rockets and the amazing Dragon spacecraft, it is doing things that no other private company has been able to match. And it is planning to do even more in the coming years that will cement its place as one of the world’s most innovative companies, space-related or otherwise, that will change the way we access space
Continue reading SPACEX – A NEW ERA OF EXPLORATION