26
PRAISE FOR WINNING CUSTOMER CENTRICITY
“Despite my trying to practice it every day, Denyse’s book Winning Customer
Centricity still provided me with some fresh and practical new thinking, and
much needed discipline that I will take back to work. A must-read for today’s
and tomorrow’s marketeers.”
Paul Polman, CEO Unilever
“Putting the customer i rst has been, is and will remain the whole focus of
marketing for many decades. What seems like a simple, “good common sense”
idea is so hard to put into meaningful actions that many companies continue to
struggle with the execution of customer focus. In Winning Customer Centricity,
Denyse Drummond-Dunn provides hands-on recommendations on how to
implement a successful customer strategy execution within 50 weeks! It works;
her advice will do wonders for your company and your clients!”
Prof. Dominique Turpin, President IMD
“Can you answer this one simple question? Who are our customers and how
do they buy? If your answer is no, Winning Customer Centricity is for you;
and even if you think that you know your customers, this book will give
you some personal epiphanies on your journey to truly knowing who your
customers are.”
Martyn Etherington, CMO Mitel, author of Diary of a CMO
“Most companies want to be customer centric, but in reality, few are. Denyse
lays our the core foundational elements needed from organizational design to
company culture to instill customer centricity at the heart of an organization.
h is is a must read for organizations ready and willing to put their customer
needs at the core of business decisions.”
David Armano , Global Strategy Director Edelman Digital
“Just because Winning Customer Centricity looks attractive and easy to
read doesn’t mean it’s not a serious business book. Its dif erence is in its
actionability. Impossible to read even one chapter and not get ideas on what
to change in your own company.”
Richard Davies, CMO Newell Rubbermaid
“Winning Customer Centricity is brimming with smart, easy-to execute ideas
that will help you re-tool your business and put your customers front-and-
centre, right where they belong. If you’re in business today, Denyse’s book is a
must-have. No excuses; go out and get it!”
Anita Williams Weinberg, CEO VerbStudios
Winning Customer Centricity
Putting Customers at the Heart of
Your Business—One Day at a Time
Denyse Drummond-Dunn
Copyright © 2015 Denyse Drummond-Dunn.
All rights reserved. No part of this book may be reproduced, stored, or
transmitted by any means—whether auditory, graphic, mechanical, or
electronic—without written permission of both publisher and author, except
in the case of brief excerpts used in critical articles and reviews. Unauthorized
reproduction of any part of this work is illegal and is punishable by law.
Visit us on our website, http://www.C3Centricity.com, and sign up
for our blog posts. You will get access to all the latest videos, articles
and thoughts on customer centricity from around the globe. Or sign
up for free to the C3C Members area too and get even more.
E-Mail: [email protected]
ISBN: 978-2-9700998-0-2 (sc)
ISBN: 978-2-9700998-1-9 (hc)
ISBN: 978-2-9700998-2-6 (e)
Library of Congress Control Number: 2014916508
Because of the dynamic nature of the Internet, any web addresses or links contained in
this book may have changed since publication and may no longer be valid. h e views
expressed in this work are solely those of the author and do not necessarily rel ect the
views of the publisher, and the publisher hereby disclaims any responsibility for them.
Published by C3Centricity, 1/30/2015
h is book is dedicated to everyone I have ever met – the
good, the bad, and the crazy. You may have inspired
me, excited me, challenged or frustrated me, but
together you have made me who I am today.
h ank you.
Contents
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . x
Introduction to the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
• Week 1: Show you Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
• Week 2: Get to Know your Category . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
• Week 3: Run a Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
• Week 4: Choose your Target . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
• Week 5: Describe your Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
• Week 6: Evaluate Customer Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
• Week 7: Connect with your Customers . . . . . . . . . . . . . . . . . . . . . . . . 14
• Week 8: Share your Experiences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
• Week 9: Involve Your Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
• Week 10: Satisfy your Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
• Week 11: Resonate with Customers . . . . . . . . . . . . . . . . . . . . . . . . . . .22
• Your Summary Results for the Customer Section . . . . . . . . . . . . . . .24
Introduction to the Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
• Week 12: Put Customers at the Heart of Business . . . . . . . . . . . . . . .28
• Week 13: Get Customers on Board . . . . . . . . . . . . . . . . . . . . . . . . . . .30
• Week 14: Add Customers to your Vision . . . . . . . . . . . . . . . . . . . . . . 32
• Week 15: Prepare for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
• Week 16: Review NPD Roll-out Plans . . . . . . . . . . . . . . . . . . . . . . . . .36
• Week 17: Develop Competitive Advantage . . . . . . . . . . . . . . . . . . . . .38
• Week 18: Start Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . .40
• Week 19: Take Strategic Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
• Week 20: Include Customers in your Plan . . . . . . . . . . . . . . . . . . . . .44
• Your Summary Results for the Company Section . . . . . . . . . . . . . . .46
Introduction to Products and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
• Week 21: Redei ne your Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
• Week 22: Review your Innovation Process . . . . . . . . . . . . . . . . . . . . . 52
• Week 23: Make R & D Customer Centric . . . . . . . . . . . . . . . . . . . . . .54
• Week 24: Reinvent your Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . .56
• Week 25: Add Service to your Brand . . . . . . . . . . . . . . . . . . . . . . . . . .58
• Week 26: Co-create your Innovations . . . . . . . . . . . . . . . . . . . . . . . . .60
• Week 27: Make your Products more Customer Centric . . . . . . . . . . 62
• Week 28: Create Customer-Centric Packs . . . . . . . . . . . . . . . . . . . . .64
• Week 29: Stretch Brands across Categories. . . . . . . . . . . . . . . . . . . . .66
• Week 30: Understand Brand Perceptions . . . . . . . . . . . . . . . . . . . . . .68
• Week 31: Compare Brand Images. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
• Week 32: Move Customers up the Funnel . . . . . . . . . . . . . . . . . . . . . .72
• Week 33: Communicate with your Customers . . . . . . . . . . . . . . . . . . 74
• Week 34: Measure your Company Image . . . . . . . . . . . . . . . . . . . . . . 76
• Week 35: Review your Pricing Practices . . . . . . . . . . . . . . . . . . . . . . . 78
• Week 36: Quantify Brand Progress . . . . . . . . . . . . . . . . . . . . . . . . . . .80
• Week 37: Evaluate your Performance . . . . . . . . . . . . . . . . . . . . . . . . .82
• Week 38: Compare Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
• Your Summary Results for the Products and Services Section . . . .86
Introduction to Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
• Week 39: Review the Concept-Development Process . . . . . . . . . . . .90
• Week 40: Integrate your Information . . . . . . . . . . . . . . . . . . . . . . . . .92
• Week 41: Prioritise Information Integration . . . . . . . . . . . . . . . . . . .94
• Week 42: Develop an Executive Dashboard . . . . . . . . . . . . . . . . . . . .96
• Week 43: Revise your Insight Process . . . . . . . . . . . . . . . . . . . . . . . . .98
• Week 44: Expand Knowledge-Sharing . . . . . . . . . . . . . . . . . . . . . . .100
• Week 45: Prepare Interesting Presentations . . . . . . . . . . . . . . . . . . . 102
• Week 46: Increase the Impact of your Presentations . . . . . . . . . . .104
• Week 47: Encourage more Storytelling . . . . . . . . . . . . . . . . . . . . . . .106
• Week 48: Dei ne Sharing Practices. . . . . . . . . . . . . . . . . . . . . . . . . . .108
• Week 49: Assess the Progress Made . . . . . . . . . . . . . . . . . . . . . . . . . . 110
• Week 50: Re-evaluate your Customer Centricity . . . . . . . . . . . . . . . 112
• Your Summary Results for the Processes Section . . . . . . . . . . . . . . 114
In Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Attribution of Images . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Legal Disclaimer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
Winning Customer Centricity | ix
Acknowledgements
h is book has been made possible by the support and ideas of many people.
In particular, I would like to thank Christian Moreillon of BrozerMo in
Savigny, near Lausanne, Switzerland, for designing the great cover page as
well as creating the layout template that has breathed life into my words.
Heartfelt thanks are also due to my many proof-readers who of ered constructive
criticism during this book’s writing and especially at the editing stage. h ese
included Marianne Bollaert-Bassil, David Dolezel, Gavin Dickinson, Jana
Fabianova, Juan Felix, Michael Gentle, Giovanni Giro, Alan Hill, Oksana
Klepova, Olga Kornilova, Christophe Mayca, Andrew Reid, Julia Sedenkova,
and Ivor Shalofsky. Forgive me if I have forgotten anyone.
Finally a special word of thanks to Jody Moxham and Terry Villines, who
supported me through the challenge of writing the book and then dei ning,
selecting, and improving the illustrations.
x | Denyse Drummond-Dunn
Introduction
“ To be successful, you have to have your heart in your business and your business in your heart
Thomas John Watson Sr , American chairman and former CEO of IBM
Let me start by introducing you to your customers. h at is how we will refer
to them here, but depending upon the industry in which you work, your
organisation may prefer to call them consumers or clients. Whatever name
you use, these are arguably the most important people to your business. Why?
Because they are the ones who spend their hard-earned cash on your products
and services. h ey make your business viable and hopefully also proi table.
Customer centricity is an essential part of doing business today and ensures
growth for all people-facing industries, both now and in the future. Making
an organisation more customer centric takes full commitment from every
single employee , as everyone has a role to play in satisfying and hopefully
delighting the customer.
h is book is intended to accompany you on your journey to winning customer
centricity and is divided into i t y weeks of actions to take - that leaves you two
weeks for vacation! Some steps are small and easy to complete. Others may
take more than a week to accomplish but can at least be started in the week
under review.
Each section ends with a summary of what you should have achieved and the
things that may have already changed within your organisation as a result. If
you would like to compare your successes and future opportunities for change
with others on the same journey, join the discussion in the members’ area of
the C3Centricity website at http://www.C3Centricity.com/C3CMembers.
In the members section of the website, you’ll also i nd many free templates
which will be an invaluable resource for you in tracking your progress and
comparing results. As you read each week and follow the examples given, you
will undoubtedly have ideas of further actions to take, or maybe some that
you are not ready to undertake for the moment but would like to capture for
Winning Customer Centricity | xi
development at a later stage. Use the section notes templates to capture them.
h ese notes will also be a precious support in the i nal week, when you go back
over your year to plan for the coming twelve months and the new actions to
be undertaken.
h is book is designed to enable you to review all areas of your business over
the next twelve months. h e suggested steps and actions are divided into four
essential areas: the customer, the company, the products and services you of er,
and the processes you use internally. Ideally, it would make sense to go through
the book in the order proposed, as some actions build upon those of previous
weeks. However, if you know your main area of weakness, you can jump i rst to
that section before going back and reviewing the other recommended actions.
If you’re not sure where your greatest opportunity lies at present, complete the
online C³C Evaluator tool. It’s also available in the members’ area at http://
www.C3Centricity.com/C3CMembers.
Although this book is designed as a year in review, you can of course take
a longer or shorter time to follow through on all the suggested actions
mentioned. You may even decide to make this book a permanent reference
xii | Denyse Drummond-Dunn
guide, followed from year to year, to optimise your customer centricity in an
on-going fashion. h e choice is yours.
Reading this book should provide you with the inspiration you have always
searched for to support needed change in your customer centricity. If you
would like assistance during the year on any of the topics covered in this book,
please let me know. I would love to support your success.
Finally, I welcome questions and feedback. If you have any comments or
concerns that have not been addressed here or in the members’ area, please
contact me at [email protected]. I look forward to hearing
from you.
Winning Customer Centricity | 1
Introduction to the Customer
Over the next eleven weeks, you will review what you need to know about your
customers – how to target the right ones, how to connect with them, and how
to understand their needs in order to satisfy them completel y.
2 | Denyse Drummond-Dunn
Week 1: Show you Care
“ There may be customers without brands, but there are no brands without customers
Anonymous
Objective
h is is your i rst step towards customer-centric excellence: to show you really
care about your customer. h is week, think about the above quote and what
it really means to the business you are in. Do all members of the organisation
understand that it is the customer who pays their wages and that without
customers they wouldn’t have a job?
Action
Share the above quote with everyone in the company. Put it at the beginning of
every presentation you give, and add it – or perhaps your own preferred quote
about the customer – to your signature on emails. You can i nd further quotes
about the customer at http://www.C3Centricity.com/Library.
Ensure everyone understands why change is necessary, and i nd ways to
demonstrate clearly that every employee, from the executive board down,
visibly supports this priority company objective.
Winning Customer Centricity | 3
Examples
Prove you’re serious about becoming more customer centric by signing all your
emails with a suitable quote or a challenging question. For example:
• Always remember: “h ere may be customers without brands, but there
are no brands without customers” (Anonymous)
• Ask yourself: What have you done for your customer today?
• Always remember: “We don’t pay your wages, our customers do, every
time they buy our products/services.” (Adapted from Henry Ford)
• Ask yourself: Did you i nd new ways to satisfy our customers today?
Idea
Further thoughts to get you going:Further thoughts to get you going:
• • Start every meeting and presentation with a picture of a real customer.Start every meeting and presentation with a picture of a real customer.• • Put photos of your customers on every fl oor of the building, especially where employees Put photos of your customers on every fl oor of the building, especially where employees
gather, such as a coffee area or canteen/restaurant.gather, such as a coffee area or canteen/restaurant.• • Decorate lift doors and hallways with pictures of customers.Decorate lift doors and hallways with pictures of customers.• • End every meeting by asking End every meeting by asking “What would our customers think of the decision we have “What would our customers think of the decision we have
just taken?”just taken?”
4 | Denyse Drummond-Dunn
Week 2: Get to Know your Category
“ We don’t get to know people when they come to us; we must go to them to fi nd out what they are like
Johann Wolfgang von Goethe , German writer, artist, and politician
Objective
Identify the exact category of products or services in which your brand is
participating and get to know its consumers/users and shoppers.
Action
Review everything you know about those involved in your category – the
people who choose, buy, consume, write, tweet, or post about the products
or services. What do you know about them? What are their similarities and
dif erences?
Winning Customer Centricity | 5
Examples
h inking of the customer i rst requires a lot of little changes and everyone’s
involvement. Here are some examples for getting everyone interested and
curious about your customer:
• Start by reviewing all the information you have internally about the
category’s customers from market research studies, external reports,
and employee knowledge. Make a summary and circulate to all
departments.
• If people are already curious about customers, provide one document
to each person and ask him or her to summarise it with the three
points found to be the most important or surprising. h en share and
exchange ideas.
• Share stories about your category users from your own experiences or
those of your family and friends. Publish the best, most interesting,
or most surprising in your company newsletter.
• If you own retail oulets or your product is available in them, spend
time watching how the products and services are compared and
purc hased.
6 | Denyse Drummond-Dunn
Week 3: Run a Segmentation
“ Nothing can add more power to your life than concentrating all your energies on a limited set of targets
Nido Qubein , American motivational speaker, president of High Point University, and author of eleven books, including How to Communicate like a Pro
Objective
h is week, concentrate on how you are choosing the customers you target for
each of your brands. Are you just taking anyone who buys in that category, or
are you targeting a specii c group? h e best way to choose a target audience is
to run a segmentation of all category users and then identify the group most
likely to be interested in your of er.
Action
Your action this week is to initiate a segmentation exercise – or if you already
have one, to review the results in preparation for next week’s action of choosing
the target audience for each of your brands.
A segmentation analysis can be as simple as identifying your users by what
you see, such as young men or empty nesters (older parents whose children
have let home). Or it can be as complex as targeting people who value freedom
and are looking for brands that can fuli l or suggest this dream. h is more
Winning Customer Centricity | 7
detailed and complex description would come from a “values and motivation”
segmentation.
All good segmentations will fuli l i ve conditions known collectively as MIDAS.
• Measurable: Criteria are clearly dei ned and quantii able, such as size,
market share, and value share.
• Identii able: Each segment has a distinct proi le, and each customer
can be assigned to only one.
• Dei nable: h e segmentation is easy to describe and share with others.
• Actionable: It’s easy to identify and target your actions based on the
segmentation.
• Substantial: h e segmentation is i nancially viable, stable, or growing,
and durable in the long term.
Review your segmentation and decide how it can be improved, whether by
completing the information on each group or by running a whole new study.
It is dei nitely worth having a solid and actionable segmentation of category
users, as this will form the very foundation of your brand’s customer centricity.
Examples
h e graph below from Econsultancy shows the usage of dif erent types of
segmentation. h e results clearly show that the more complex a segmentation
is, the more competitive it will be, because fewer organisations are using it.
Source: RedEye / Econsultancy 2013 Conversion Rate Optimization Report,
https://econsultancy.com/reports/conversion-rate-optimization-report-2013
116 | Denyse Drummond-Dunn
In Conclusion
“ It is not the strongest of the species that survive, nor the most intelligent; it is those most responsive to change
Charles Darwin , English naturalist, geologist, and contributor to evolutionary theory
Congratulations! You can be very proud of the changes you have made in
your organisation over the past year. You have made a huge improvement to
the customer centricity of your company, and I am sure your customers have
noticed. Are you aware of just how far you have come?
In reviewing the KPIs you identii ed with which to manage your business,
you will certainly i nd that some have signii cantly increased compared to
last year, whilst others may have moved only slightly or not at all. Be proud
of the changes you have made 1-Day at a time. Many of them would not have
happened without this book to support and guide you.
If you found the book useful, please let your friends and colleagues know.
And if you see changes or improvements that would make it even better, let
me know that too. I would love to hear from you.
In closing, I would like to encourage you to keep an eye on our website (www.
C3Centricity. Com) for an announcement about the next 1-Day book, which
I am currently writing. It is tentatively called Winning Actionable Insight
and includes i t y steps to improved knowledge gathering, understanding and
actionable insight development.
Can you think of other topics that you would be interested in having in this
format? If so, please let me know; I might just dedicate it to you!
Winning Customer Centricity | 117
Attribution of Images
h e majority of the wonderful illustrations in this book were expertly drawn
by Agung Nurhidayat, alias StudioKimUS.
h is book also uses pictures from many other sources, some requiring
attribution, some not. However as a service to others who would like to use
similar images, I provide the sources of them all.
Brozermo: Cover image
C3Centricity: Introduction, 4, 5, 16, 17, 21, 24, 31, 32, 41
Econsultancy: 3
Joost Beucken: 62
118 | Denyse Drummond-Dunn
Legal Disclaimer
Every ef ort has been made to accurately represent this product and its
potential, but there is no guarantee that you will become excellent in customer
centricity using the techniques and ideas in this e-book. Actions, examples,
and templates included are not to be interpreted as a promise or guarantee of
success. Potential is entirely dependent upon the person using this i t y-step
process and taking the actions detailed herein.
Your level of success in attaining the results suggested here depends upon the
time and ef ort you devote to the actions, ideas, and techniques mentioned,
as well as your own knowledge and skills in the dif erent areas covered. Since
these factors dif er according to individuals, we cannot guarantee your success
from following this i t y-step process. Nor are we responsible for any of your
actions.
Materials in our product and our website may contain information that
includes or is based upon forward-looking statements within the meaning of
the Securities Litigation Reform Act of 1995. Forward-looking statements give
our expectations or forecasts of future events. You can identify these statements
by the fact that they do not relate strictly to historical or current facts. h ey use
words such as “estimate,” “expect,” “intend,” “plan,” “believe,” and other words
and terms of similar meaning in connection with a description of potential
earnings or i nancial performance.
Any and all forward-looking statements here or on any of our sales material
are intended to express our opinion of earnings potential. Many factors will
be important in determining your actual results and no guarantees are made
that you will achieve results similar to ours or anybody else’s – in fact no
guarantees are made that you will achieve any results from our ideas and the
techniques in our material.
Winning Customer Centricity | 119
Index
Symbols
3D - do, delegate, dump 105
4W™ template 11
A
advertising. See brand advertising
Allesandra, Tony 58
Amazon 33, 66
Apple 33, 52
Aristotle 22, 92
Audi 61
auditory 102
Axe 21, 67
B
BMW 61
Boeing 61
Boston Consulting Group 8
brainstorming 61
brand
advertising 22, 45, 57, 76
image 73, 82, 85
packaging 45, 64, 79
pricing 85
promotions 13, 19
purchase funnel 73, 75
value 81, 98
Brewtopia 61
Bryant, Jean 90
Buf ett, Warren 78
Burnett, Leo 50
business
future of 39, 53
performance 76, 83
dashboards 96
KPIs 84–85, 94, 113
planning 34, 39, 44, 61, 90–91
strategy 36, 44, 52, 61, 75, 111
structure 31
research & development 41,
54–55, 65
C
C³C Evaluator xi, 41, 112
Cadillac 61
call centre. See care centre
Campbell, Don G. 96
care centre 16–17, 28, 41, 91, 103
Cartier 21
Cascade 67
Churchill, Sir Winston 80
Clark, Dick 36
clients. See customer
Coca-Cola 9
co-creation. See customer co-creation
communications 23, 77
company. See business
consumers. See customer
Converse 61
Crayola 61
Curtis, Donald 28
customer
4W™ template 11
churn 13
co-creation 19, 35, 55
connection 14, 16–19, 28, 40, 43, 55
lifetime value 12
retention 13
targeting 6, 13, 21, 80, 90
customer service 31. See also care centre
D
Darwin, Charles 116
dashboards. See business performance
data-integration. See information
integration
Dentyl 57
Drucker, Peter F. 84
E
Econsultancy 7
Eliot, T. S. 100
emotions 19, 69
120 | Denyse Drummond-Dunn
emotional desires 61
emotional relationships 56
employee responsibility x, 5, 14, 28, 43, 83
engage. See also customer connection
engagement 51, 83, 91
experiences with customers. See information
sharing
F
Fischer, Martin H. 94
G
GE 8, 40
Geneen, Harold S. 82
Gerber 59
Google 33
H
Hansen, Mark Victor 60
Harley Davidson 10
Head & Shoulders 67
Heinz 65
Hsieh, Tony 31, 42
Hurley, Edward N. 62
I
IBM x
industries
airlines 79, 81
confectionery 79
consumer goods 81
food & beverages 53, 79
hotels 79, 81
insurance 51, 59, 79
personal care 79
pharmaceuticals 51
tobacco 51
information
integration 17, 97
sharing 19, 43, 100, 108
Inneov 51
innovation. See product innovation
insight 54, 98, 100
J
Jef Bezos 66
Jobs, Steve 52
K
Kaiser 61
kinaesthetic 102
Kit Kat 9, 67
knowledge. See information
knowledge-sharing. See information sharing
KPIs. See business performance
L
La Laitière 67
Levitt, h eodore 56
L’Oreal 51
Lynx. See Axe
M
Marlboro 9, 21
Marthaller, Susan 18
Maslow 23
McCandless, David 107
McKenzie, C. T. 30
McKinsey 8
McLuhan, Marshall 98
Mead, Margaret 32
Mercedes 61
MIDAS. See segmentation
mission. See business future of
Mr Clean 67
multisensorial 57
N
Naisbitt, John 34
Nespresso 19, 23, 53
Nestlé 19, 23, 51, 67, 111
new product 36–37, 41, 55, 61, 66
idea, concept 19, 41, 53, 60, 91
Nichols, David 16
Nidetch, Jean 8
NPD. See product innovation
O
observation. See customer connection
Ogilvy, David 74
online 19, 41, 45, 51, 61
Opel 57
organisation. See business structure
Winning Customer Centricity | 121
P
packaging. See brand packaging
Pantene 67
Pareto 111
path to purchase. See brand purchase funnel
Peppers, Don 12
perceptions 79. See also brand image, 68, 76
presentations 28, 39, 107
3D & 10/20/30 rules 105
preferences of 102
price-sensitivity. See brand pricing
pricing. See brand pricing
Procter & Gamble 19, 61, 67, 111
product
category 4
innovation 19, 38, 53, 63, 83
sensory features 56
testing 62
products and services. See brand
promotions. See brand promotions
Proust, Marcel 54
PUR 67
purchase. See shopping
purchasing. See shopping
Purina 23, 59
Q
Qubein, Nido 6
R
Ray, Christopher A. 68
retail 5, 17
retail audit 85
Reynolds, Garr 107
Ritz-Carlton 33
Robbins, Tony 102
Rogers, Martha 12
Rosling, Hans 107
Ross Perot, Henry 14
Rothschild, William E. 40
Russell, John 10
S
sales 41, 58, 68, 83, 97
segmentation 9
Seneca, Lucius Annaeus 110
shoppers. See shopping
shopping 11, 14, 61, 64, 91
Sinclair, Jef rey 70
social media. See online
Sony 53
Starbucks 59
Steenkamp, Jan-Benedict 52
stories. See storytelling
storytelling 39, 103, 106
T
targeting. See customer targeting
TED 107
Tremor™ 19, 61
U
Unilever 19, 23, 67, 111
V
van Westendorp, Peter 78
vision. See business future of
Vocalpoint™ 61
von Goethe, Johann Wolfgang 4, 104
W
Watson, h omas John Sr x
website. See online
Wells Fargo 33
Wilson, Tom 76
Z
Zappos 31, 42
