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Upon review, the provision of a Web-based sales support product was determined to be needed as a condition of project completion; CustomerIntimacy Project: A regional financial services firm new it was losing customers because they lacked the necessary tools to give their customers the attention that they sought.
Back in my own days as an executive, I was hugely influenced by a book called The Discipline of Market Leaders. The authors argued that companies had to pick between one of three paths to value creation and success in the market – operational excellence, customerintimacy or product leadership.
Key findings from the IBM study: Today’s complexity is only expected to rise, and more than half of CEOs doubt their ability to manage it. By drawing more insight from the available data, successful CEOs make customerintimacy their number-one priority. Seventy-nine percent of CEOs anticipate even greater complexity ahead.
As a direct marketer we have been good at customerintimacy. We know a lot about our customers. We have known for a long time that we needed to be operationally excellent, but in the past we''ve fixed problems reactively, after the event, to keep customers happy. But it isn''t easy.
At its 100-year milestone, IBM shows us what it takes to outlast depression, war, and intense competition in order to remain a market leader in the midst of ongoing technological innovation. By 1955, IBM's revenues were $564 million and it led the world market in making computers. Here are several lessons worth sharing.
They can actually make it easier to tailor customer experiences at low cost. As Chief Marketing Officer Paul Matsen told me, "We use enterprise-wide standards. There is one marketing communications team, and we work across all our institutes, such as heart and vascular, or cancer.
We spoke with Mike Moorman, a senior leader in ZS Associates'' B2B sales and marketing practice and a leading authority on sales management, about how inside sales (which refers to sales positions done remotely from headquarters, without face-to-face meetings with clients) is transforming the way that B2B companies interact with their customers.
Customer tracking data is typically sent to the location analytics vendor where it is analyzed and accessed via online dashboards that provide actionable data tailored to the needs of specific employees — from the store manager to the executive C-suite. Marketing. We are in the Age of the Customer.
How well do you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers.
and in its home market in the U.K. having sacrificed customerintimacy for increased operational excellence gains through widespread cost cutting, are well documented. In the UK, Tesco lost the plot several times in recent years as they grew to double the market share of competitors like Sainsbury''s and Asda/WalMart.
Nevertheless, physical stores do offer customers a number of significant benefits, including immediacy, personal service, and the ability to offer a truly immersive experience. New technology promises to allow retailers to beat online players at their own game, transforming the customer experience and dramatically improving their positioning.
However, what these executives don’t fully appreciate is that the customer affinity spectrum extends far beyond promotion. Through co-creation, companies can access a deep well of customer capabilities, knowledge and assets. Example: Carol owns a small business and needs a customer relationship management (CRM) platform.
Going to market effectively these days, no matter what business you''re in, means relating to customers as individuals — even if there are millions of them. retailer Tesco built detailed profiles of customers and then used these insights and a flexible supply chain to customize their products and offers.
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