快乐=现实-期望。创业或投资是一个积累的过程，要一步步来，否则就是浮躁 赌博，欲速而不达！fb初创只想做个小网站，马化腾初创只是山寨ICQ。《邻家的百万富翁》大多是生活节约 朴素 量入为出；成功人士都Under-Promise Over-Deliver=少承诺 多兑现！//@克瑞格才:内心欲望和实际有很大条鸿沟 怎办？
Happiness = Reality - Expectations
快乐 = 现实 - 期望
本来每个建议或决定都是自相矛盾，要相信自己的直觉！//@克瑞格才:有经验的前辈！一步步来……这每一个“步” 很纠结 很模糊//@任熙-天使投资:马云例外，原先只想让天下没有难做的生意。。。饼不够大找忽悠人//@李明铭Larry:是的，从小生意做起小钱赚起来，再慢慢扩大，而不是一开始就想，我要做平台//@梁树兴:卖卖锅，没打算做宜家//@林博胜:你那一个快乐公式，虽是老生常谈，却是不合情理，愚以为。
《天使投资》关于“积累”的更多关键词：
……
刘纲：深圳创投华北京津地区总经理
曾经有创投大佬说过，投资是一门艺术，只可意会，不可言传。在我12年的创业投资实践中，我投资了26家企业，其中有7家上市，11家蓄势待发。许多处于成长早期的企业相继快速发展，进而实现了IPO。这些成长经验以及失败教训让我深深认识到，创业和投资活动其实都是有经验和规律可循的。当然，也存在着在经验积累与理性分析基础上的灵感直觉。在我看来，天使投资的价值链在于，对新的商机与掌握商机的团队的评价与判断、匹配性投资以及后续的增值服务。《天使投资》一书对于该领域进行了创造性的、富于灵感的分析与描述，为后来研究者以及实践者提供了可贵的认识基础和实践指导。我们热忱地评价和欣赏唐滔先生的开拓性努力，并期待着对于创业与投资活动更为全面、深刻、透彻的理性认识！
……
苏国京：思源心基金管委会主任，中国彩票行业沙龙创始人，亚洲责任博彩联盟 创办负责人
创业需要创意，创意来自积累，积累源于生活，生活需要不断完善，完善的过程是一种修行，修行必须坚持！
……
中国大陆、中国台湾、韩国和日本的科技产业也是从山寨起步然后从微创新中发展起来的，通过大量的创业与模仿积累了创新的实力与资源。有效的山寨就在于你能否从山寨开始，然后不断加入微创新逐渐发展起来，并建立起自己的壁垒。
……
创业者如果连自己的个人财务都搞不定，融资后也不会管理好公司的财务。除了以上陈述的智商和情商之外，创业者和投资人还要具备财商。财商就是一个人挣钱、花钱和管钱的综合能力，包括正确认识和应用金钱，以及遵循金钱规律的能力。换句话说，财商是指一个人认识金钱和驾驭金钱的能力，是理财的智慧和判断金钱的敏锐性，以及积累财富过程的了解。在市场经济快速发展的今天，每个创业者和投资人都在积极寻求个人的生财之道，于是财商也被认为是迈向成功创业和投资人生的关键。
像《邻家的百万富翁》一样去生活《邻家的百万富翁》(The Millionaire Next Door: The Surprising Secrets of American’s Wealthy)的作者用了20年研究美国人致富之道，通过数据和调查证实很多《富爸爸穷爸爸》里的理财之道，展示出美国百万富翁的投资理财、衣食住行、积累财富、子女教育、遗产分配等生活方式。美国百万富翁有7条致富之道： · 生活节约、朴素，量入为出。高收入和高教育的未必是百万富翁。 · 每周、每月和每年花很多时间理财。预算收入和抑制消费，加上多样化和长期的投资计划，按照切实目标逐渐迈向百万富翁之路。 · 真正有钱的人不会打肿脸充胖子，靠消费或购买奢侈品去满足上等社会的地位。百万富翁认为自己的财务独立比炫耀社会地位更重要。 · 百万富翁大多数不会接受父母的恩惠买房或无息贷款，接受经济援助就如同在温室里生活，没有危机感和冒险的勇气。 · 无论多么富裕，百万富翁都会教育子女要生活节俭和自律，尽早达到经济自足。他们更看重的是后代的健康、幸福和快乐。 · 他们更愿意创业或为自己打工，掌握自己的命运，达到时间、财富和资源投资的自由，不畏惧风险和困难，勇往直前。 · 美国政府鼓励外国人赴美，投资50万美元～100万美元就可以移民。美国第一代移民致富的人多数通过节约和创业，美国有80%的百万富翁都是一代致富的，但是第二代或第三代就开始生活富裕或奢侈了。所以，很多美国成功的创业者都将自己的大部分财产捐赠给社会。
启示
培养自己具备高财商，生活简朴，量入为出，敢于挑战，这是成功创业与成功投资的基石。
……
创业和投资是需要经验的，除了阅读，唯一可以获取经验的就是亲自去体验创业和投资的喜怒哀乐。经验和投资都需要一个积累的过程，人生中越早开始积累，退休时的回报就越高。理财最高的境界就是获得“被动收入”。 “被动收入”就是不需要花费太多时间和精力去积极主动工作或照看，就可定期自动获得的收入。投资人需要经过长时间的劳动和积累，才可以获得被动收入，这绝对不是外界认为的不劳而获。如果你的被动收入超过了日正常开支，那么你就可以实现获得财务自由，提早退休，或是创业投资，追求比财富还要崇高的终极理想。 “钱生钱”的前提是先要积累资本，下面提供了一些方案来获得被动收入，…… …… Q：大学生应否创业？ A：任何年龄段的朋友，如果具备了创业启动的条件，我都会支持他你创业。我更支持政府和各种机构解决并支持大学生就业问题，而不是一定支持大学生创业。毕竟创业源于内心的呼唤，应该要有所准备，没有勇气和积累，难以坚持。正在学习的大学生朋友还是要三思而后行，但大学生或年轻人尽早创业，从失败中学习也是件好事。 ……
请阅读《天使投资》关于“积累”的更多关键词！
少许诺 多兑现
2010年04月13日 http://tech.sina.com.cn/other/2010-04-13/14424051084.shtml
少许诺多兑现
在对别人做出承诺的时候，一定要求实，讲真话，做得到再说。如果在承诺与交付的结合处画一条水平线的话，那么我们对别人做出的承诺应该低于这道线，而交付给人的结果则要高出这道线。因为做到的，永远比豪言壮语更有力量。
1999年冬，深夜，北大资源宾馆，Robin正带着几个工程师赶项目。手机骤然响起，一位美国投资人打来电话。寒暄几句后，对方突然问：“Robin，这个项目要多久可以完成？”
“6个月。”Robin回答。
对方停顿了一会儿，似乎对这个回答不是很满意，接着又问：“4个月行吗？如果可以，我们给你追加50%的投资。”
刚创业，公司需要很多资金来购买设备、找到最优秀的人才，有了更多的投资，能多做很多事，但Robin拒绝了：“对不起，我们做不了。”
他的理由是，推出一个有把握的产品，时间是6个月，减少两个月，不是没有可能做出来，但质量会打折，他不能冒险。
对方是几分钟的沉默，突然，一阵开怀大笑，对Robin说：“对您诚实的拒绝，我感到非常满意，因为这反映出您是一个很真实和稳重的人，把钱投给您这样的人，我们很放心。”
事实证明了这位投资人的判断——由于诚实守信质量可靠，百度在短短三年之内，从一个小网络公司成长为了全球最大的中文搜索引擎公司。随着百度的上市和迅猛发展，短短几年，这位投资人的投资获了上千倍的回报，创下了全球私募基金在亚洲有史以来投资回报的最高纪录。
《史记•季布栾列传》云：“得黄金百斤，不如得季布一诺。”现在，Robin给出了最新注脚。
“凡答应，必做到”
小杨是百度商业应用产品市场部一个刚入职不久的PM(产品经理)，他所负责的工作与老百度人小王接口。他注意到，小王发出的每封邮件的最后，总会附着这样一句签名：“凡答应，必做到。”他觉得这句话真棒，不由得也对小王肃然起敬，决心将“凡答应，必做到”作为自己的座右铭去努力实现。
可是慢慢地，小杨开始感到力不从心起来。PM是一个联系各部门、每天要与许多人产生内部供需关系的枢纽，随着工作的逐渐深入，他感到自己越来越累，为了兑现所有承诺，耗尽了全部精力最后弄得什么事情都做不完美，整天疲于奔命还处处难以让人满意。
这天，小杨逮到一个机会向小王请教：“您是怎么做到的啊？”
小王听小杨诉说完他的苦恼就笑了：“‘凡答应，必做到’这句话是提醒我自己和每个看到的人，要对自己答应的事情负责，所以不要轻易承诺别人。你的问题正是出在‘凡’这个字上面了，‘凡’并不是要对所有事情都一味地答应、承诺，而只对你认为必须做到，自己也有能力做到的事才答应。”说到这里，小王突然想起什么，话锋一转，“对了，我这句话来自于Robin说过的一句‘少许诺，多兑现’，这下你明白了吧？如果在一个时间段里承诺完成多项工作，或是超出个人的能力去随意承诺，你就算有三头六臂也完不成啊。所以说，要分三步走——先做判断，再谨慎承诺，最后才是全力完成。”
小杨恍然大悟。此后，在工作中每遇到一件事，都去仔细思考，培养自己的判断力，分清工作的轻重缓急，抓住重点，合理排期，既勇于做出承诺，也懂得如何说不。不到半年，工作走上了正轨，每件承诺下来的事都非常出色地按时交付，不仅自己的工作业绩明显，也得到了所有合作部门同事肯定的评价。
现在，一提到PM的小杨，大家都说：“这是个很靠谱的同学。”
这6个字几乎是个人修为中最为重要的基础。个人想成就事业，抑或公司想赢得尊敬，都要靠这一立身之本。据说，企业领导人最怕的是先拍脑袋，冲动之间做出决定；再拍胸脯，夸下海口地给出承诺；最后发生了问题，就只有拍大腿的份了。“少许诺，多兑现”，会帮助我们成为一名可靠的员工，以及值得信赖的管理者和合作伙伴。
点石成金，看看百度CEO李彦宏眼中的职场智
http://www.kaixin001.com/repaste/13591386_1194892657.html
以下是从《壹百度》的书中摘出来的，都是一些很简单的话语总结，但是却透着一种大智慧。据说都是出自百度CEO李彦宏的真传哦！～～～本着独乐乐不如众乐乐的精神，在2009年最后一周发上来与大家共享，希望大家的下一个十年都能忙并富裕着！
职场竞争激烈，忙碌是正常现象。但有的人忙得充实，有的人却忙得很疲惫。所谓“穷忙族”，最显著的特点就是每天脚不离地的忙着，甚至超时工作，却不知忙些什么，为什么而忙，看不到效果，也看不到希望。
你是“穷忙族”吗？怎样才能摆脱“穷忙”的尴尬局面？～～不妨听听成功人士都是怎么说的吧：
认准了，就去做；不跟风，不动摇
一旦看准了，就要付诸行动，患得患失只能坐失良机；能看到机会的人很多，但能坚持到底，不为眼前利益所动，不因一时困难变节的人却很少。
少许诺，多兑现
在对别人做出承诺的时候，一定要求实，讲真话，做得到再说。“少许诺，多兑现”，几乎是个人修为中最为重要的基础。它会帮助我们成为一名可靠的员工，以及值得信赖的管理者和合作伙伴。
证明自己，用结果说话
评定一个人是否称职或是否应该被提拔的最佳方法只有一个，那就是先给他一个平台、一份责任，看他是否能拿出实实在在的工作成果来证明自己。（所以，你应该知道自己该怎么做了吧～～）
遇到新事物先看看别人是怎么干的
“拿来主义”，是学习的一条捷径。工作中遇到新事物或新的困难时，不妨先看看别人是怎么做的，这可能帮你少走很多弯路，比自己闭门苦思的效果好得多。
听多数人的意见，和少数人商量，自己做决定
决策是一个先民主后集中的过程——理越辩越明，一定要听取最广泛的意见，包括公司内外的一切专家与相关人士，然后与做这件事的核心人员商量，但最终的决定只能自己来做。是所谓谁负责，谁做主。（谁都知道“做决定”是个多么困难的事儿，这条或者可以成为一个“做决定”时候的小窍门）
一个人最重要的能力是判断力
每个职业人都应该在自己的领域成为最具判断力的专家，在自己精专的领域，甚至比上司有更加准确的判断力，这样，才既不会因为回报层级过多而降低效率，也不会让上层的领导因为不了解实际情况而做出错误的判断。
帮助别人，成就自己
企业应该关注所有利益攸关者。这些利益有关者包括股东、客户、员工、社区、环境等多个主体。帮助这些不同的利益有关者实现利益最大化，公司本身才能实现利益最大化。（这条对任何人都试用，无论是上下级，还是同级的同事，别以为掖着藏着能赚多大便宜～职场里边大气点儿一定有收获）
对事不对人
组织内最有效率的沟通方法，莫过于实事求是、坦诚相待了。只关注事物本身的对错，而不是根据这件事是谁做的来给出不同的评判；同时，也不要把对一件事情的评判直接引申为对人的评价。
高效率执行
任何一个英明的将帅都离不开具有顽强作战能力、能够迅速准确地执行命令的军队。任何正确的决策是否能为企业带来优势，最终还是取决于整个团队的执行效率。（不用多说了～相信任何领导都喜欢高效率的员工吧！～）
Under-promise and over-deliver 的翻译：留有余地,然后出色完成。
双语例句
When making commitments, it's best to under-promise and over-deliver.
做出承诺的时候，最好留有余地，然后出色完成。
When making commitments, it's best to under-promise and over-deliver.
当做出承诺的时候，最好保守一点儿答应并呈交好点儿的。
Electric-car makers should 'under-promise and over-deliver,' Mr. Czinger says, especially when it comes to the range of their vehicles.
辛格说，电动汽车生产商应该“少 承诺、多兑现”，特别是在汽车的行驶距离上。
少说大话，多做实事
少说大话，多做实事——不知道“Under Promise, Over Deliver”能不能这样翻译。
这句话从进公司以来就听过无数次，最多的例子是Newegg.com的送货速度——虽然不做大的宣传和承诺，可事实上却远远快于客户的预期，我自己在新蛋买过几次东西，对比其他商家的龟速，这种意料之外的速度实在让人印象深刻。有时候会觉得，新蛋的送货速度和客服一样，是新蛋真正发展起来的原因——虽然这些操作会带来巨大的成本，但是相应的，超乎客户预期的服务才能在客户心目中留下印象，也才能激励客户进行口碑传播，如果把品牌宣传和培养消费者忠诚度的效果都算上的话，其实还是划算的——看看网上铺天盖地的新蛋Fans对于新蛋送货速度的称赞就知道了。
看到Startup Review上对于Zappos.com高速发展原因的分析，其中一条也和送货有关，而且也是under promise, over deliver：
“So while the competition was sending shoes 5-7 day ground, Zappos.com decided to do it far better – next day air for free. Zappos.com was also clever in how they rolled out this policy. They didn’t just announce free next day shipping on the site, they surprised customers individually. So when a customer thought their shoes would be coming in 3-7 days, they got an e-mail that said they’d been upgraded to overnight air because they were a valued customer – a small gesture that really makes an impression on the consumer. ”
翻译过来，大意是：
别家送货（鞋子）都需要5到7天的时候，Zappos.com决定提供更高速的物流服务——免费的隔天送货上门服务。更绝的是，Zappos.com耍了个小花招，他们并没有在网站上宣传说“大家好，我们给你们提供第二天就送到家的免费高速快递哦”，相反，他们用这种高速快递给每个客户惊喜的感觉。每当客户下了订单，预期要等3到7天后才能收到货的时候，Zappos.com会给客户发一封邮件说“您好，您的送货方式已经被免费、自动升级成Overnight Air（隔天到达航空快递）——因为您是我们宝贵的客户。”——利用这个机会，在客户面前展示自己“在乎您”的姿态，把客户感动得稀里哗啦的……
这又是一个高成本执行的Over Deliver的例子，一方面是实际的物流成本，另一方面是由此带来的（可能的）更高的退货率的成本。
很多时候，真的很难去计算说某个具体操作的ROI是多少，投入这么多到底是亏还是赚。只是有一点是肯定的，你往往要多做一点，超过客户预期一点，才会在客户心里留下较深的印象，也才能激励他帮你做口碑宣传。——至于这个“多一点”值不值得，其实不一定。
Top 10 tips for exceeding customer expectations
http://www.callcentrehelper.com/ ... ectations-13474.htm
Surprising a customer by exceeding their expectation is a great way to make sure they’ll be back in the future. Matthew Brown shares ten tips on how call centre staff can go that extra mile.
1. Empathise
Earning customer trust is vital. Keeping customer interests at heart is an essential mindset for success, and that can be achieved through empathy.
“Try to think of things from the customer’s perspective and be more empathetic. For instance, for a customer service inquiry or complaint , I would put myself in the customer’s shoes and ask ‘how would I like to be treated?’ and then figure out the best way to do that,” says Nik Nesbitt, CEO of KenCall, East Africa’s largest call centre.
2. Take ownership of the problem
Customers can be passed around call centre departments without their problem being resolved. This can be frustrating and time consuming for the customer. It can also damage a call centre’s reputation. But customer service agents can stop the cycle of calls and buck-passing by taking ownership of the problem themselves. Call Centre Helper’s Agent of the Month for August 2010 is a prime example.
Thomas Middleton, customer service agent at HomeServe, took ownership of a problem validating an electrical appliance guarantee. By personally ensuring that the problem was sorted out, Thomas impressed with his professional manner.
3. Follow up
Even after a problem is resolved a customer service agent can exceed expectations by following up with the customer. A brief call to check that the product or service is working satisfactorily can show the customer that the business has taken their problem on board and is seeking to avoid similar situations in the future. It can also serve as a useful feedback tool for the business – as a check on the effectiveness of their problem-solving.
4. Treat customers fairly
Fair treatment of customers may sound obvious, but it runs deeper than just the dealings between agent and caller. Maria Opuni, Call Centre Director at DDC Outsourcing, has developed a strategy built around treating customers fairly (TCF), a phrase borrowed from the Financial Services Authority.
“People often see customer service in a very linear way, as being just the conversation, but it’s a lot more. For example, if a customer asks us not to call them again then we have a responsibility to disposition calls appropriately, and if we don’t we run the risk of calling them when they don’t want to be called,” says Opuni.
Ultimately, treating customers fairly is about putting them at the heart of everything, and ensuring that agents and support systems can work around their needs.
5. Find a balance
Call centres often struggle to balance their business needs with the needs of customers. Performance monitoring can place a certain set of pressures upon staff. For example, if a caller’s query takes a long time to resolve, the agent may be tempted to provide a simple but not completely effective solution to save time, when the best customer service outcome would be to take time to resolve the caller’s issue. Clive Turner, former customer care manager for Nokia and now a consultant, sees this balancing act as a big challenge for both agents and managers.
“That balance is incredibly important, and it’s challenging because not all products are the same. Depending on the product or service you are supporting, those business variables can change tremendously,” says Turner.
Agents should feel able to stay with a caller for a longer time than usual if required in order to solve the problem properly.
6. Try to become an expert in your field
Customers can now find answers to their questions online, and only call in when a question is too complicated, according to Joe Doyle, Marketing Director EMEA at Sitel.
“The more sophisticated answers have become the domain of the call centre. Call centres need more skilled agents, more judgement, more wherewithal to solve complex problems quickly – and handle escalation in a valuable way,” says Doyle.
Agents could try to learn as much as possible about the products and services they represent. Learning about competitors may also help. The more knowledge an agent has, the more professional they will sound during a call when asked a question. They’ll also save time rather than having to look things up.
7. Make recommendations
Customers expect call centre agents to try to sell them things, but they won’t necessarily expect to receive recommendations for products or services from other companies. It isn’t a good idea to glow with enthusiasm for a direct competitor but during the course of a customer service conversation opportunities arise for agents to show their expertise. If you’re dealing with faulty electrical goods, for example, and a customer seems lost as to what to do, why not tell them about any relevant experiences of your own? Alternatively, if you can’t help with a customer’s query, try recommending somewhere else to try. Honesty builds trust, and the customer will see that the agent isn’t just a company mouthpiece.
8. Ditch the script
Scripted calls can sound robotic. They also reduce the true engagement possible in a real conversation. Replace jargon with clear, concise language.
“Be human, not a robot, and say it like it is. Our customers expect us to say what we’re going to do, when we’re going to do it and to actually do it within that time,” says Emma Portch, Customer Service Advocate at Cable & Wireless Worldwide.
“I get a bit of a buzz from being able to call a customer and tell them that an issue has been resolved and that we’ve been able to achieve that ahead of schedule.”
That kind of buzz drives great service. A robot could never match it. Robots don’t have emotions, after all.
9. Take time to reflect
Regular discussion with colleagues can help call centre agents discover their strengths and weaknesses. Cable & Wireless Worldwide offers staff the opportunity to complete an NVQ in Customer Service.
“It was a great opportunity to look at my skills, improve them, and look at the things I do really well that I can pass on to colleagues,” says Emma Portch.
Exchanging skills and knowledge will make a whole team stronger. If an agent shares an effective way of doing something with the whole team, then customers will receive a higher standard of service consistently – rather than having very different experiences each time they call.
10. Stop trying to exceed expectations?
Maybe trying to exceed customer expectations isn’t as effective as simply meeting them. A study published in the Harvard Business Review earlier this year entitled ‘Stop Trying To Delight Your Customers’ by Dixon et al. found that the biggest factor affecting call centre customer loyalty was the amount of effort it took to have their issue resolved.
In simple terms, less effort equals happier customers, and everything else is minor in comparison.
Psychology of Marketing: Under-Promise and Over-Deliver
http://www.business2community.co ... ise-deliver-0848185
April 15, 2014
As it turns out, consumers are pretty simple. If their purchase does what its sellers said it would do, they’re happy. If it doesn’t, they’re disappointed.
This harkens back to the popular idea that happiness = reality – expectations. If reality exceeds what you had hoped for, you’re content even if other people think the outcome was bad. For instance, say you expected a 60 on a physics exam in college. Upon receiving a 70, you’re overjoyed (or at least satisfied) — despite it being still a C — because it’s better than you thought you would do. Happiness, then it would seem, is relative rather than absolute.
Source: waitbutwhy.com
Admittedly, this is a vast oversimplification of human behavior. However, it’s been shown that in marketing, this is typically the case. According to one study, customer satisfaction is inversely proportional to customer expectations.
It would seem then, that it’s a good idea to boost happiness by lowering expectations. But of course, this is not how our society and economy work. We constantly demand bigger and better, so much so that “new” and “improved” are some of the most effective words in marketing. In addition, consumers have been building up knowledge of what they should expect in certain situations since birth. So unless you’re the producer of the equivalent of the first personal computer, you have little to no control over what their expectations are.
Instead, promise the basics and then some – everything you can guarantee delivery on, and be consistent about it. Consumers are simple, remember? But under the hood, keep working. No one ever became successful on 100% effort; it’s the extra 10% that are going to boost the consumer’s “reality” high enough to make happiness positive. In other words, under-promise what you know you can do, and then over-deliver.
As Adrian Swinscoe at Forbes.com says, “Unless you have perfect delivery in all areas of your business, having a strategy based on delight or “wow” is not likely to pay as well as a strategy that eliminates disappointment first.”
Interestingly, this principle has been shown to apply to attraction as well. Viewers of TV shows, potential romantic partners, and so on like people who are initially cold and aloof, but eventually show that they’re soft and likeable on the inside. A classic study by eminent psychologist Elliot Aronson showed that people like the people who turned around more than even people who were friendly from the start. People who play “hard to get” are implicitly employing this tactic.
There is, nevertheless, one further problem with the tactic of under-promising and over-delivering: it’s impossible for outsiders to measure. Of course, marketers who employ this strategy would set off a PR disaster if they admitted to underselling to create this satisfaction effect. Thus, it remains to be seen how prevalent this is in the industry.
How to successfully promise and deliver
4 May 2012
Stephen MR Covey has been busy with his friends and come up with another book helping us deal with the issue lacking in the corporate and social word – Trust.
The Occupy protestors, the resistance to the G8 meetings, something has gone wrong and business is seen as being exploitative rather than being trust-worthy. With that much pressure against us, how do we be trust-worthy to our team, our customers, and the community at large?
In “Smart Trust: Creating prosperity, energy and joy in a low-trust world” we see a blue print that was started in “The Speed of Trust: The one thing that changes everything“.
One take-away from the book is leaving behind the ‘Under Promise/Over Deliver’ strategy that has been a cornerstone of marketing for decades, and embrace ‘Promise/Deliver-Over Deliver’.
Visualise this as a matrix and you get…
If you ‘Under Promise/Over Deliver’, are you in fact lying? Are you causing that customer to be underwhelmed? If they don’t think that you aim for gold, are they likely to find someone who does promise the spectacular results they want?
Is that being authentic?
Yet another book on Trust, you might say, but it’s still a fairly untapped topic and I believe there is more to be said.
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