the ceo magazine, e-commerce,

Cleveland Brown, CEO, Payscout

Global e-commerce holds the key to rebuilding the American economy. According to the Huffington Post, e-commerce sales have grown twice as fast as total retail sales (1). Despite challenges facing new business owners, entrepreneurs remain optimistic due to increasingly-accessible technological solutions and access to a global market.

the ceo magazine, business management,
W. Gary Sitton, Author, Fire Up Your Startup and Keep it Up

While I was a professor of computer science, I was asked to write a basic accounting and payroll package for two not-for-profit entities on campus.  It began to establish some traction in the late 70s, culminating in the creation of my company.

Bi-Tech Software, Inc. was incorporated April 3rd, 1981.  In 1995, the company was acquired by SunGard Data Systems.  At that time we had over 200 employees, 300 clients and $30 million per year in revenue.  My wife, Judy, and I stayed on to the run the company until our retirement in 2000.  Over the course of my career, I developed twenty-two business axioms which served us well as we morphed from a mom-and-pop shop in our home to a successful enterprise.  These are enumerated in this article.

the ceo magazine, customer loyalty
Noah Fleming, Author, Evergreen: Cultivate the Enduring Customer Loyalty that Keeps Your Business Thriving

Customer loyalty is a crutch that lazy businesses have used to bludgeon the public for decades instead of actually providing value.

The corporate world (and even more often, small businesses) relied on the twin forces of this nebulous concept of "loyalty" and the sheer habitual inertia to keep people coming back.

But just as all that goes up must come down, all vehicles powered solely by inertia must also come to a stop, and that's exactly what happened with the idea of doing business solely based on loyalty.

Here are three reasons why customer loyalty is dead.

the ceo magazine, communication
Kim Christfort, National Director, Deloitte Greenhouses & Leadership Center for Clients

“Do unto others as you’d have others do unto you.” Interestingly, some version of this Golden Rule concept exists in more than 20 religions and philosophies around the world. For many applications, in work and in life, it makes a lot of sense. Unfortunately, it’s often not that helpful when it comes to deciding how to interact with people in a business setting.

The truth is that the majority of the population IS NOT just like you in terms of how they process information, how they make decisions, and how they like to communicate. And this is where the Golden Rule can trip you up.

the ceo magazine, business strategy
Scott Edinger, Author, The Hidden Leader

Every time I’ve worked with a senior team in the strategy formulation process, we’ve succeeded. Of course, I’ve never heard any group of executives say their strategy failed when it was created. It is in the implementation or execution that strategies falter, because most strategies rely on people in the organization taking action in new or different ways. That doesn’t happen by declaration. And it doesn’t happen when people are sent to training programs, though it is popular to pitch this to HR or Talent Management. If you want your strategy to work, it is up to the CEO and senior leaders of the business to drive it and you’ll need the help of what I call Hidden Leaders to be your exemplars and role models.

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