Be a Friend to your Customer. First.

Stranger -> Friend -> Customer

That middle step is a very important in building brand loyalty. Brand loyalty is what brings returning customers.  Making friends often comes from customer service, but let’s not get it confused with the process of Stranger -> Customer -> Friend.

Don’t wait, start right away.

If you are creating a website, segment your target demographics right away, and cater to them. Are you from New York or out of state? If you’re from out of state, click here, and check out this site with only information relevant to NYers. Look we even catered everything to you, complete with a joke about how the NY subway system is such a pain in the ass! We understand what you are going through and where you are coming from; we are trustworthy.

Why should a season ticket holder be treated like an average ticket holder? Cater to each!

You understand your customer, because your business works, so show it.


Group Work Experiments – You Fooled Me Once, Twice…Now Stop Fooling Me!

I have fallen victim to so many surprise group work tests.

Seth Godin: Ok, now it’s time to use what we’ve learned the past two days to create a book from scratch. You have 2 hours to brainstorm ideas, write, and design the book to be published from scratch. The topic is “How to be an Impresario on Campus.”

A half hour later:

Seth Godin: Stop stop stop. What’s going wrong?

*It’s a good thing he came in early to help nudge us into the right direction. Here is our finished work. I think we are all quite proud of it.

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Ricardo Semler’s Proven Method of Turning Everything You Learned on its Head

Can you imagine a company where its employees decide what days to work, when to work, what they work on, and even how much they get paid? How about a company where there are no business plans or job titles? I couldn’t, and I still have a hard time fully grasping how everything at SEMCO runs, but the book 7 Day Weekend (an international bestseller) by Ricardo Semler has shed new light on many new concepts that I feel are groundbreaking.

Ricardo Semler is no ordinary man. In 1980 Semler took over his father’s company at age 21 (the same age I am today) and fired 60% of all top-level managers. He then began to completely disembody and rebuild the company culture. Under Semler, SEMCO had an average growth rate of 40% per year up until the book published ($4 million —-> $212 million annual revenue). Continue reading