By S. Vandermerwe
This completely revised version of Breaking Through courses readers systematically throughout the ten leap forward issues of implementation, to provide an explanation for the right way to execute a metamorphosis to buyer centricity, in order that a firm can interact always with its buyers, making them allies and advocates with all of the rewards that it brings. With updates on electronic possibilities, social media, rising markets (including Africa), and the social in addition to monetary affects of shopper centricity , this e-book effectively blends procedure with implementation and likewise includes a diversity of leading edge new and conventional company examples from around the globe. effortless to learn, in-depth and entire of useful suggestion, this can be the basic step by step advisor to enforcing consumer centricity to suffer within the long-term.
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Extra resources for Breaking Through, 2nd Edition: Implementing Disruptive Customer Centricity
Sample text
Some are attributed, others remain anonymous in order to protect the individuals’ privacy. Either way, the responsibility for interpretation is entirely mine. 13 This page intentionally left blank FIRST PHASE PHASE BREAKTHROUGHS The Awakening 1 The Awakening months 2 Reframe new beliefs 1 Create strategic discomfort & excitement RELATIVE TIME years 15 This page intentionally left blank BREAKTHROUGH 1 Create Strategic Discomfort & Excitement Key idea The customer-centric champion or catalyst needs to make sure that, initially, the right people see and feel the need for change, and to do things differently, and are able to articulate why.
And by the time the top management made their move, smartphone cameras had taken over. This raises the essential first phase in any customer-centric transformation: someone high up (enough) must let the organization know that something ‘different’ has to be done. This act of awakening may be in reaction to a market signal, change or discontinuity already manifesting in the market. Or it may be more proactive – someone senses and anticipates a shift or imagines an innovation they intend to make happen, before anyone else does.
So they produced a smaller bag of cement. Customers hated it, because the larger bags were a status symbol, and so the price-driven strategy was a dismal failure. Then came the big breakthrough. Cemex top management issued a ‘Declaration of Ignorance’ (metaphors like this can be very powerful to drive energy), an admission that the firm knew almost nothing about the local market’s building habits. 16 Another example, Overseas Chinese Banking Corporation (OCBC Bank), trading in Singapore as a traditionalist since 1932, decided to aim at the youth Generation Y market, locally and abroad.