Managing Communities. Creating Value

“First, get the right people, Great vision without great people is irrelevant.”

Jim Collins, Good to Great (Harvard Business, 2001)

“The entire enterprise must be viewed as a customer-creating and customer-satisfying organism. Management must think of itself as providing customer-creating value satisfactions.”

Theodore Levitt, “Marketing Myopia,” Harvard Business Review, July-August (1960)

"Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction.”
.— Heskett, Jones, Loveman, Sasser and Schlesinger, “Putting the Service-Profit Chain to Work,” Harvard Business Review, March-April (1994)

“A company can outperform rivals only if it can establish a difference it can preserve. Competitive strategy is about being different. It means choosing a different set of activities to deliver a unique mix of value. Strategy is creating fit among a company's activities. The success of a strategy depends on doing many things well - not just a few - and integrating them. If there is no fit among activities, there is no distinctive strategy and little sustainability.”

Michael E. Porter, “What Is Strategy?” Harvard Business Review, November-December (1996)

“The entire enterprise must be viewed as a customer-creating and customer-satisfying organism. Management must think of itself as providing customer-creating value satisfactions.”

Scott M. Davis, Brand Asset Management: Driving Profitable Growth Through Your Brands (Jossey-Bass, 2002)

"An orange…is an orange…is an orange. Unless, of course, that orange happens to be a Sunkist, a name eighty percent of consumers know and trust."
— Russell L. Hanlin, quote by the CEO of the Sunkist Growers Association.