By S. Vandermerwe
During this ebook the writer brings jointly certain and leading edge paintings established upon her personal study and paintings with major businesses within the overlapping components of technique, advertising and innovation to supply a brand new and dynamic version to enforce shopper concentration in companies. In an atmosphere of falling margins the version exhibits easy methods to elevate price to clients and enhance enterprise effects.
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Extra resources for Breaking Through: Implementing Customer Focus in Enterprises (Bloomberg Professional Library)
If the enterprise can’t find that best price in-house, it may, assuming it is one of the more progressive enterprises, look outside, as BP does if it can get a better deal externally for its customers than from its own silos. Technology makes all of this easier to do today on a mass scale. But technology is not a substitute for the customer-focused approach. Let’s stay with BP to demonstrate an example that is more consultative than technological. In order to energize growth, a series of customer-focused approaches have moved BP away from just the traditional commodity products like gas, oil, bio-thermal power, solar, wind, lubrication and so on.
Recast the Business Model 43 Unifying the Customer Concept Power lies in a unified customer concept. A unified view of the customer requires bringing together all of the bits, rather than products and services, departments, companies or even industries being seen as discrete and kept separate and separated. This is because from the customer’s point of view, they aren’t separate. Let’s take banking as an example. Traditional financial enterprises and the people within them see themselves in a particular department or industry selling particular products or services.
They use websites, loyalty clubs and co-branding agreements, offering teenagers special features like music on-line, games and movie images, and business customers instant retrieval of data, multimedia 31 32 Breakthrough 2 messages, digital pens and handwritten text messages. The assumption is that if you get in first you can ride the advantage and growth will come from replacement or new products and services, or different products for different markets that will rev up sales. If you give customers models with new or more features – like colour, design, being compact and lightweight, or flashiness pure and simple – or you move from voice to data, or from function to fun to fashion to more function to more fun to more fashion, they will buy from you; which of course they may.