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Achieve Business Goals with Customer Service DNA

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Guest Blogger |
Management |
Fri, 03/20/2015 - 19:54

May McCarthy, Author, The Path to Wealth: Seven Spiritual Steps for Financial Abundance

Companies can differentiate themselves from others and gain market share by incorporating customer service DNA into their mission. To create an environment of customer service DNA, you need to partner with your stakeholders—namely employees, customers, suppliers, and your world—to help them succeed. In doing so, you will have a much easier time exceeding your goals to become a profitable company. How do you get your stakeholders to buy into this concept?

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3 Surprising Hacks to Becoming More Effective

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Matthew Pollard |
Entrepreneurship - Leadership - Management |
Thu, 03/19/2015 - 21:03

People generally refer to success as though it is within your grasp, if you simply work harder or find more time to accomplish your goals. The truth is, however, that vague statements such as these aren’t a key to unlocking anything but frustration. Achieving great success isn’t about finding more time or working harder; instead, it’s a matter of being more effective with the time you do have.

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If you think only startups can generate breakthrough innovation, you’re wrong.

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Guest Blogger |
Management |
Wed, 03/18/2015 - 20:59

Joanna Weidenmiller, CEO, 1-Page

In today’s fast moving markets, well-established firms are often accused of failing to come up with breakthrough innovations. Based on the resources available to them, they should be best positioned to deliver innovative products and technologies in their fields, but too often they seem to lose ground against smaller and more agile players. It probably was the modern combination of the internet and the rise of venture capitalists that changed the name of the game, by opening up a new source of disruptive innovation across every industry: the startup.

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Deal or No Deal?

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Linda Henman |
Management |
Wed, 03/18/2015 - 20:08

the ceo magazine, mergers and acquisitions,

When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. One plus one does not equal three, and too often it moves shareholder returns to the wrong side of zero. A once-exceptional organization can quickly take a turn toward mediocrity, or worse.

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Coming to grips with “the intangibles”

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John Guaspari |
Management |
Wed, 03/18/2015 - 00:31

Very broadly stated, business leaders have two categories of responsibilities to attend to: 1) the tangible, measurable-to-n-significant-digits hard stuff; and 2) the intangible, perhaps-measurable-but-only-by-proxy-at-best soft stuff. Most leaders are more comfortable working in category #1 since they also generally have a bias toward logical, rational, data-driven approaches to the issues at hand.