tag:blogger.com,1999:blog-7930876570525471458.post1240515837192353098..comments2023-09-08T07:50:02.120-04:00Comments on Agile & Business: Defining Business Value // #2 Customer SmileJoe Littlehttp://www.blogger.com/profile/13413810050491070483noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-7930876570525471458.post-79044081673212045142011-10-10T08:57:16.340-04:002011-10-10T08:57:16.340-04:00Hi Clifford,
Liked your blog post.
I won't s...Hi Clifford,<br /><br />Liked your blog post.<br /><br />I won't spend time praising it. It is good.<br /><br />Let me offer a different POV.<br /><br />With the iPad we are told the customer had no expectations. In Jobs' view (we are told), he never talked to any potential customers, because, not having seen an iPad, they could not say they wanted one.<br /><br />I suppose this "myth" cannot be fully true, in the sense that eventually he must have had alpha and beta tests with lots of people. Still, I think there is some truth to it.<br /><br />And example. Yes, we can influence expectations, set them at more realistic levels, as you say. But it is yet more complex, because many events, things, people are also re-setting expectations. As a related example, the Playbook by RIM is quite good I am told, except that, compared to the iPad2 the Playbook is ho-hum. <br /><br />As you say, there is so much to know and think about and do related to these questions: Who are the customers really? How do we get them represented? What is their real problem? What do they really want? What is possible? What is business value (for the customer and for our firm)? <br /><br />Thanks,<br />JoeJoe Littlehttps://www.blogger.com/profile/13413810050491070483noreply@blogger.comtag:blogger.com,1999:blog-7930876570525471458.post-19586583872990325642011-10-10T08:48:01.392-04:002011-10-10T08:48:01.392-04:00Hi PM Hut,
I hear ya. As I said in the post, &quo...Hi PM Hut,<br /><br />I hear ya. As I said in the post, "shareholder returns" (aka profits flowing to the shareholders) was what I was taught as the "purpose" of the firm. <br /><br />Peter Drucker (and many others) argue that that is a constraint. It is NOT the purpose of the firm. He says the purpose of the firm is to satisfy its customers.<br /><br />It is debate, which you and I are not likely to resolve. After long consideration over many years, I agree with Drucker.<br /><br />But, does this debate make much difference? We both agree that a firm must do something for its customers and we both agree a firm must be profitable.<br /><br />Thanks,<br />JoeJoe Littlehttps://www.blogger.com/profile/13413810050491070483noreply@blogger.comtag:blogger.com,1999:blog-7930876570525471458.post-1254160991603780542011-10-10T02:30:39.469-04:002011-10-10T02:30:39.469-04:00Hi Joe,
You're saying that the purpose of eve...Hi Joe,<br /><br />You're saying that the purpose of every firm is to provide customer satisfaction. I beg to differ. Actually the purpose of every firm is to make money, and customer satisfaction is a mean to an end...<br /><br />I've published a post once on <a href="http://www.pmhut.com/meeting-client-expectations" rel="nofollow">meeting client expectations</a>, which usually leads to customer satisfaction. I hope you'll have the chance to read it.PM Huthttp://www.pmhut.comnoreply@blogger.com