Why Seeing is SucceedingLee Chung of the Seattle Business Institute explains There are som

Why Seeing is Succeeding

Lee Chung of the Seattle Business Institute explains

There are some executives who get it right. They launch winning products, and have a feeling for what customers like and dislike. They do not depend on research or secondary information, and yet they know the market extremely well.

Take Steve Banks, developer of the best-selling personal finance software, Finax. He had noticed how difficult it was to use existing software products, and realised there was a gap in the market. Although 46 competing pack- ages were available when Finax was launched, it quickly succeeded in attracting the majority of customers.

Then consider the UK oil group which learnt that a new chain of hypermarket petrol stations was overtaking its own outlets. The competitor's success was due to a higher standard of service and facilities. The oil group's managers could have discovered this by going to observe these stations. for ten minutes. Instead the oil group contacted an agency to carry out more market research.

One of the Institute's most striking findings is that the best business strategists see things for themselves. They do not just analyse, but get out into the field with their customers, and gain first-hand experience of their products.

Successful executives base their strategies on reliable data about their clients' requirements.

A．Right

B．Wrong

C．Doesn't say