Page 286 - The New Gold Standard
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Notes
            50 “‘The problem with something like Levitz isn’t so much the con-
               sumer perception of the name or even the merchandise mix. The
               problem is that over many, many years, the demographics have
               moved and their stores haven’t’”: Jerry Epperson, as quoted in Furni-
               ture Today article by Clint Engle, November 19, 2007.
            52 “‘Stay relevant. That’s the name of the game, no matter what indus-
               try you’re in’”: Thomas A. Stewart, “Forethought Conversation:
               Northwestern Mutual’s Ed Zore on staying relevant to customers; A
               conversation with Ed Zore,” Harvard Business Review, December
               2007.
            52 “‘You can see if you’re relevant by how you are performing. . . . An-
               other measure is: Are we gaining or losing ground [on the competi-
               tion]? . . . We also gauge relevance by listening to our customers. . . .
               To stay relevant, you’ve got to keep increasing the value you deliver
               to customers’”: Stewart, “Forethought Conversation.”
            54 “‘Most big companies tend to keep their brands the same all over the
               world. . . . [They think] if it’s Pizza Hut here, it’s Pizza Hut every-
               where’”: Cindy Dyer, senior manager of consumer strategy and in-
               sight at Frito-Lay, Inc., and former marketer for Pizza Hut, Inc, as
               quoted in The Talent Blog (http://blogs.aquent.com) in an article by
               Anne Stuart, November 2007.
            54 “‘If you are Pizza Hut, it has to be pizza for each market. But you
               can’t just export it and have it be that everywhere you go’”: Dyer, The
               Talent Blog.
            55 “‘The concept is that you put something—a treat—in the crust
               edge. But it’s different from place to place. In the United States, the
               crust edge is stuffed with cheese. In Asia, they put meat in the crust.
               In Mexico, they stuff it with cream cheese and jalapeño peppers’”:
               Dyer, The Talent Blog.
            55 “‘Find out what’s culturally acceptable from a marketing perspec-
               tive, what’s motivating to the customer’”: Dyer, The Talent Blog.



                        Chapter 4. Select—Don’t Hire
            86 “‘The main reason newly hired outside executives have such an
               abysmal failure rate (40 percent according to one study) is poor ac-
               culturation: They don’t adapt well to the new company’s ways of do-
               ing things. In fact, some three-quarters of 53 senior HR managers I
               surveyed cited poor cultural fit as the driver for onboarding fail-
               ures’”: Michael Watkins, “Help Newly Hired Executives Adapt
               Quickly,” Harvard Business Review, June 1, 2007.


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