René Freudenberg

Invitado: René Freudenberg, CEO de Interlub Group.

Cómo ser diferentes en un mercado donde la creatividad, razonamiento e innovación son características muy buscadas pero poco aprovechadas realmente por las empresas.

En este episodio de MARKETING PLAYERS, Edgardo y Toño reciben a René Freudenberg, CEO de una de las empresas B2B más atípicas; Interlub Group | The Uncommon Lubricant Company. Conoce más sobre las estrategias e innovación que exige la industria en este sector y cómo… Mostrar más

Invitado: René Freudenberg, CEO de Interlub Group.

Cómo ser diferentes en un mercado donde la creatividad, razonamiento e innovación son características muy buscadas pero poco aprovechadas realmente por las empresas.

En este episodio de MARKETING PLAYERS, Edgardo y Toño reciben a René Freudenberg, CEO de una de las empresas B2B más atípicas; Interlub Group | The Uncommon Lubricant Company. Conoce más sobre las estrategias e innovación que exige la industria en este sector y cómo tener éxito siendo disruptores. Mostrar menos

Friction gets a bad rap. The world sees it as something it needs to eliminate because it generates wear and waste. It’s no surprise, then, that there’s a business best-seller by Roger Dooley, Friction, that declares war on friction, from a customer-experience perspective. Even Amazon’s Jeff Bezos says that his secret to success is eliminating friction. But is this true? Do we really want to eliminate friction?

In this article, we share three insights that have come from our questioning of the principles preached by traditional business wisdom to become successful: (1) have a clear vision, (2) develop concrete plans, and (3) define metrics to measure your progress. How useful are bold visions of the future if uncertainty blinds us today?

We live in a world where everybody wants more “flow.” It may be cash flow, customer flow, process flow or personal flow.

As a successful lubricant company that assures processes flow at some of the most important global industrial companies, including leading automotive, container glass, mining, and steel makers, and that exports its tribological solutions to 37 countries, we've learned a thing or two about “flow” and how to identify the points of friction that limit you or your… Mostrar más

We live in a world where everybody wants more “flow.” It may be cash flow, customer flow, process flow or personal flow.

As a successful lubricant company that assures processes flow at some of the most important global industrial companies, including leading automotive, container glass, mining, and steel makers, and that exports its tribological solutions to 37 countries, we've learned a thing or two about “flow” and how to identify the points of friction that limit you or your organization’s potential to thrive and move the world we live in. Mostrar menos

A phrase we’ve all heard at least once in our board meetings is that “We have to innovate!” This is especially true in organizations that lack growth, have eroding margins, and high employee turnover. In turn, organizations hire innovation consultants, launch innovation campaigns, and facilitate innovation workshops. Unfortunately, only 15% of these initiatives produce the expected results. It’s safe to say that real innovation requires much more than wishful thinking. We argue you have to… Mostrar más

A phrase we’ve all heard at least once in our board meetings is that “We have to innovate!” This is especially true in organizations that lack growth, have eroding margins, and high employee turnover. In turn, organizations hire innovation consultants, launch innovation campaigns, and facilitate innovation workshops. Unfortunately, only 15% of these initiatives produce the expected results. It’s safe to say that real innovation requires much more than wishful thinking. We argue you have to innovate the way you think, before thinking about innovation. Mostrar menos

En esta conferencia, Rene Freudenberg, CEO de Interlub Group | The Uncommon Lubricant Company invita a la comunidad empresarial desafiar los paradigmas empresariales más comunes.