Bøger af Paul B. Brown

In this completely revised and updated edition of the customer service classic, Carl Sewell enhances his time-tested advice with fresh ideas and new examples and explains how the groundbreaking “Ten Commandments of Customer Service” apply to today’s world.Drawing on his incredible success in transforming his Dallas Cadillac dealership into the second largest in America, Carl Sewell revealed the secret of getting customers to return again and again in the original Customers for Life. A lively, down-to-earth narrative, it set the standard for customer service excellence and became a perennial bestseller. Building on that solid foundation, this expanded edition features five completely new chapters, as well as significant additions to the original material, based on the lessons Sewell has learned over the last ten years. Sewell focuses on the expectations and demands of contemporary consumers and employees, showing that businesses can remain committed to quality service in the fast-paced new millennium by sticking to his time-proven approach: Figure out what customers want and make sure they get it. His “Ten Commandants” provide the essential guidelines, including: • Underpromise, overdeliver: Never disappoint your customers by charging them more than they planned. Always beat your estimate or throw in an extra service free of charge. • No complaints? Something’s wrong: If you never ask your customers what else they want, how are you going to give it to them? • Measure everything: Telling your employees to do their best won’t work if you don’t know how they can improve.

Marketing, when you boil it all down, deals with just two things: figuring out who you want to sell to and then determining how you are going to get them to buy your product, service, or idea. In Relevance: The Power to Change Minds and Behavior and Stay Ahead of the Competition, Andrea Coville, who heads a global marketing and public relations agency, successfully showed us how to get today's busy, distracted consumers to buy. Booklist called Relevance "e;a thought-provoking guide to success in today's noisy communications world."e;Here, in her follow-up work, Coville's focus is on helping you create Relevance in our current moment of uncertainty caused by the pandemic, social unrest, and ever-increasing technological change. She lays out, in step-by-step fashion, what you need to do and how to do it. And Coville also provides numerous case studies-profiling large global companies, smaller firms, nonprofits, and universities-who have created Relevance successfully. It has never been more difficult to get people to listen to what you have to say. Coville explains why you have to create deep, lasting, and mutually satisfying relationships with the people who keep you in business-and then she shows you how to do it. By the time you are done reading, you will have a series of strategies that have been proven to work when it comes to changing minds and behavior, strategies that will help you stay ahead of the competition. You will also be able to craft an effective marketing strategy that will allow your message to reach today's busy, distracted customers (a description that fits just about everyone you are trying to reach). As Richard Cote, executive director for Advancement at the Thayer School of Engineering at Dartmouth, correctly points out: "e;Whether you work for an Ivy League college, a nonprofit organization, or a for-profit enterprise, there is one common thread and path to success: people relationships. That means understanding the needs, the hopes, the aspirations of people and making those come alive in the services and products you represent. Andy's book on Relevance nails this point crisply. You can have the best offering in the world, highly designed and expertly targeted, but without a real, relevant connection to people, it will go nowhere. Her book provides a step-by-step program on not only building relevance to your audiences or customers but sustaining and expanding it. The book, Creating Relevance in a Time of Uncertainty, provides both the diagnosis and the prescription with well-articulated cases and proven methodology. It's a must-read for leaders who seek the people-centered 'secret sauce' that differentiates your organization or enterprise and propels it forward in the midst of tough competition and global economic and pandemic headwinds."e;

"Das Buch ist eine praxisnahe Lektüre, die jedem zu empfehlen ist, der sein Umternehmen für den Dienst am Kunden fit machen will."Handelsblatt"Kunden fürs Leben" ist genauso anspruchsvoll und nüchtern wie einfach und amüsant. Hinter diesem Ratgeber zum Thema Kundenbindung verbirgt sich eine ausgereifte Theorie über Management und Service. Carl Sewell gibt provozierende Ratschläge für das Führen eines Unternehmens, beschreibt seine individuelle Art des Qualitätsmanagements und macht deutlich, wie er in seinem Unternehmen ständige Verbesserungen durchsetzt. Die Themen reichen von der Bezahlung der Mitarbeiter bis zur Gestaltung der Kundentoiletten. Sein oberstes Ziel, dem alles andere untergeordnet wird, ist die langfristige Kundenzufriedenheit. Carl Sewell und seine 250-Millionen-Dollar-Firma sind der beste Beweis für die Gültigkeit seines Konzepts. "Kunden fürs Leben" ist eine Goldmine an guten Ideen."In diesem Buch versteckt sich nichts Geringeres als eine voll ausgereifte Theorie über Management und Kundenservice. Jedes Unternehmen könnte davon profitieren."Tom Peters

Today when the competition, technology, and the economy are evolving faster than ever before, organizations and the people like us who work in them need a proven approach to help us adapt--and succeed. The key, according to Paul B. Brown, is to think like an entrepreneur, no matter what your position or industry.  What works for the most successful entrepreneurs will work for us, Brown argues, whether we want to stay employed working for someone else or are thinking of going off on our own.  Based on extensive research, Entrepreneurship for the Rest of Us reveals the best practices of the most successful entrepreneurs, those who are adept at continually innovating and seeing opportunity where others do not.  They do that by following a rigid approach. For example:  They never start with a new idea, but by trying to solve a market need. Financing is an afterthought. They get started with the resources at hand (not only does that allow them to move quickly, if things don''t work out, they are not out much). Perfect is the enemy of good, it is much more important to get out into the marketplace with a prototype than to keep fiddling with what you have. In short, the entrepreneurial mindset is a protection against economic uncertainty, and Brown''s goal is to spread that thinking to individuals and large organizations alike.  Though of course we won''t all start or run our own companies, we need to learn to think like entrepreneurs so that when uncertainty hits, as it will again and again, individuals and companies will be better prepared to not only survive but win.