This is the eighth in a series of interviews with CEOs that were included in a book I wrote in late 2010 called RARE Business. It was a collection of thoughts, ideas and strategies to help businesses ‘build better relationships with their customers and their people’. You can pick up an electronic copy of the book for free by clicking on the SECOND button down in the left hand column or by clicking here.
The interviews were included to supplement my own thoughts and experience and add richness, depth and context. In the interviews, I asked them what they have done to drive their business’ success, customer focus and how they have built their employee and customer engagement.
The last interview in the series was with Henry Stewart of Happy and is featured in Create an enjoyable customer experience and get a Net Promoter Score of 70%.
This time round it is the turn of Alison Fydler of Firefish. Founded in January 2000, Firefish has rapidly progressed to become the largest independent qualitative research company in the UK. They are still going from strength to strength and have recently opened another office in the Netherlands. What makes them stand out is that they provide the very best research and insight to some of the most successful and influential companies across the world. To do this they maintain and develop their passion for brands, their communication and the cultural worlds in which they exist. This is manifest in the dynamic and creative approach to research questions that they are proud to be known for.
Alison Fydler, Firefish’s Chairman, agreed to talk to us and share some insights about what has made her business so successful in retaining customers, building a great team and driving repeat business and growth.
Here are some of her insights:
This is another great example of an established business that is leading its industry, empowering its team and delivering value for its customers.
Can you learn anything from their approach?
Thanks to 10ch for the image.
12 Comments
Hello Adrian
This really speaks to me. Honestly, how many Tops actually love the business that they are in and responsible for leading/managing? How many of them even get out of the Ivory Tower and get immersed in the business – actually participate in the making and doing of stuff like Jobs did?
Excellence: the prevailing myth is the excellence is the norm. It is not and most are not excellent. I’d say this is the age which looks down on excellence. There is even a motto: get the 80% right quickly and ship rather than focus on getting 100% right. I am not saying this is right or wrong – I am just pointing out what occurs to me as being so.
Clarity on what you do – the business that you are in and also your value proposition (the bargain you are striking up with the customer) – is lacking in many companies. Maybe it was there once and then things get added on and eventually you end up with a ‘dog’s dinner’.
thank you for putting this into the world, really resonated with me.
maz
Hi Maz,
Always pleased when a post/story resonates with someone.
Wouldn’t it be great if everyone in an organisation had to take a turn to do stuff, make stuff and deal with people….what sort of impact would that have on understanding, empathy, culture, team-building and innovation? May, in the short run have a negative impact on productivity but if we want to do things differently then we have to do like Apple and Think Different.
Adrian
Adrian,
They have a nice virtuous circle going on
Be clear about what you are going to do
Focus on being excellent
Learn from your mistakes
Train your people
Enjoy your work
And repeat
Obvious really
James
Hi James,
Obvious and simple indeed. Shame that many companies lose that when they try and ‘scale’. There is an argument for keeping things not small but smaller so we can more easily retain the love, excellence and clarity otherwise we start to suffer from diminishing returns. Don’t you think?
Adrian