CHAPTER 13
Reignite Your Core Brands
“Your competition might actually . . . believe that in fact, treating this customer as if she’s the only person in the world is worth it. We don’t become mediocre all at once, and we rarely do it on purpose. Getting bigger is supposed to make us more effective and efficient. Alas, the way to get there isn’t by doing what you used to do, but less well.”1
—SETH GODIN
Knowing where you make money today is a very good first step. It’s a scorecard of sorts, indicating the areas of activity for which customers are willing to pay. It can help refocus the organization on the things that it, alone, can do better than others. Frequently, it highlights the residual value of the central brands, products, and services ...
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