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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
Well
Sells
Marketers
Customers
Fits
Product
Customer
Fit
Loyalty
Service
Marketing
Products
Aim
Understand
Advertising
Wells
Educational
Retention
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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The honest work of yesterday has lost its social status, its social esteem.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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The computer, being a mechanical moron, can handle only quantifiable data.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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The most effective way to manage change is to create it.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Working with people is difficult, but not impossible.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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