20030826
Critique of Tufte
Three critiques:
"1. Most of his high density data depictions are works of art and not practical for rapid or real-time analysis.
2. His data is typically mired in flat 2-D depictions for paper display
3. His complex data depictions don't necessarily provide enlightenment."
The first point I have verified with first-hand experience. The coolest chart with high data density is hard for people to digest that are used to the less dense, but familiar, charting formats. At work, we have a 'driver chart' that is VERY useful for understanding what aspects of the business to improve and in what priority. The problem is that you spend more time explaining the meaning of the chart then you do discussing the information contained by the chart.
The second point seems to jive with my general sense that Tufte doesn't seem to 'get' the web or interactivity. His approach seems to favor 'static' visualization.
The third point isn't a critique of Tufte as much as it a statemtent of how people can misuse Tufte's visualization advice.
Three critiques:
"1. Most of his high density data depictions are works of art and not practical for rapid or real-time analysis.
2. His data is typically mired in flat 2-D depictions for paper display
3. His complex data depictions don't necessarily provide enlightenment."
The first point I have verified with first-hand experience. The coolest chart with high data density is hard for people to digest that are used to the less dense, but familiar, charting formats. At work, we have a 'driver chart' that is VERY useful for understanding what aspects of the business to improve and in what priority. The problem is that you spend more time explaining the meaning of the chart then you do discussing the information contained by the chart.
The second point seems to jive with my general sense that Tufte doesn't seem to 'get' the web or interactivity. His approach seems to favor 'static' visualization.
The third point isn't a critique of Tufte as much as it a statemtent of how people can misuse Tufte's visualization advice.
Exemplary service drives loyalty
"Anybody can run an ad or put up a sign that says great customer service, but it really boils down to employee empowerment."
I like this guy's message. He is also pointing out the externality of loyalty... But again, I'm frustrated that there's no method given to quantify loyalty. I mean are managers expected to just hedge their decisions based on some vague idea of customer loyalty or is there some method to understanding the effect on loyalty of a particular decision?
Maybe I'll check out his new book.
"Anybody can run an ad or put up a sign that says great customer service, but it really boils down to employee empowerment."
I like this guy's message. He is also pointing out the externality of loyalty... But again, I'm frustrated that there's no method given to quantify loyalty. I mean are managers expected to just hedge their decisions based on some vague idea of customer loyalty or is there some method to understanding the effect on loyalty of a particular decision?
Maybe I'll check out his new book.
I got fired. Not by the boss—I was fired as a customer
Jeffrey Gitomer is one ticked off customer. He was fired, as a customer, by his bank were he had an account for 10 years.... This is a classic case of the unique impact customer loyalty (or in this case disloyalty) can impact your business. Your business's investment in customer loyalty is the only investment it will make that self-perpetuates. I don't mean like compounding interest. I mean customers walk around and tell other customers and potential customers how they feel about your company which in turn impacts those customer's behavior.
This effect is similar to the economics of networks. The more happy your customers are, in sum, the more they'll spread the word and the more customers you'll have.
When Jeffrey's ex-bank made the decision, on economic grounds, to fire some of its less profitable customers, it didn't factor the cost of the disloyalty that this would cause. It treated the newly disloyal ex-customers as externalities. This is a mistake because the disloyalty created fosters disloyalty in the pool of existing and potential customers, impacting future revenue.
The problem for managers is to quantify customer loyalty... Once they've done that, all costs will be accounted for.
BTW, Jeffrey has written a book that is getting pretty good ratings at amazon. I haven't read it, though, so I can't give a personal recommendation. He is a consultant and journalist. His website is sales oriented.
Jeffrey Gitomer is one ticked off customer. He was fired, as a customer, by his bank were he had an account for 10 years.... This is a classic case of the unique impact customer loyalty (or in this case disloyalty) can impact your business. Your business's investment in customer loyalty is the only investment it will make that self-perpetuates. I don't mean like compounding interest. I mean customers walk around and tell other customers and potential customers how they feel about your company which in turn impacts those customer's behavior.
This effect is similar to the economics of networks. The more happy your customers are, in sum, the more they'll spread the word and the more customers you'll have.
When Jeffrey's ex-bank made the decision, on economic grounds, to fire some of its less profitable customers, it didn't factor the cost of the disloyalty that this would cause. It treated the newly disloyal ex-customers as externalities. This is a mistake because the disloyalty created fosters disloyalty in the pool of existing and potential customers, impacting future revenue.
The problem for managers is to quantify customer loyalty... Once they've done that, all costs will be accounted for.
BTW, Jeffrey has written a book that is getting pretty good ratings at amazon. I haven't read it, though, so I can't give a personal recommendation. He is a consultant and journalist. His website is sales oriented.
20030805
Online forms standard gets a push
Forms are the only(?) web-based technology to get customers to give feedback (via surveys or comment boxes). So this story bares good news. With standards come tools.
Forms are the only(?) web-based technology to get customers to give feedback (via surveys or comment boxes). So this story bares good news. With standards come tools.
20030801
Wired News: Antispam Bills: Worse Than Spam?
"'I don't need blacklists,' said Graham. 'My own software is better than I am at deciding what is spam and what is not.'" Exactly!
"'I don't need blacklists,' said Graham. 'My own software is better than I am at deciding what is spam and what is not.'" Exactly!
