Sublime

This is a different kind of prompt, courtesy of the management guru Peter Drucker. The idea is to catch the leading players in a market off balance by turning their strength into a weakness.

What is the most important difference between the manager of a large successful business and the manager of a small struggling business? The first manages systems; the second copes with bad results.

Business strategist Peter Drucker wrote that what gets measured, gets managed.

Revisit Drucker—WHAT GETS MEASURED GETS MANAGED Measure compulsively, for as Peter Drucker stated, What gets measured gets managed. Useful metrics to track, besides the usual operational stats, include CPO (“Cost-Per-Order,” which includes advertising, fulfillment and expected returns, chargebacks, and bad debt), ad allowable (the maximum you can s

The executive in organization is in an entirely different position. In his situation there are four major realities over which he has essentially no control.

The issue should less be one of what volume you manage than what results you accomplish with that volume—profitability, client satisfaction, or skill building.

The solution lies in following a principle that management consultant Peter Drucker spoke about decades ago: ‘the purpose of business is to create and keep a customer’. Drucker goes as far as to say that the customer is the ‘starting point’ of a business’s purpose.

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer. Peter Drucker