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While working for several years in a comic book store, MRTIM started drawing the more memorable customers and the things that they said. Based on the blog of the same name, and featuring popular entries as well as brand-new cartoons, Our Valued Customers chronicles the lively, witty, and often acerbic opinions and comments of the customers who shop at comic book stores, providing a fascinating glimpse into the inner world of the devoted comic book fan.
While working for several years in a comic book store, MRTIM started drawing the more memorable customers and the things that they said. Based on the blog of the same name, and featuring popular entries as well as brand-new cartoons, Our Valued Customers chronicles the lively, witty, and often acerbic opinions and comments of the customers who shop at comic book stores, providing a fascinating glimpse into the inner world of the devoted comic book fan.
Based on eight years of research visiting dozens of startups, tech companies and incumbents, Harvard Business School professor Thales Teixeira shows how and why consumer industries are disrupted, and what established companies can do about it—while highlighting the specific strategies potential startups use to gain a competitive edge. There is a pattern to digital disruption in an industry, whether the disruptor is Uber, Airbnb, Dollar Shave Club, Pillpack or one of countless other startups that have stolen large portions of market share from industry leaders, often in a matter of a few years. As Teixeira makes clear, the nature of competition has fundamentally changed. Using innovative new business models, startups are stealing customers by breaking the links in how consumers discover, buy and use products and services. By decoupling the customer value chain, these startups, instead of taking on the Unilevers and Nikes, BMW’s and Sephoras of the world head on, peel away a piece of the consumer purchasing process. Birchbox offered women a new way to sample beauty products from a variety of companies from the convenience of their homes, without having to visit a store. Turo doesn't compete with GM. Instead, it offers people the benefit of driving without having to own a car themselves. Illustrated with vivid, indepth and exclusive accounts of both startups, and reigning incumbents like Best Buy and Comcast, as they struggle to respond, Unlocking the Customer Value Chain is an essential guide to demystifying how digital disruption takes place – and what companies can do to defend themselves.
Introducing “return on relationship” with your most valued customers The traditional model of growing your business—by relying on employees in sales, marketing, and product development—is dying. Today’s most successful companies are taking a different approach: getting customers to market, sell, and create products for them. In assessing client value, most companies look at the money paid for their goods and services. But in this book, Customer Strategy Group CEO Bill Lee offers a compelling new vision for growth by maximizing your “return on relationship” with select customers—those that offer rich sources of hidden wealth. A different type of ROI, this strategy of making the most of your firm’s existing relationships is a modern approach to customer relations—one that yields a distinct business advantage. Illustrated by numerous case studies—Salesforce.com, SAS Institute, 3M, Microsoft, and others—The Hidden Wealth of Customers shows the value some customers can have by helping to market your offerings, penetrate foreign markets, leverage the demand-generating power of social media, build customer communities, improve innovation, and more. Lee explains how to effectively engage this crucial audience, which has the power to keep your strategy focused on important customer issues and increase profitability. When done right, your best customers will prospect for you while also speeding product adoption and improving customer satisfaction and long-term loyalty. Consider this book a blueprint for finally making the most out of your most valuable customer relationships.
This book is open access under a CC BY-NC-ND 4.0 license. This book presents the concept of value as the central component to success and longevity of the global ICT industry player, Huawei. It provides examples of how Huawei focuses on customers to pursue sustainable and profitable growth rather than focusing on capital market valuation which is a familiar scenario among Western companies. It is the business departments that are the creators of value for Huawei, while the finance department is tasked to provide support and services to those business departments during the value creation process. The book illustrates how Huawei Finance sets rules, allocates resources, and builds centers of expertise all over the world to address future uncertainties. More than a decade ago Huawei dedicated seven years to implement the Integrated Financial Services (IFS) Transformation Program with the help of IBM consultants. This book also draws on the leading concepts and successful experience of the IFS Transformation Program. Huawei Finance adopts three types of centralized vertical management from the top down: treasury, accounting, and auditing. It does not transfer such central authority down to lower levels, but delegates all other authority to business organizations across all levels. This management model represents the focus of this book. Built on Value provides an overview of Huawei's finance management and will help academic researchers in Business/Management, as well as practitioners in industry, an accurate and in-depth understanding of Huawei as a company.
There is an emerging art and science of customer value management that is proving its worth inincreased market share and shareholder value for the companies that practice it. Customer value management is about: choosing value (determining what customers really value and developing your value proposition ) delivering value (making sure business processes are aligned with value proposition) communicating value (educating the market on your value proposition)The concepts of customer value management and the practical tools that have been developed to support them are the subject of this book.
Time has become a precious commodity, so business leaders who can save their customers' time more effectively than competitors do will win their loyalty. This book shows how it's done. Business survival requires valuing what customers value—and in our overworked and distraction-rich era, customers value their time above all else. Real-time companies beat their rivals by being faster and more responsive in meeting customer needs. To become a real-time company, as top scholars Jerry Power and Tom Ferratt explain, you need a real-time monitoring and response system. They offer detailed advice on how to put procedures in place that will collect data on how well products or services are saving customer time; identify strengths, weaknesses, threats, and opportunities; and specify innovations needed to save even more customer time. Where should leaders look to innovate? Powers and Ferratt say to search every step in the life of a product or service, from development to production to usage. And for each step, they identify four possible levers for innovation: the design of the products or services themselves, the process used to produce them, the data that can be gathered on their use, and the people who make or provide the product or service. The book features dozens of examples of companies that are getting it right and the innovations they used to help their customers save time, all while helping themselves to a hefty slice of market share. This is a comprehensive, authoritative guide to thriving in a revolution that is sweeping every industry and sector.
Explores the critical need to measure customers' long-term profitability and loyalty to identify the specific products and services that can increase the customer base and to assess the effectiveness of popular marketing techniques.
For readers of "Delivering Happiness" and "The New Gold Standard"--a revolutionary approach to understanding and mastering the customer experience from Forrester Research.
Today's consumers demand not only services and products that are of the highest quality, but also positive, memorable experiences. This essential guide shows how organizations can leapfrog their competitors by learning how to add emotional value -the economic value of customers' feelings when they positively experience products and services -to their customers' experiences. Janelle Barlow and Dianna Maul, with more than forty years combined experience in the service industry, detail five practices for adding emotional value to customer and staff experiences.