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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Peter Drucker

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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Products
Aim
Understand
Advertising
Wells
Educational
Retention
Well
Sells
Marketers
Customers
Fits
Product
Customer
Fit
Loyalty
Service
Marketing

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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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Plans are worthless, but planning is invaluable.
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You can't manage what you don't measure.
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Time is the scarcest resource.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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Success always obsoletes the very behavior that achieved it.
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All good strategy eventually degenerates into work.
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Adequacy is the enemy of excellence.
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Accept the fact that we have to treat almost anybody as a volunteer.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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