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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?

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
True
Customer
Reality
Marketing
Doe
Starts
Needs
Sell
Sells
Customers
Asks
Demographics
Values
Realities

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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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To survive and succeed, every organization will have to turn itself into a change agent
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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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Defending yesterday is far more risky than making tomorrow.
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The concept of profit maximization is, in fact, meaningless.
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Strong people have strong weaknesses.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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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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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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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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One either meets or one works.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Most innovators are successful to the extent to which they define risks and confine them.
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Every single social and global issue of our day is a business opportunity in disguise.
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