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Customer Satisfaction May Be the Wrong Target

Customer satisfaction has been treated like the golden calf of business for years. Companies send surveys, collect ratings, measure smiley faces, and proudly announce that 87% of their customers are “satisfied.” Wonderful. That and five dollars might get you a coffee, assuming your satisfied customer does not buy it from someone else. Because here is the uncomfortable truth: satisfied customers still disappear. They do not always complain. They do not always leave angry. They just drift away quietly, like relatives after dinner when someone mentions helping with the dishes. Satisfaction is nice, but it is not the finish line. The real goals are customer acquisition, customer experience, and customer expansion. In plain English: get the right people’s attention, give them a reason to buy, deliver an experience worth remembering, and create enough value that they come back, buy more, and tell other humans. Most businesses spend a lot of time

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The New Business Killer: Obscurity

The biggest problem most small businesses face today is not poor service, weak products, or lack of effort. It is obscurity. A business can be

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From Laundries to Algorithms: What Displaced Workers Build Next

Christopher Green, a local storyteller, blogger, and retired lawyer, recently recounted a grim but revealing episode from the late 19th century: a disgruntled customer shot the owner of a Chinese laundry after claiming he’d received the wrong clothes. The violence was shocking, but what lingered was the broader context behind

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Raising Money in Uncertain Times

For the most part, venture funding has been robust over the last ten years, the best since the dot.com boom of the late 1990s. This latest boom was driven by the unusually high valuations for tech startups doing seed rounds and initial public offerings. Profitability was not the objective; instead,

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What Happens When Leaders Learn to See What Others Miss?

On May 2 and 3, a small group of 21 business professionals gathered at the Inn at the Quay for something unusual. Not another strategy session. Not another networking event. A two-day immersion into a skill most leaders rely on—but few have ever been formally taught: Intuition. This marked the

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