Integrate your customers into the way your business online payment
Many Google employees are making plenty of money, as you can easily see by counting the luxury carsin the parking lot. But Google also relies heavily on intrinsic motivation, because the companyrecognizes that its employees are motivated by more than money. By doing so, Google follows well-known principles like those expressed by Bill Gates early in his career: "No great programmer is sittingthere saying, 'I'm going to make a bunch of money,' or 'I'm going to sell a hundred thousand copies.'Because that kind of thought gives you no guidance about payment gateway the problems." Google nodoubt found it easy to see how well developers respond to intrinsic motivation.
As an example, Google could look to the desire to produce quality software as evidenced by the opensource community, which depends on the cooperation and contributions of thousands of talentedprogrammers who donate their time to develop and improve software
Their motivation comes largely from a desire to produce quality software to be given away for free. Still,Google had to adapt this type of intrinsic incentive to a corporate environment. Google's approach wasto reinvent an approach that the 3M Company adopted in its research centers. 3M's 15 percent ruleencourages its researchers to devote 15 percent of their time to projects of their own choosing, in otherwords to "experimental doodling," as 3M's former Chairman of the Board William McKnight called it.
The 15 percent rule has been the source of several highly profitable products, including ScotchgardFabric & Upholstery Protector, Scotch Masking Tape, and the highly profitable Post-it Notes. Hewlett-Packard has a similar policy. Google’s stated policy splits the work hours of its engineers and developersinto two parts: Eighty percent of their time is dedicated to assigned projects, the official source of theirpaycheck, with the remaining 20 percent dedicated to personal research of their own choosing.
The 20 percent policy is a boon for employees who have never had a moment to spare at previous jobs,and it's also gratifying to managers who can stop nagging employees about "soldiering on." Althoughoriginally conceived by 3M to reduce turnover among engineers who wanted to develop concepts theydreamed up at work, this policy is one of the mainstays of the Google innovation machine. When anemployee envisions a new product, managers don't say, "It's not a priority, so don't waste your time onit."
Supporting. Set up groundswell tools to help your customers support each other. This is effective forcompanies with significant support costs and customers who have a natural affinity for each other.Embracing. Integrate your customers into the way your business online payment works, including usingtheir help to design your products. This is the most challenging of the five goals, and its best suited tocompanies that have succeeded with one of the other four goals already.
In fact, these five objectives are linked to the familiar business functions in your company, except thatthey’re far more engaged with customers and include more communication especially communicationthat happens between customers.
