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1. Smart, Proportional, Simple: Things business can be certain about
(Perspectives)
... hold in terms of supply and demand, and most importantly, how does one position for it? Many old line companies, that is, businesses that have spent decades building large networks of loyal customers, ...
Created on 17 May 2012
2. Jobs loved market research. No, really.
(Prognostications)
... affordably monitor movement across the screen. It’ll have to wait.” So instead, Apple taught the world how to use a mouse. And thirty years later, it introduced the iPad, after having taught customers ...
Created on 24 April 2012
3. Where's your fleet?
(Practices)
Shareholders expect you to know. And customers would be happier if you did. Let’s pretend that you’ve been in the water heater business for decades, and that your water heaters are generally durable ...
Created on 05 April 2012
4. When price pressure is perceived
(Perspectives)
... customers by size, and assuming that large means powerful, have extended undeserved discounts even though those same big customers are the most costly to do business with. Taking a slightly different ...
Created on 09 November 2011
5. Bucket and rebucket
(Practices)
... assumptions. Any research project should start with a basic map of the groups that you think you know.  For example, say you make elevators, but business has been flat. You might have potential customers ...
Created on 14 October 2011
6. The Van Moment: or, Why products aren't valuable
(Perspectives)
... we suspected that neither resulted in new value, because our customers seemed bored by it all." He continues: "One day we got a note from a building manager. One of four elevators had stopped running. ...
Created on 12 October 2011
7. Getting everyone to the table
(Practices)
The idea of asking customers to the table to solve problems collaboratively has not yet found its way into the suite of tools commonly used by business strategists, entrepreneurs, designers and marketers, ...
Created on 28 September 2011
8. Amassing Knowledge and Acting on it
(About)
... respective markets, and that customers can be sure that their time is well-spent.  ...
Created on 12 September 2011
9. Check
(Check)
Deploy and track new ideas: How are our client's customers responding to new ideas? Is there a better way? What else needs to change?  ...
Created on 12 September 2011
10. Index
(Index)
Set priority, tackle problems: What new outcomes do our client's customers desire from the business relationship and from products and services? What must change to gain preference? How and ...
Created on 12 September 2011
11. Guide
(Guide)
Understand context: What makes customers successful? What challenges and barriers prevent their success? What is our client's role? What should be our client's role, and how should it change. ...
Created on 12 September 2011
12. Machine owners need help, who will give it?
(Prognostications)
... direct contact matter. Companies who send skilled people to work arm-and-arm with customers almost always win over companies that don't.   Innovative, disruptive designs are needed. Right-sized machines ...
Created on 09 September 2011
13. Specifying consultants more powerful than ever
(Perspectives)
... be for paying customers. The strategy, however, should be as agile as the consultant can be -- able to go and work anywhere that there might be demand.    ...
Created on 09 September 2011
14. Good, better, best segmentation
(Practices)
Businesses frequently group their customers and potential customers in order to assign resources more effectively. To do this, they must have some information that provides insights and that can be ...
Created on 09 September 2011
15. BIM - The new bubble in construction
(Prognostications)
... or they want to protect their niche markets and customers. So-called ‘interoperability’ issues make sharing data between stakeholders very tough.  So we were told that until the people that own, live ...
Created on 09 September 2011
16. Caught between price and value
(Practices)
Do customers ever pick a favorite company based on low price? Or, does being favorite mean that a price premium is anticipated? A common theme in our client projects is the issue of relentless ...
Created on 08 September 2011
17. Can VOC support Innovation?
(Practices)
In a previous post, we tackled the question "Can Customers Describe Future Technologies?". Building on that idea, and acknowledging that customers aren't often the source of ideas, but are instead, ...
Created on 08 September 2011
18. Can customers describe future technology?
(Practices)
It's almost always a waste of time and resources to ask customers what they think they will need. Those resources are better applied to the creation of a space and a process that fosters open discussion ...
Created on 08 September 2011
19. Schneider
(Sample bottom left)
Our strategy work helped Schneider Electric strengthen its relationships with key customers, positioning it for growth in construction markets even as markets slowed and competitor's fell behind.  ...
Created on 07 September 2011
20. Questions we answer
(Type of questions)
... and customer behaviors? Should I exit a market and if so, how do I maximize return while I’m leaving? What are my customers’ aspirations and how can my company best meet them? Are there new ways ...
Created on 07 September 2011