Reflections--the stoic way!

When you read the @perceptyx report and read a follow through article on @forbes magazine, you start to look back at organizations and people you worked with and you see many of them, who you left a decade or more back, still remain there though they looked like quitting any day.. This is not uncommon and so Perceptyx report is a reality that we didn't want to acknowledge for decades...worst part is the lost decades... Look at snapshots below and check these articles..  It's Time To Talk About The ‘Working Dead,’ The Unhappy, Unmotivated Remainers Who Didn’t Quit In The Great Resignation (forbes.com) Oct 28, 2021, 10:57am EDT | 17,865 views It's Time To Talk About The ‘Working Dead,’ The Unhappy, Unmotivated Remainers Who Didn’t Quit In The Great Resignation!  ... Perceptyx: One Third of All Employees Are ‘Working Dead’ — Unhappy, Unmotivated and Staying Put Research reveals widespread dissatisfaction among US workers, but ‘antidote’ is within reach October 28, 2021 09:00

Courtesy HBR article...  The 30 Elements of Consumer Value: A Hierarchy (hbr.org) Understanding Consumer Decision-Making with Means-End Research - Rockbridge (rockresearch.com) Many of the studies involved the well-known interviewing technique “laddering,” which probes consumers’ initial stated preferences to identify what’s driving them In our research we don’t accept on its face a consumer’s statement that a certain product attribute is important; instead we explore what underlies that statement. For example, when someone says her bank is “convenient,” its value derives from some combination of the functional elements  saves time,   avoids hassle,   simplifies,  and  reduces effort.   We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms.  These elements fall into four categories: functional, emotional, life changing, and social impact. Our model traces its conceptual roots to the psychologist Abraham Maslow’s “hierarchy of needs,

  When customers evaluate a product  or service,  they weigh its perceived value against the asking price. Marketers have generally focused much of their time and energy on managing the price side of that equation, since raising prices can immediately boost profits. But that’s the easy part: Pricing usually consists of managing a relatively small set of numbers, and pricing analytics and tactics are highly evolved. What consumers truly value, however, can be difficult to pin down and psychologically complicated. How can leadership teams actively manage value or devise ways to deliver more of it, whether functional (saving time, reducing cost) or emotional (reducing anxiety, providing entertainment)? Discrete choice analysis—which simulates demand for different combinations of product features, pricing, and other components—and similar research techniques are powerful and useful tools, but they are designed to test consumer reactions to preconceived concepts of value—the concepts that m