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All reasonable efforts have been made to obtain necessary copyright permissions. Any omissions or errors are unintentional and will, if brought to the attention of the publisher, be corrected in future printings. Thanks go to Louise Kourdi, whose diligent research has been especially valuable, and Martin Liu and his talented colleagues at Marshall Cavendish, whose patience, energy, and expertise are much appreciated. Also, I have been very fortunate to work with some of the most stimulating, professional, and exceptional businesses, several of which are featured in this book.
I owe a huge debt to all my clients and past employers who have, without doubt, provided the most interesting and exciting environments in which to work, learn, and develop. Finally, my gratitude goes to my wife Julie and son Tom, for their constant support, encouragement, and inspiration. Jeremy Kourdi GI-Prelims. Most are perennial, as their logic, simplicity, or value will help them endure; while others are, to be honest, rather faddy.
What unites these business ideas is their proven power and potency. They are not only insightful and useful, they have worked: often in a brilliant way or despite great adversity. The ability of the people who conceived and applied these ideas should be applauded. One word of warning: while these ideas have worked for the companies mentioned at the time they applied them, it is not to say that these businesses will always get everything else right, forever more.
They produced a result at the time, but if this book has any general lessons it is that new ideas and energy are needed constantly� in many ways and at varying times�to ensure success. While these ideas are varied and, I hope, interesting and thought- provoking, it seems to me that there are several different themes that run through many of these ideas and the businesses that use them.
These include a willingness to experiment and take a risk. This seems to happen because many of the businesses display energy and entrepreneurship�a restless desire to do well and stay ahead of the competition. This is often coupled with an ability to understand the root causes of an issue, opportunity, or challenge, and do something distinctive, rather than merely tinkering with the status quo.
Simplicity and an understanding of the need to be practical and implement the idea are also common features. Some ideas, however, do result from extensive study and research. Clearly, sometimes one aspect is more important depending on the idea , but both are signifi cant. Finally, the need to be practical, follow through, and ensure success is shown by the recurring need to monitor, measure, and refi ne the way the idea works.
A word of guidance: if you are thinking of applying these ideas in your organization it may help to understand a little of the way that ideas are transmitted. For example, in his excellent award-winning book Guns, Germs, and Steel: A History of Everybody for the Last 13, Years, Jared Diamond cites the development of an alphabet as an idea that arose independently probably only once and was then copied elsewhere.
Of course, these techniques are opposite ends of a spectrum, but, of the two methods, idea stimulation is surely more adaptable, robust, and likely to succeed. So, use these ideas to stimulate your thinking and make the specifi c adjustments needed to ensure success in your situation. I hope that these ideas will provide you with the inspiration to fi nd out more or develop your thinking along new, creative lines, generating brilliant ideas for the future. Jeremy Kourdi Please note that the ideas outlined in this book are listed randomly, for interest, rather than being grouped or ranked in a specifi c order.
This misunderstanding leads to inappropriate behaviors. Selling and infl uencing depends on getting behavior right, by moderating openness and assertiveness with warmth and competence. Combined with a great product or brand, this goes a long way to building customer loyalty. The idea Harley-Davidson overcame a turbulent past by building customer loyalty�one of its most enduring assets.
Harley-Davidson improved quality using the production techniques of Dr. Edwards Deming. The next challenge was to win back, and maintain, market share it now enjoys a customer loyalty rate of 90 percent. Their managers meet customers regularly at rallies, where new models are demonstrated.
Advertising reinforces the brand image, to promote customer loyalty. The result is that customers trust Harley-Davidson; this trust is used to develop stronger bonds and greater profi ts in a virtuous circle. Dealers regained confi dence that Harley could and would be a dependable partner. Scenarios are not about predicting future events. Their value lies in helping businesses understand the forces that are shaping the future. Metropolitan Museum Cleveland Museum of Art. Internet Arcade Console Living Room.
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