Offers data-driven proof that products and services appealing to customer’s emotional needs outsell the competition Provides a clear method and set of tools to enable companies to develop high emotion products and services Includes case examples from a wide variety of industries Emotion is the single greatest lever in building enduring relationships with customers—it’s what makes them not just purchase a product or service, but get excited about it. Leading companies do more than produce things that work better. They address their customers’ emotional needs—they make them feel better. But this isn’t something you can add on after the fact. Your products and services must be built to love from the very start. This book shows you how. Peter Boatwright and Jonathan Cagan have worked on product and brand strategy with market leaders like Apple, Whirlpool, International Truck, PG&E, and many others. They’ve found that to really connect with customers emotions must be generated by the product itself, not simply tacked on through advertising. And they prove the bottom-line value of product-driven emotion by analyzing the stock performance of companies that sell high-emotion products and through data that show people are willing to pay more for products with emotionally-rich features. After showing that authentic product emotion really does pay off, they move on to how—how emotion can be broken down into its core building blocks, how it is then used to develop new products and services, and how product touchpoints —in particular visual touchpoints — deliver those emotions. Engaging case studies from a variety of industries will help you understand how to integrate emotion into your products and services, regardless of the nature of your business. Emotion is fundamental to all that is human, including the products we enjoy. Built to Love will help you gain loyal, even fanatical customers by going beyond mere efficiency and speaking to their deepest needs and wants.

• Offers data-driven proof that products and services appealing to customers emotional needs outsell the competition

• Provides a clear method and set of tools to enable companies to develop high emotion products and services

• Includes case examples from a wide variety of industries

 

Emotion is the single greatest lever in building enduring relationships with customersits what makes them not just purchase a product or service, but get excited about it. Leading companies do more than produce things that work better. They address their customers emotional needsthey make them feel better. But this isnt something you can add on after the fact. Your products and services must be built to love from the very start. This book shows you how.

Peter Boatwright and Jonathan Cagan have worked on product and brand strategy with market leaders like Apple, Whirlpool, International Truck, PG&E, and many others. Theyve found that to really connect with customers emotions must be generated by the product itself, not simply tacked on through advertising. And they prove the bottom-line value of product-driven emotion by analyzing the stock performance of companies that sell high-emotion products and through data that show people are willing to pay more for products with emotionally-rich features.

After showing that authentic product emotion really does pay off, they move on to howhow emotion can be broken down into its core building blocks, how it is then used to develop new products and services, and how product touchpoints in particular visual touchpoints deliver those emotions. Engaging case studies from a variety of industries will help you understand how to integrate emotion into your products and services, regardless of the nature of your business.

Emotion is fundamental to all that is human, including the products we enjoy. Built to Love will help you gain loyal, even fanatical customers by going beyond mere efficiency and speaking to their deepest needs and wants.

How to Succeed When You Change Jobs Part Three of a three-part series of a series of practical guidebooks on work transitions. These new books guide new hires-and their managers-step by step through the "breaking-in" process that is absolutely essential for helping new employees thrive. It is relatively easy to get new hires to be competent to perform the basic tasks they were hired to do. But success on the job is due to much more than that. It comes from understanding how the organization really works-the unique aspects of how things get done in that particular organization. And it comes from learning how to "fit in"-knowing how to get accepted, get respected, and earn credibility.

The three books in the series are:
How to Succeed in Your First Job: Tips for New College Graduates
Helping Your New Employee Succeed: Tips for Managers of New College Graduates
So, You're New Again: How to Succeed When You Change Jobs

Built around author Ed Holton's dynamic 12-step process-extensively field-tested and firmly grounded in research-these three volumes give new college graduates and their supervisors, as well as seasoned professionals who've changed jobs, essential insights and tools for mastering a variety of transition challenges.

Given the high costs associated with new employee turnover, no organization can afford to leave the new employee assimilation process to chance. Corporate human resources directors, managers of new employees, individual employees making job transitions, and career counselors alike will find powerful and practical new ideas and tools in these essential handbooks.

• Help new hires, whether just out of college or in a mid-career job change, understand and adapt to the culture of an organization-the real key to long-term success
• Uses a dynamic, field-tested, easy-to-follow 12-step process

Forms and transforms in people, they become strong, focused, and vibrant-and wonderful things can happen. But when the spirit is down, nothing else seems to make a difference-because not too much happens. Many of us today find ourselves trapped in just such organizations. The spirit in our workplace, to say nothing of our own spirit, is getting a little tattered, showing the early stages of what Harrison Owen calls "Soul Pollution." Those in the advanced stages may find themselves plagued by exhaustion, high levels of stress, and the abuse of just about anything in sight, including spouses, substances, and fellow workers. So what is the secret to transforming organizations? The answer, says Owen, is simple: we must consciously be what we already are-natural, open, self-organizing systems. In The Power of Spirit, Owen examines the world of Spirit/Consciousness in organizations and offers help to those who find themselves dreading another day on the job in an organization seemingly bent on its own destruction, as well as the destruction of its members. He draws from what we are now learning about self-organizing systems to provides a practical application to the world of organizations, revealing the ways in which Spirit shows up in new, emergent organizational forms. Widely known for his Open Space Technology-a broadly used meeting management tool-Owen now pushes well beyond that surface appreciation and suggests deeper applications and implications, showing how what has been experienced in a typical "great meeting" with Open Space can actually be a 365-day-a-year reality. For all those interested in Spirit and spirituality, particularly in the workplace, individuals who are feeling down and out and buried by Soul Pollution in the workplace, and for current practitioners of Open Space Technology who are wondering what comes after a "great meeting"-The Power of Spirit will offer a pathway to positive transformation.

• From renowned consultant Harrison Owen, the originator of Open Space Technology

• A new addition to Harrison Owen's Open Space book series

• Offers practical guidance on how to put theories of self-organization to work

We must take risks if we are to grow personally and professionally. Risks are a part of a fully-lived life. But in the commotion of today's fast-paced, technology-driven world, people have become disconnected from the wise counsel of their inner resources, hampering their ability to make meaningful choices. Consequently, risks are increasingly being taken in an impulsive, haphazard, and often reckless way. In Right Risk, Bill Treasurer draws on the experiences and insights of successful risk-takers (including his own experiences as a daredevil high diver) to detail ten principles that readers can use to take risks with greater intelligence and confidence. Right Risk is about taking more deliberate and intentional risks in an increasingly complex world. It aims to answer such questions as: How do I know which risks to take and which to avoid? How do I balance the need to take more risks with the need to preserve my safety? How do I muster up the courage to take risks when it is so much easier not to? How do I confront all those people who keep telling me what a mistake it would be to take the risk? And, most importantly, How do I make risk-taking less of an anxiety-provoking experience? Right Risk will help readers take risks with greater discipline, focus, and maturity-to confidently face life's challenges and take advantage of life's opportunities.

• Offers ten principles for taking intelligent risks
• While most books on the subject of risk urge people to avoid risk, Right Risk teaches readers how to risk wisely-how to take that risk they've always wanted to take
• Draws lessons from the extreme edge of risk. The author performed over 300 dives as the high-octane superhero "Captain Inferno"-while on fire!

Presents fresh research and powerful stories to give voice to a new generation of women driven by challenge and change Offers compelling advice on how to make wandering a life strategy, not just a series of unplanned events Includes probing questions and thought-provoking exercises to help readers find peace in life's chaos and confusion 2011 Axiom Award Gold Medal winner in the category of Women in Business There’s a new generation of high-achieving women today—confident, ambitious, accomplished, driven. And yet, as master coach Marcia Reynolds discovered, many of them are also anxious, discontented, and frustrated. They’re constantly questioning their purpose, juggling multiple roles, and reevaluating their goals. As a result they’re restless—they move from job to job, from challenge to challenge, almost on impulse. They’re wander women. Existing personal growth books, so focused on empowerment and encouragement, can’t help these women. They don’t need to find their voice—they know how to roar. They don’t expect balance in their lives—but they long to find peace in the chaos. They aren’t necessarily focused on gaining a seat in the boardroom—they want projects that mean something or businesses they run on their own. Reynolds helps wander women understand the roots of their restlessness and make their wandering a conscious strategy, not a reaction. Drawing on extensive research and interviews she illuminates the needs that drive their decisions and the core assumptions that lock them into rigid perfectionist patterns. She offers a wealth of exercises and practices that will enable wander women to reset their mental programming, discover new ways of finding direction, and thoughtfully choose and plan their futures, whether they climb the corporate ladder, find satisfaction below the glass ceiling, or set out on their own. For every woman plagued by frustration and self-doubt—“Will what I’ve done ever feel good enough?”—Wander Woman sets the stage to uncover the answers to life’s tough questions about meaning and purpose, significance and value, and the legacy you can leave from a life lived well.

If you work, you probably manage projects every day-even if "project manager" isn't in your official title-and you know how frustrating the experience can be. Using the familiar story of six blind men failing to describe an elephant to each other as a metaphor, David Schmaltz brilliantly identifies the true root cause of the difficulties in project work: "incoherence" (the inability of a group of people to make common meaning from their common experience). Schmaltz exposes such oft-cited difficulties as poor planning, weak leadership, and fickle customers as poor excuses for project failure, providing a set of simple, project coherence-building techniques that anyone can use to achieve success. He explains how "wickedness" develops when a team over-relies on their leader for guidance rather than tapping their true source of power and authority-the individual. The Blind Men and the Elephant explores just how much influence is completely within each individual's control. Using real-world stories, Schmaltz undermines the excuses that may be keeping you trapped in meaningless work, offering practical guidance for overcoming the inevitable difficulties of project work.If you work, you probably manage projects every day-even if "project manager" isn't in your official title-and you know how frustrating the experience can be. Using the familiar story of six blind men failing to describe an elephant to each other as a metaphor, David Schmaltz brilliantly identifies the true root cause of the difficulties in project work: "incoherence" (the inability of a group of people to make common meaning from their common experience). Schmaltz exposes such oft-cited difficulties as poor planning, weak leadership, and fickle customers as poor excuses for project failure, providing a set of simple, project coherence-building techniques that anyone can use to achieve success. He explains how "wickedness" develops when a team over-relies on their leader for guidance rather than tapping their true source of power and authority-the individual. The Blind Men and the Elephant explores just how much influence is completely within each individual's control. Using real-world stories, Schmaltz undermines the excuses that may be keeping you trapped in meaningless work, offering practical guidance for overcoming the inevitable difficulties of project work.

• Presents a set of simple, proven techniques that all can use to increase their projects' coherence and overcome common project difficulties
• Adds the ingredient most often absent from discussions of project work-you and what you can do to influence your own experience
• The Blind Men and the Elephant is a powerful metaphor for understanding project management