If you make bad product, I can’t teach you to make a good product.” “As a business leader, I can fix almost anything, but there’s one thing you cannot fix. As a business builder, I can fix almost anything, but there’s one thing you cannot fix: If you make bad product, I can’t teach you to make good product.” “When I discovered Breville had this capability, the deal was closed for me. Jim had already checked out Breville’s financials and found healthy profit margins and a clean balance sheet, but the sales reps had, unconsciously, sold him on the CEO role, too. What is far more unusual is a company that can succeed across multiple categories, where they don’t have a deep domain of niche knowledge to draw upon. They know everything there is to know about that one thing, so you tend to see single-category companies do well on a global scale.” The reason that was such a big deal for me was that I had spent six years in the consumer electronics industry and what I had seen was that successful companies tend to focus on a single category. “They pointed out many other products, claiming Breville was the best at those as well. He always went in asking for a rival brand and every time he got cross-sold to Breville, an experience he found “astounding”. Each day, he would head to the Sur La Table store and approach a sales representative, claiming he wanted to buy his wife a mixer, then a food processor and then an espresso machine. Breville CEO Jim Clayton first knew the company was something special when he did some undercover sleuthing at the Las Vegas Consumer Electronics Show.
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