- Research Feature
- Read Time: 24 min
With a clear definition of what a customer need is, companies are able to get the inputs that are required to succeed at innovation.
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Marketers cannot avoid discounted sales, and consumers have come to expect them. The average shopping mall, grocery store or online shop is littered with discounted products: Tide detergent is 10% off; books are sold with free shipping; Nike sneakers are buy-one, get-one-free.
When one company acquires another, executives have 10 distinct options for the corporate rebranding. Selecting the right strategy can set forth a compelling vision for the combined entity and send important signals to employees and the outside world.
Electronic information can easily overwhelm people with large volumes of data. An abundance of information often strains human limits: attention, memory, motivation or other factors. In response to this challenge, software that assists humans in filtering and organizing information into more digestible amounts and formats have appeared (Alba et al.,
Using net promoter score, a metric that, in most industries, correlates well with a company’s growth rate, managers can evaluate how investments aimed at improving the customer experience actually affect the bottom line.
How do new industries typically form? Who are usually the initial customers, and how is competition likely to evolve? Such questions have long interested researchers studying technological innovation and its impact on business. Adding to that body of work, Jeffrey L.
Customer-focused transformation is producing long-term, sustainable growth through a systemic, tested process. The approach gets all employees collaborating to identify the outcomes that customers need — and to help them get there.
Americans are joiners — nine out of 10 belong to at least one group or association, such as the American Automobile Association and the AARP, and these groups provide a potent mechanism for developing, marketing and distributing a host of products and services.
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