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• W69002512 abstract "Today's fiercely competitive environment means that every player in the financial services industry is looking for improved sales results. But in their obsession with strategic alignment, mergers and acquisitions, new channel partners, and e-commerce marketing thrusts, decision makers often miss a fundamental point and may pay a tremendous price for the oversight: The most important--and vulnerable--link in their value chain is the performance of their people. Recently, was searching for a portable projector to use in presentations when travel as some of the newer units are compact and light enough to carry on a plane. A spacious advertisement for one brand in USA Today drew my attention: We provide smart features that can save you even more money down the line. Want full specs? Just give us a ring. At the bottom of the page was a toll-free number. Upon calling, inquired into some of the product specifications. I don't have that kind of information, the employee replied. you like to talk with one of our technical reps? After being transferred and put on hold for several minutes, the technical representative told me, I'm kind of new here and am not sure what those exact specifications are. Would you like me to send you one of our technical brochures? It may have some information to answer your question. No, replied, I think will find it another way. declined to mention that the only reason called was because the advertisement promised technical information about the product over the phone. A competing organization with a critical mass of proficient workers would put this company out of business. The worker who answered the call not only would be able to deliver the promised information to the customer, but also would leave the indelible impression that this organization delivers on its promise. In thinking about your business, it's useful to ask four questions. First, what promises do you make to your customers? Remember--your brand signifies nothing more than the promises your organization makes and how well you deliver on them. Second, what role do your people play in delivering on that promise? In financial services, very few promises are fulfilled without the critical involvement of salespeople. Services don't really exist until they are created by your employees at the moment they speak with a customer. Third, which of your competitors makes a similar promise? The truth is that when you scratch beneath a brand there's often a remarkable similarity among the products and services offered in today's market--save for the performance of the people providing them. Finally, what happens if your competition delivers on that promise first? Traditionally, senior managers have failed to take a hard look at the basic capacity of their people to get their jobs done more quickly and effectively. In an attempt to compete, managers typically launch a search for rigorous programs and complex systems that will improve performance, but this approach guarantees they will not look where they should for answers--to their own people's capacity to deliver greater value to customers and achieve breakaway results for their organization. What is the breakaway? In endurance racing one competitor breaks ahead of the pack. Every runner left knows the choice: to dig deep, make the breakaway, and attempt to win, or to let others go ahead and rationalize why winning is not really so important after all. Those in the lead move continuously ahead of those left behind, drawing strength from the exhilarating sensation of actually being in a position to win. Their attention is focused outward, toward the future, on achieving their goal. Conversely, those who remain behind quickly become consumed with bodily pains and the deep disappointment of watching all opportunity for victory vanish. Their attention is focused inward, toward the past, on why they didn't have the strength to go with the leaders. …" @default.
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• W69002512 title "Delivering Value to Customers Fast-The Ultimate Competitive Weapon" @default.
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