WORLD CUSTOMER
What it means to be customer-centric and how it applies to your business
Professor Peter Fisk Pivot to Growth Warsaw 9 May 2016
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“I’m a 50 year old, bald, accountant, and love to dress in black leather, and ride through small
towns and scare the shit out of young children”
4. Customer propositions
Segment
Value proposition
Communication and engagement
Segment
Value proposition
Communication and engagement
Segment
Value proposition
Communication and engagement
Someone ... (a character) Wants ... (a quest, a goal, a mission) But ... (a challenge, an obstacle) So ... (a means of succeeding)
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Segment
Value proposition
Segment
Value proposition
Segment
Value proposition
Events
Sales team
Clinical
Websites
Mobile
Find
Learn
Try
Adopt
Use
Recommend
6. Customer channels
7. Customer experiences
Commodity product
Branded product
Personal service
Branded experience
Customer’s experience
Distinctive design
Empathetic delivery
Integrated journey
Enabling more
2c coffee beans
20c branded coffee
$2 coffee in store
$20 lunch with friends
Ad
ded
val
ue th
roug
h d
iffe
rent
iati
on
Added value through relevance
8. Customer relationships
Movement Collaborative
Customer
Customer Customer
Customer Customer
Customer
Brand- enabled
community
Co-enable Co-design
Co-create
Co-sell Co-support
Co-consume
© Peter Fisk 2015 More details in the new “Gamechangers” book
+genius
Make and distribute
business model
eg CocaCola
Microsoft
Spectrum retail
business model
eg Amazon
Marks & Spencer
Make and sell direct
business model
eg BMW, HSBC
Niche retail
business model
eg ToysRUs, Wiggle
License to make
business model
eg ARM, Ed Hardy
Curated retail
business model
eg Fab,
Positive Luxury
Membership club
business model
eg Costco,
Quintessentially
Crowdfunded ventures
business model
eg Kickstarter,
Zidisha
Opensourced
community
business model
eg RedHat, MySQL
Subscription payment
business model
eg FT.com, Graze
Buyer and seller
marketplace
business model
eg Etsy, NYSE
Micro payments
business model
eg Flattr
Grameen Danone
Collaborative
consumption
business model
eg Buzzcar, Regus
Regular Replacement
business model
eg Gillette,
Nespresso
Branded Consortia
business model
eg Cisco, Spar
Advertising or
Sponsorship
business model
eg Google,
Metro Newspapers
Listed or Promoted
business model
eg Monster Linkedin
Network builders
business model
eg Hotmail, Twitter
Demand then Made
business model
eg ZaoZao,
Threadless
Auction retail
business model
eg eBay, Sotheby
Knowledge and time
business model
eg McKinsey, Harvard
Franchised retail
business model
eg McDonalds,
Subway
Certification and
endorsement
business model
eg ISO, Verisign
Remainder retail
business model
Eg Saks,
Vente Privee
Multulevel
marketing
business model
eg Tupperware,
Natura
Group buying
business model
eg Groupon,
Huddlebuy
Reverse auction
business model
eg Priceline
Freemarkets
Shared rental
business model
eg Zilok, Hilton
Tradeable currency
business model
eg Bitcoin Air Miles
Freemium pay within
business model
eg Angry Bird,
Coursera
Transaction facilitator
business model
eg Paypal, Visa
Pay as you go
business model
eg AzuriTech
Techshop
Dynamic pricing
business model
eg Expedia, Uber
Reputation builders
business model
eg Tripadvisor,
PaywithaTweet
Customer data
business model
eg Facebook,
23andMe
Non-profit business
business model
eg Oxfam Wikipedia
Maker models Channel models Crowd models Payment models Exchange models Asset models 9. Customer commercial
10. Customer performance Actual profits of previous years
Estimated profits of future years
Adjusted profits of future years (discounted for uncertainty)
Economic “value” is the sum of the likely
future profits
(more accurately, we consider the “economic” profit, which takes into the cost of capital)
This year
Future years
Previous years
Acting with speed and agility
Seeing the world like customers
Passion to make life
better
Solving the important problems
Shaping your own
vision
Making sense of change
Persisting to make it happen
© Peter Fisk 2014 Gamechangers.pro
Vision Canvas
Strategy Canvas
Growth Canvas
Disruption Canvas
Brand Canvas
Engagement Canvas
Proposition Canvas
Relationship Canvas
Insights Canvas
Co-creation Canvas
Innovation Canvas
Business Canvas
Leadership Canvas
Sustainability Canvas
Culture Canvas
Performance Canvas
FUTU
RE
LAB
B
RA
ND
LA
B
CR
EATIVE LAB
PER
FOR
MA
NC
E LAB
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