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Peak: How Great Companies Get Their Mojo from Maslow
After fifteen years of rising to the pinnacle of the hospitality industry, Chip Conley's company was suddenly undercapitalized and overexposed in the post-dot.com, post-9/11 economy. For relief and inspiration, Conley, the CEO and founder of Joie de Vivre Hospitality, turned to psychologist Abraham Maslow's iconic Hierarchy of Needs. This book explores how Conley's company "the second largest boutique hotelier in the world" overcame the storm that hit the travel industry by applying Maslow's theory to what Conley identifies as the key Relationship Truths in business with Employees, Customers and Investors. Part memoir, part theory, and part application, the book tells of Joie de Vivre's remarkable transformation while providing real world examples from other companies and showing how readers can bring about similar changes in their work and personal lives. Conley explains how to understand the motivations of employees, customers, bosses, and investors, and use that understanding to foster better relationships and build an enduring and profitable corporate culture.
274 pages, Hardcover
First published January 1, 2007
130 people are currently reading
5024 people want to read
About the author
Chip Conley
25 books154 followersAt the age of 26, Chip Conley started his own hospitality company, Joie de Vivre (JDV), and, as CEO for two-dozen years, expanded it into a collection of over 35 award-winning hotels, restaurants and spas – the second largest boutique hotel company in the U.S. The bestselling author of PEAK, Chip is a veteran practitioner of emotional intelligence in business and in his latest book, EMOTIONAL EQUATIONS, he takes us from emotional intelligence to emotional fluency. The preeminent thought leader at the intersection of psychology and business, Chip speaks around the world on finding meaning at work, is a regular blogger on The Huffington Post and his own blog at http://www.emotionalequations.com . Chip has been honored with the highest accolade in the American hospitality industry, the coveted ISHC Pioneer award, and was named the Most Innovative CEO – and JDV the "2nd Best Place to Work" – in the entire Bay Area by The San Francisco Business Times. He received his BA and MBA from Stanford University, and holds an Honorary Doctorate in Psychology from Saybrook Graduate School & Research Center, where he is the school’s 2012 Scholar-Practitioner in residence.
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Displaying 1 - 30 of 84 reviews
June 14, 2011
Usually I hate business books because they have one premise and it takes them 300 pages what could be told in one 5 page HBR article. But this book is different, Conley builds on the premise and I felt I learned new things all the way to the end of the book. It is a really compelling and insightful and gave me tons to think about re: both the products I sell and the people I manage. And it gives some pretty tangible examples that you can use in your own organizations. Highly recommended for anyone who has any sort of leadership role in an organization.
Want to read
September 24, 2010Just heard a talk by Chip which was very inspirational. He talked a lot about Abraham H. Maslow's hierarchy, and how it can be applied to employees, customers, and investors. Employee pyramid is: salary => recognition => calling. I thought his principles were similar to Tony Hsieh's book Delivering Happiness: A Path to Profits, Passion, and Purpose. He even mentioned this was true, and that Tony and 10 other companies that had great culture had all studied Maslow (Apple, Southwest, Google, Whole Foods, Zappos, etc).
The top of any pyramid is hard for most business leaders because it's the self-actualization - the intangible stuff, which can't be measured. And most business leaders are taught to run things by the numbers. Told a story to illustrate this about why Southwest doesn't charge fees for checking baggage. It's because they didn't want to make their flight attendants into baggage handlers - which is what happens on other airlines, where everyone tries to carry everything on to save money. Southwest flight attendants are happier than other airlines, and this leads to less employee turnover and higher customer retention. Which saves them money in the long run - it's just impossible to measure. He also noted that the hospital industry did an extensive survey of what the top hospitals in the nation had in common. The results: the nurses were happier and more involved in each one.
Looking forward to the actual book, of which I now have a copy!
The top of any pyramid is hard for most business leaders because it's the self-actualization - the intangible stuff, which can't be measured. And most business leaders are taught to run things by the numbers. Told a story to illustrate this about why Southwest doesn't charge fees for checking baggage. It's because they didn't want to make their flight attendants into baggage handlers - which is what happens on other airlines, where everyone tries to carry everything on to save money. Southwest flight attendants are happier than other airlines, and this leads to less employee turnover and higher customer retention. Which saves them money in the long run - it's just impossible to measure. He also noted that the hospital industry did an extensive survey of what the top hospitals in the nation had in common. The results: the nurses were happier and more involved in each one.
Looking forward to the actual book, of which I now have a copy!
November 26, 2010
I like the idea. However I'm always curious if these things are just too affected by survivor bias. Was this idea causal, or just correlated? Is it sufficient? Yes, I think that making sure people are engaged and motivated and well cared for are good things, even great things, but I'm not sure that's all you need for a successful business.
October 6, 2020
Una biblia para los empresarios/ emprendedores que quieres llevar su empresa al siguiente nivel y trascender! Escrito amigable y al mismo tiempo aplicable , las pirámides de Maslow son una verdadera herramienta de poder.
December 9, 2012
A good book and made more credible given its written by a CEO of an excellent hotel company.
October 5, 2013
Below are key excerpts from the book that I found particularly insightful:
1- "This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged."
2- "Maslow's message struck a chord with many business leaders. In essence, he said that with humans, there's a qualitative difference between not being sick and feeling healthy or truly alive. This idea could be applied to companies, most of which fall into the middle ground of not sick but not truly alive. Based on his Hierarchy of Needs, the solution for a company that wants to ascend up the healthy pyramid is not just to diminish the negative or to get too preoccupied with basic needs but instead to focus on aspirational needs. This idea is rather blasphemous for some. The tendency in psychology and in business has always been to focus on the deficits. Psychologists and business consultants look for what's broken and try to fix it. Yet, "fixing it" doesn't necessarily offer the opportunity for transformation to a more optimal state of being or productivity."
3- "1. Every company is organized based on a certain premise of human nature. 2. Most companies aren't very conscious of this fact and operate based on an outdated or short-term perspective, even though sustainable results might be better served by a different business approach. 3. Companies have a habitual "tendency toward the tangible," which means that financial results usually get more attention than relationship issues. 4. More and more business scholars and consultants are making the intangible of relationships and the human spirit more tangible, and many successful companies are leading the way with respect to how they reorganize themselves to pursue both profits and happiness."
4- "The Employee Pyramid: Money (Survival) - Creates base motivation, Recognition (Success) - Creates Loyalty, Meaning (Transformation) - Creates Inspiration."
5- "The Customer Pyramid: Meets Expectations (Survival) - Creates satisfaction, Meets Desires (Success) - Creates commitment, Meets Unrecognized Needs (Transformation) - Evangelism."
6- "The Investor Pyramid: Transaction Alignment (Survival) - Creates trust, Relationship Alignment (Success) - Creates Confidence, Legacy (Transformation) - Creates Pride and Ownership."
7- "Finding meaning in one's work—both in what you do daily d in the company's sense of mission—is one of the rarest but most valuable qualities anyone can have in their job."
8- "In reading Frankl's book and in studying dozens of meaning-driven companies, I've come to realize that workplace meaning can be dissected into meaning at work and meaning in work. Meaning at work relates to how an employee feels about the company, their work environment, and the company's mission. Meaning in work relates to how an employee feels about their specific job task. Pollard captures the potential synergy of this dichotomy with the following passage from his book, "As a person sees a reason for the task that is personally satisfying and rewarding and has the confidence that the mission of the firm is in alignment with his or her own personal growth and development, a powerful force is unleashed that results in creativity, productivity, service quality, growth, profit, and value.""
9- "Ironically, the two common elements that define companies that deliver on this level of the pyramid seem diametrically opposed to each other: technology (hard) and people (soft). Companies that know how to harness their technology and empower their people have the potential to deliver customized service that will translate into committed customers."
10- "Buffett represents a growing set of business leaders who believe that "companies obtain the shareholder constituency diat tiiey seek and deserve." He suggests that if companies "focus their thinking and communications on short-term results or short-term stock market consequences they will, in lar^e part, attract shareholders who focus on the same factors." In other words, just understanding your business plan isn't enough for business leaders. You need to also understand the motivations of your investors to ensure they're aligned with your own."
11- "If there's one constant theme in all three pyramids, it's t conventional wisdom is wrong. Conventional wisdom suggests that (1) money is the primary motivator for employees, (2) customers stay loyal when they're satisfied, and (3) investors are exclusively focused on the financial return on investment. As we've seen, these are simply base needs that ignore higher human needs. At the peak of the Investor Pyramid, it's ultimately a legacy, not liquidity, that people seek."
12- "As a guide, I often refer them to the Transformation Pyramid we discussed in Chapter Two. Take a look at whether this activity or priority is a survival need (something that will help provide basic sustenance or comfort), a success need (something that will enhance the performance or experience), or a transformation need (something less predictable, more intangible, and ultimately, most satisfying or memorable). My number one recommendation for those who are using a pyramid to define their peak experience is to make sure you are climbing the right mountain. A midlife crisis is perhaps the natural result of someone realizing they've perhaps climbed the wrong peak."
13- "The base needs are typically "has" needs: what material things we want in our life to give us safety, comfort, pleasure, or status. As humans and societies age, they move beyond the "has" to the "does" needs. As our material needs are met, what one does for a living becomes a more relevant symbol of our identity. At some point, relentless "doing" no longer carries currency, at which point the "is" needs predominate at the peak of the pyramid. You see this in wise men and women and in cultures that have learned that having and doing carry you only so far. When someone or something just "is," it feels pure, essential, powerful, and magnetic. There is a strong sense of presence that accompanies this state of being."
1- "This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged."
2- "Maslow's message struck a chord with many business leaders. In essence, he said that with humans, there's a qualitative difference between not being sick and feeling healthy or truly alive. This idea could be applied to companies, most of which fall into the middle ground of not sick but not truly alive. Based on his Hierarchy of Needs, the solution for a company that wants to ascend up the healthy pyramid is not just to diminish the negative or to get too preoccupied with basic needs but instead to focus on aspirational needs. This idea is rather blasphemous for some. The tendency in psychology and in business has always been to focus on the deficits. Psychologists and business consultants look for what's broken and try to fix it. Yet, "fixing it" doesn't necessarily offer the opportunity for transformation to a more optimal state of being or productivity."
3- "1. Every company is organized based on a certain premise of human nature. 2. Most companies aren't very conscious of this fact and operate based on an outdated or short-term perspective, even though sustainable results might be better served by a different business approach. 3. Companies have a habitual "tendency toward the tangible," which means that financial results usually get more attention than relationship issues. 4. More and more business scholars and consultants are making the intangible of relationships and the human spirit more tangible, and many successful companies are leading the way with respect to how they reorganize themselves to pursue both profits and happiness."
4- "The Employee Pyramid: Money (Survival) - Creates base motivation, Recognition (Success) - Creates Loyalty, Meaning (Transformation) - Creates Inspiration."
5- "The Customer Pyramid: Meets Expectations (Survival) - Creates satisfaction, Meets Desires (Success) - Creates commitment, Meets Unrecognized Needs (Transformation) - Evangelism."
6- "The Investor Pyramid: Transaction Alignment (Survival) - Creates trust, Relationship Alignment (Success) - Creates Confidence, Legacy (Transformation) - Creates Pride and Ownership."
7- "Finding meaning in one's work—both in what you do daily d in the company's sense of mission—is one of the rarest but most valuable qualities anyone can have in their job."
8- "In reading Frankl's book and in studying dozens of meaning-driven companies, I've come to realize that workplace meaning can be dissected into meaning at work and meaning in work. Meaning at work relates to how an employee feels about the company, their work environment, and the company's mission. Meaning in work relates to how an employee feels about their specific job task. Pollard captures the potential synergy of this dichotomy with the following passage from his book, "As a person sees a reason for the task that is personally satisfying and rewarding and has the confidence that the mission of the firm is in alignment with his or her own personal growth and development, a powerful force is unleashed that results in creativity, productivity, service quality, growth, profit, and value.""
9- "Ironically, the two common elements that define companies that deliver on this level of the pyramid seem diametrically opposed to each other: technology (hard) and people (soft). Companies that know how to harness their technology and empower their people have the potential to deliver customized service that will translate into committed customers."
10- "Buffett represents a growing set of business leaders who believe that "companies obtain the shareholder constituency diat tiiey seek and deserve." He suggests that if companies "focus their thinking and communications on short-term results or short-term stock market consequences they will, in lar^e part, attract shareholders who focus on the same factors." In other words, just understanding your business plan isn't enough for business leaders. You need to also understand the motivations of your investors to ensure they're aligned with your own."
11- "If there's one constant theme in all three pyramids, it's t conventional wisdom is wrong. Conventional wisdom suggests that (1) money is the primary motivator for employees, (2) customers stay loyal when they're satisfied, and (3) investors are exclusively focused on the financial return on investment. As we've seen, these are simply base needs that ignore higher human needs. At the peak of the Investor Pyramid, it's ultimately a legacy, not liquidity, that people seek."
12- "As a guide, I often refer them to the Transformation Pyramid we discussed in Chapter Two. Take a look at whether this activity or priority is a survival need (something that will help provide basic sustenance or comfort), a success need (something that will enhance the performance or experience), or a transformation need (something less predictable, more intangible, and ultimately, most satisfying or memorable). My number one recommendation for those who are using a pyramid to define their peak experience is to make sure you are climbing the right mountain. A midlife crisis is perhaps the natural result of someone realizing they've perhaps climbed the wrong peak."
13- "The base needs are typically "has" needs: what material things we want in our life to give us safety, comfort, pleasure, or status. As humans and societies age, they move beyond the "has" to the "does" needs. As our material needs are met, what one does for a living becomes a more relevant symbol of our identity. At some point, relentless "doing" no longer carries currency, at which point the "is" needs predominate at the peak of the pyramid. You see this in wise men and women and in cultures that have learned that having and doing carry you only so far. When someone or something just "is," it feels pure, essential, powerful, and magnetic. There is a strong sense of presence that accompanies this state of being."
March 24, 2019
I found this quite an interesting audio book but the frustration with it was that I really needed to see it in print. Chip recommends quite a lot of reading and that's the frustrating bit about audio books is that you can't write stuff down as you're barrelling along the M1, I also wonder if he was the best person to read the audio book. I know that sometimes its great to hear it from the horse's mouth but sometimes the delivery could have had more "light and shade" as they say in the business. But I am intrigued by some of his theories and if I find a hard copy of his book, I will probably re-read it to get some of it to sink in a bit more.
July 21, 2022
Veldig interessant. Nyttig for alle.
April 16, 2024
Having read his excellent ‘wisdom at work’, this was a bit of a let down; bland generic remarks packaged as a book; avoid. Will not be discouraged to read his ‘learning to love midlife’.
December 22, 2016
Boring like heaven. Usually I fall asleep once or less per book for a minute, this one sent me for three. Original source, probably as for everything else, was much better.
"How to create meaning?" "Read "man's search for meaning" and watch "Schindler's list"". Wow, excellent advice, thank you. Here's new framework: almost everything in life of products is sh*t, except it is related to some real survival-base problems (for example, you need steel/ bricks to build a home). So, if you want to sell shit, you need to create an illusion. Why, for example, I just bought latest Sony cell phone? No idea, old one with broken glass was okay too. I bought it because of some illusion of "prestige", nice feeling in my hand (compared to broker glass) and faster "action". Probably there is some need according to A.Maslow for such self-actualization, I don't know, but I always felt something isn't right here. Probably such needs are bent by crocodile brains.
So, reality check. "The study revealed that the happiest people were those who reported feeling fulfilled in most of those areas. But, contrary to Maslow, the sequence in which their “higher” and “lower” needs were met did not influence their sense of satisfaction or joy. The researchers also discovered that those who felt their life was positive did so more when their most basic needs of food, shelter, and money were met." src
On the other hand: Why Very Smart People Are Happiest Alone, which is definitely me, I hate crowds or attention and often seems not even safety or food.
OK, found another, here we go: "“Needs are not hierarchical. Life is messier than that.", [source] which I believe it is, people are different and all models are wrong. Or, how I repeated often a while ago: all ideologies are false representations of reality. Maslow's oversimplified, unrealistic theories dead for me now.
P.S. After some destroying some better theory should be proposed. As life is complex, probably none of models would work for the long run, except reality, for example, "physiological economy". Everything else comes out from this basic economy. even if you sell lipsticks, you are able to sell them not just because of some mystic need, but because evolution programmed humans to gather into crowds where thy can increase their value using those lipsticks. health industry, transportation, whatever else meets this one goal. Now you are limited only by your own imagination, not just by one idealistic "model". Create your own models and your won games. You now can have any need you want without limiting yourself to 5 oversimplified needs.
"How to create meaning?" "Read "man's search for meaning" and watch "Schindler's list"". Wow, excellent advice, thank you. Here's new framework: almost everything in life of products is sh*t, except it is related to some real survival-base problems (for example, you need steel/ bricks to build a home). So, if you want to sell shit, you need to create an illusion. Why, for example, I just bought latest Sony cell phone? No idea, old one with broken glass was okay too. I bought it because of some illusion of "prestige", nice feeling in my hand (compared to broker glass) and faster "action". Probably there is some need according to A.Maslow for such self-actualization, I don't know, but I always felt something isn't right here. Probably such needs are bent by crocodile brains.
So, reality check. "The study revealed that the happiest people were those who reported feeling fulfilled in most of those areas. But, contrary to Maslow, the sequence in which their “higher” and “lower” needs were met did not influence their sense of satisfaction or joy. The researchers also discovered that those who felt their life was positive did so more when their most basic needs of food, shelter, and money were met." src
On the other hand: Why Very Smart People Are Happiest Alone, which is definitely me, I hate crowds or attention and often seems not even safety or food.
OK, found another, here we go: "“Needs are not hierarchical. Life is messier than that.", [source] which I believe it is, people are different and all models are wrong. Or, how I repeated often a while ago: all ideologies are false representations of reality. Maslow's oversimplified, unrealistic theories dead for me now.
P.S. After some destroying some better theory should be proposed. As life is complex, probably none of models would work for the long run, except reality, for example, "physiological economy". Everything else comes out from this basic economy. even if you sell lipsticks, you are able to sell them not just because of some mystic need, but because evolution programmed humans to gather into crowds where thy can increase their value using those lipsticks. health industry, transportation, whatever else meets this one goal. Now you are limited only by your own imagination, not just by one idealistic "model". Create your own models and your won games. You now can have any need you want without limiting yourself to 5 oversimplified needs.
May 18, 2013
Conley describes how his company, Joie De Vivre Hospitality, has applied Maslow's theory of human needs to achieve impressive success in the hotel history. His straightforward model is explained clearly and backed by the success he achieved even during the worst possible business environment. There are many books about creating a profitable company and many about the importance of corporate culture and people. What I like about this book is that it shows why and how the human factors impact the end results. [return][return]I've noticed in this genre that everyone uses the same companies as examples, especially Southwest, Starbucks, Best Buy, and Enterprise. Is it merely that these are the hallmarks or is the market lacking examples of others that succeed through similar means? Joie De Vivre is certainly another success story and Chip Conley does cite a few others. If Maslow and the other thought leaders mentioned in this book (Goleman, Csikszentmihalyi, Buckingham, Covey, and Seligman) do provide a basis for success, we should see more and more success stories in the coming years.
January 26, 2012
CEO of Joie De Vivre hotel chain writes about his approach to business through Maslow's Hierarchy of Needs. Quite a personal book, exploring how Conley re-discovered Maslow during the dot bomb recession and used that to re-focus his business.
Details: This is an engaging easy to read book, and excels when Conley explores his own motivation through Maslow's framework. The classic Hierarchy of Needs is a great lens in which to frame ideas, and Conley explores it for the benefit of the customer, employee and investor. I think the sections focusing on how to make sure investors are in alignment with the business is the freshest part of the book, and shows how Conley uses Maslow's ideas in new ways.
The Takeaway: This book stays real, without getting caught in lofty and less useful ideas. Quite inspirational.
Details: This is an engaging easy to read book, and excels when Conley explores his own motivation through Maslow's framework. The classic Hierarchy of Needs is a great lens in which to frame ideas, and Conley explores it for the benefit of the customer, employee and investor. I think the sections focusing on how to make sure investors are in alignment with the business is the freshest part of the book, and shows how Conley uses Maslow's ideas in new ways.
The Takeaway: This book stays real, without getting caught in lofty and less useful ideas. Quite inspirational.
July 8, 2013
Having heard about Maslow's Hierarchy of Needs from my daughters, I was curious to see how it fit into Chip Conley's business plan. The book was given to me by a friend who has witnessed my struggle to find meaning in the corporate culture of medicine. While the "Investor's Pyramid" was not very helpful to me, the "Customer Pyramid" and "Employee Pyramid" made a lot of sense and helped to define some of what I see missing in the not-for-profit world of healthcare systems. Stifling innovation and doing the same thing over and over, expecting a different result, that's what I am witnessing. Conley's book is based on the hospitality industry, another service industry with overlap to my own. It's a worthwhile read and will be in my head daily as the latest attempt to ante-up the revenue cycle begins at my office.
May 13, 2018
I really enjoyed this break down and application of Maslow’s hierarchy of needs. Having just read the original Maslow essay, this was a great way to APPLY it. A little too many examples for my liking, could’ve been 60 pages shorter with half of the examples, but nevertheless I enjoyed it
March 15, 2019
I thoroughly enjoyed the application of Maslow's pyramid to business and plan to incorporate more of the thinking about the hierarchy into my work. (We already apply it and Bloom's taxonomy a bit; this gives us a boost in ways to think about it.)
May 27, 2021
Must read for people building lasting organizations... Chip has brought down his 20 years of work in 200+ pages. Heavy at first go... But a great food for thought.
January 7, 2019
In this book, Hotel and hospitality entrepreneur Chip Conley repurposes psychologist Maslow's hierarchy of needs (a pyramid-shaped diagram showing people's most basic needs - physiological sustenance and safety - at the bottom, through layers of belonging and esteem, to the peak level of self-actualisation) and places it in a business settings. For an employee, the base of the pyramid represents adequate payment for their work, the middle is about a sense of belonging, and the top is where they get to flourish and grow within the workplace. Similar pyramids are given for customers and for investors, and in each case the aim of the business is to satisfy all three levels of need, so that the business produces peak experiences for employees, customers and investors.
A lot of the book's recommendations seem to me fairly commonsense. Clearly there are plenty of companies who go no further than meeting their employees pay needs, their customer's basic expectations of the product or service, and their investors expectations for return on investment. But for a company to thrive it has to go further, anticipate and go beyond expectations for all of these three audiences. Conley gives plenty of examples of how this can be done, most of them from the hotel & hospitality sector in which he operates, but easily generalised to other industries.
A lot of the book's recommendations seem to me fairly commonsense. Clearly there are plenty of companies who go no further than meeting their employees pay needs, their customer's basic expectations of the product or service, and their investors expectations for return on investment. But for a company to thrive it has to go further, anticipate and go beyond expectations for all of these three audiences. Conley gives plenty of examples of how this can be done, most of them from the hotel & hospitality sector in which he operates, but easily generalised to other industries.
October 18, 2023
PEAK là cuốn sách truyền cảm hứng bậc nhất trong việc xây dựng thương hiệu và văn hóa doanh nghiệp. Nó sẽ thay đổi cách bạn nghĩ về khách hàng, nhân viên và mục đích của tổ chức mình. Và cho bạn thấy rằng mọi giá trị lớn lao đều bắt nguồn từ một điều thật đơn giản: khả năng hiểu con người và đáp ứng nhu cầu của họ.
Cuốn sách kể câu chuyện của tác giả Chip Conley, CEO của Joie de Vivre Hospitality, người đã áp dụng thuyết hấp dẫn của Abraham Maslow để biến một khách sạn nhỏ thành chuỗi khách sạn thành công nhất California. Bằng cách đáp ứng nhu cầu cấp bậc cao hơn của khách hàng, không chỉ về vật chất mà còn về xúc cảm, ý nghĩa và sự tự do, ông đã tạo ra một trải nghiệm độc đáo khiến khách hàng luôn mong muốn quay trở lại.
PEAK cho thấy rằng bất kỳ thương hiệu nào cũng có thể áp dụng chiến lược tương tự. Từ Southwest Airlines đến Starbucks, tất cả đều xây dựng thành công trên nền tảng đáp ứng nhu cầu con người ở nhiều cấp độ. Họ tạo ra những trải nghiệm mang lại ý nghĩa và khiến khách hàng cảm thấy được chăm sóc. Điều này khiến khách hàng trở nên trung thành và sẵn sàng chi tiêu, giúp doanh nghiệp phát triển bền vững.
Ở Việt Nam, Bookee bán cuốn này giá khá là tốt, bạn tham khảo ở đây nhé: https://bookee.store
Cuốn sách kể câu chuyện của tác giả Chip Conley, CEO của Joie de Vivre Hospitality, người đã áp dụng thuyết hấp dẫn của Abraham Maslow để biến một khách sạn nhỏ thành chuỗi khách sạn thành công nhất California. Bằng cách đáp ứng nhu cầu cấp bậc cao hơn của khách hàng, không chỉ về vật chất mà còn về xúc cảm, ý nghĩa và sự tự do, ông đã tạo ra một trải nghiệm độc đáo khiến khách hàng luôn mong muốn quay trở lại.
PEAK cho thấy rằng bất kỳ thương hiệu nào cũng có thể áp dụng chiến lược tương tự. Từ Southwest Airlines đến Starbucks, tất cả đều xây dựng thành công trên nền tảng đáp ứng nhu cầu con người ở nhiều cấp độ. Họ tạo ra những trải nghiệm mang lại ý nghĩa và khiến khách hàng cảm thấy được chăm sóc. Điều này khiến khách hàng trở nên trung thành và sẵn sàng chi tiêu, giúp doanh nghiệp phát triển bền vững.
Ở Việt Nam, Bookee bán cuốn này giá khá là tốt, bạn tham khảo ở đây nhé: https://bookee.store
April 4, 2022
What’s the right way to do business? If you’re an entrepreneur or starting your own business, you’ve probably asked yourself that question at some point.
Surely, there are many (many!) ways to go about it. But it is important to know: What needs and values – beyond the basic ones for the survival of your business – must you address to make your customers happy? And to make your employees and investors happy enough that they want to work hard for the business?
The author sets out to answer that exact question. Based on Abraham Maslow’s celebrated Hierarchy of Needs and the author’s own experience with running a successful hotel business, these blinks will guide you through the steps necessary to make your business thrive by emphasizing relationships.
As in life, the beauty of business is building heartfelt relationships with all the members of a company. A good company should give its employees, customers and investors the opportunity to not only fulfill their basic needs but also to feel appreciated, that they belong and that they can make the world a better place.
Surely, there are many (many!) ways to go about it. But it is important to know: What needs and values – beyond the basic ones for the survival of your business – must you address to make your customers happy? And to make your employees and investors happy enough that they want to work hard for the business?
The author sets out to answer that exact question. Based on Abraham Maslow’s celebrated Hierarchy of Needs and the author’s own experience with running a successful hotel business, these blinks will guide you through the steps necessary to make your business thrive by emphasizing relationships.
As in life, the beauty of business is building heartfelt relationships with all the members of a company. A good company should give its employees, customers and investors the opportunity to not only fulfill their basic needs but also to feel appreciated, that they belong and that they can make the world a better place.
January 22, 2024
Peak is Chip Conley’s journey as the founder of Joie de Vivre, a pioneering boutique hotel chain, in creating a culture where people thrive. A fascinating story, where each hotel was inspired by an edgy magazine like Rolling Stones or Wired, and where the service was inspired by Maslow’s hierarchy of needs. Conley designed his hotels where his customers could find an oasis of self-actualisation in every hotel. He designed his culture focusing on the higher-end of the hierarchy of needs, and where happy employees lead to happy customers. Chip Conley’s work is much-needed inspiration for all leaders out there, in recognising what makes humans not just tick, but find meaning and fulfilment in our work.
July 11, 2019
Conley gives readers an excellent overview of one of the many motivational theories out there: Maslow's hierarchy of needs. Conley tells his story through the lens of a CEO who began and operated Joie de Vivre (JDV) Hotels in 2001.
For managers and executives in the hospitality industry (or any service based industry), this is a must read if you want to understand how to motivate and retain highly productive employees. The key is simple: money will not retain and motivate. Get this book and learn how you can better achieve your objectives and goals within your organization.
For managers and executives in the hospitality industry (or any service based industry), this is a must read if you want to understand how to motivate and retain highly productive employees. The key is simple: money will not retain and motivate. Get this book and learn how you can better achieve your objectives and goals within your organization.
December 10, 2018
There are 3 relationship truths, as the author puts it - one for the employee, one for the customer and one for the investor. All based on Maslow hierarchy of needs. I thought the pyramids for the employee and customer were spot on. When it got to the investor pyramid, it was rather contrived. Then came the heart. That didn't work for me. Nonetheless, the first half of the book was superb and worth a read.
November 1, 2017
This book was full of great information, and I learned from it. For some reason, though, it took me a good 6 months to get through it. It was thought provoking, and the knowledge I gained will be useful moving forward, it just didn't inspire passion. It is clear though, that Chip is passionate about the subject, which definitely helps.
May 4, 2020
As a hotel entrepreneur that made it through two recessions BIG takeaway for me was how you treat your team during those hard times will directly impact how they treat you and your company during the good times. Lots of the benefits and perks that they continued. Also just the high level of customer care and attention to detail that they provided.
May 6, 2018
Gives a good overview of the joy de vivre hotels. Listened to the audio book which had unnatural pauses at some places which I believe took away from the information a bit. Has a nice list of book recommendations after each chapter.
July 11, 2018
My favorite part of the book was when he talked about the hierarchy / pyramid of human actualization. We go from defining ourselves by what we have, to what we do, to eventually who we are. Having -> Doing -> Being
March 3, 2020
Flip the pyramid and start with self-actualization. Achieve a higher level of success in business and life by operating at PEAK. Truly inspiration and insights that transform businesses and lives. Karen Briscoe, author and podcast host 5 Minute Success
June 27, 2017
Strong book on finding meaning in purpose in where and what you do for work.
July 3, 2022
This disappointed me. Perfectly decent, but not what had dreamt of.
August 1, 2022
A little dated, but a good description of how to evaluate business health and opportunities.
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