The effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic work, The Practice of Management. Managing for Results shows what the executive decision maker must do to move his enterprise forward. Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives for profits and growth.
“Results are obtained by exploiting opportunities, not by solving problems.” Page 5“Resources…must be allocated to opportunities rather than problems.” Page 6“Here, first, are the marketing realities that are most likely to be encountered:1. What the people in the business think they know about the customer is more likely to be wrong than right. There is only one person who really knows: the customer. Only by asking the customer, by watching him, by trying to understand his behavior can one find out who he is, what he does, how he buys, how he uses what he buys, what he expects, what he values, and so on.2. The customer rarely buys what the business thinks it sells him. One reason for this, is, of course, that nobody pays for a ‘product.’ What is paid for is satisfactions. But nobody can make or supply satisfactions as such—at best, only the means to attaining them can be sold and delivered.”See things through the customers’ eyes. Look at what you do well and at what you do poorly to find your comparative advantage. Build on your strength. Put your first-rate resources on a few outstanding opportunities. “Work without deadlines is not work assigned, but work toyed with.” Page 94read more
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