![]() ![]() So we all try to listen to each other as much as possible." If the people actually implementing the CEO's vision don't believe in his idea, we know it won't work. If the CEO has a big idea to change the direction of the business, he needs to get buy-in from the whole business, explaining why we're doing what we're doing. "This is a perfect example of letting everybody in your company have the ear of the CEO. We try very hard to communicate across all teams," he explains. "Our 'customer happiness' (also known as customer service) team is in the perfect position to know what customers actually want. ![]() He says this competition is so important because the people who spend the most time with customers often have the least input with senior management, "and that's a travesty because contact with your customer is going to be what generates your best ideas." O'Connell says about two years ago, as was really beginning to grow, "it was still possible to grab a drink after work with the CEO or your manager, but not everybody was comfortable doing that." The company invests these funds in top-tier winemakers around the world to make wine exclusively for. It has over 200,000 customers, called Angels, who invest directly in winemakers by setting aside $40 per month, all of which goes towards their next purchase. is a privately funded online wine company that helps wine lovers "drink like the rich and the famous" by crowd-funding winemakers. has implemented an "internal Shark Tank" competition in the office - and the company's marketing manager Ryan O'Connell says it has not only boosted company morale, but it's also brought "more impressive, out-of-the-box ideas to the table than any traditional marketing strategy we've had." As it turns out, this concept doesn't just make for good TV.
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