Articles by Jonathan Narducci, Narducci Enterprises
Nine Reasons Executives Sleep Well
Companies of "well rested" executives...
10 Criteria for a Robust Customer Centric Strategy
The revolution is here! We can either join in or stand by and allow our competitors to gain the advantages of participation.
The Essential Core Value: Do All You Can to Make Your Customers Successful!
It's in your best interests to identify your customers' value chain activities that need improvement, and it's in your best interest to do what you can to help them resolve their issues.
The Competitive Value Index: A Picture of Future Performance
Business models and strategies do change, but not as quickly as the value needed to make them work.
The Execution Confidence Index: Visualizing Initiative Success!
Execution needs preparation.  Business leaders use questions to get a handle on which execution components are working well and identify obstacles to the effectiveness of others.
Nine Reasons Executives Sleep Well
When executives seek help
It's a Question of Balance!
Competitive Advantage is the result of fully understanding our customer's business objectives and the delivery effectiveness with which we offer to assist in meeting those objectives.
The Most Important Corporate Function
Some people think the most important function in their company is sales. Some others think it's marketing. Some think any function that touches the customer is the most important . I don't want to tell them they're wrong - they could be right - but I actually know the most important function in almost any company. It's the one that keeps customers from buying from you.
Who Develops Innovative Ideas? Everybody!
Competitive advantages are, for example, the services, products, tasks, activities, etc. that enhance value to companies, their customers and their customers' customers. This value comes in all forms and from all people in the company.
It's About Increasing the "Other Value"
Usually when management talks about "value" they are describing what their company is "worth" in various terms. The "other value" they are now focusing on is the "value" customers buy! Increasing this "value" is what leads to increasing "worth."
"Most Valued Customer"
Most Valued Customer! That's what I am to a lot of companies. At least that's what I am told via their advertising. For most of those companies I don't really know what I did to earn that status. But it did force me to ask myself: "What's a 'most valued customer' look like?"
The Value Rules of the Competitive Value Index
Competitive value means success to both the company and their customers, not to mention other stakeholders. Getting the CVI rating emphasizes that link between success and value drivers.
The Anecdote Antidote
Why does it sound like I need a cure for anecdotes, as in those used for case study examples, stories, and b-school breakthroughs? Well, my job requires that I read a lot, which I generally enjoy. But lately I have become, let's say, tired of reading the same old stories of how Company A implemented new Business Method X and was successful and how Company B, who didn't, still wallows in business purgatory.
The Assessment Dilemma : Part I - The Problem
Applying the Value Principle requires asking lots of questions. What follows are examples of the kinds of questions (to help prime the "question development pump") that can be asked at each step in Part 1. The questions should support the goal to maximize matching perceptions with expectations with experiences.
The Assessment Dilemma : Part III - Characteristics of a Good Methodology
Since an assessment process is in itself a strategic initiative, it has to be designed and implemented carefully to fit the goal that each benefit can provide. It may be possible to use the same evaluation to gain multiple benefits but it must be designed to do so.
The Assessment Dilemma : Part II - The Benefits of Doing an Assessment
Assessments, done properly, can provide at least one of the following five. 1. Provide information that can be used to improve performance basic benefits; 2. Facilitate the discovery of hiddenassets and opportunities
The Value Principle: Part 1 - The Principle
How do our company's benefits - product, services, brand identity, and operations - become valuable? It's not through marketing or sales. It's not through building products we think are the wave of the future. Our benefits - value - become valuable because our customers get the results they need by using them.
The Value Principle Part 2 - Questions to Ask
"How do we grow our businesses?" Hot topic. A few examples are improving performance, customization, efficiently capturing customer needs, building more value around existing products, and moving customers up the "loyalty" ladder.

Jonathan Narducci uses his 30+ years of experience in business, management, and quality systems to lead international companies in their search to locate and implement the ideas that helps craft the business performance needed for the business results expected. For more information visit www.narduccienterprises.com