HELGETENNØJOKULL

PREMIUM PUZZLEThe customer gap,and future of CUSTOMER INTERACTIONs

WWW.180360720.NO

IMAGE BY DAMON JAH ON FLICKR: HTTPS://WWW.FLICKR.COM/PHOTOS/DAMONJAH/

INCLUDES LINKS TO THEse CANVASES:

HOW DO WE IDENTIFY A CUSTOMER?

HOW HAS THE BARRIERS TO BECOMING A CUSTOMER CHANGED?

WHAT CAN CUSTOMERS LEARN FROM US?

WHAT JOB ARISES IN THE CUSTOMERS LIFE THAT CAUSES HER TO HIRE OUR PRODUCT?

WHO ELSE IS SOLVING THE CUSTOMERS JOB?

WHAT IS OUR CUSTOMER GAP?

WHAT IS OUR CUSTOMER GAP? HELGETENNØJOKULL

180360720.NO | JOKULL.IO

FROM A CUSTOMER PERSPECTIVE; WHAT JOB DOES ‘MARKETING’ SOLVE?

how can MARKETING help companies CREATE AND capture future customer value?

1A 1B WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?

WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?

HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?

HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?

HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR ABILITY TO COMPETE?

HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?

WHAT IS OUR CUSTOMER EXPERIENCE? (COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS)

SOURCE, The canvas comprises several thoughts on customer value:- Day II Parallel Session 3: The Creative Economy - New Management Practices for the 21st Century, Steve Denning, https://youtu.be/XESGMOsfzAs- Accenture Technology Vision 2015/Theme: The Outcome Imperative, Prith Banerjee, Managing Director, Global Technology R&D at Accenture, http://techtrends.accenture.com/us-en/intelligent-hardware-outcome-economy.html- Creating value in the age of distributed capitalism, Shoshana Zuboff, http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism- Sharing’s Not Just for Start-Ups, Rachel Botsman, https://hbr.org/2014/09/sharings-not-just-for-start-ups

HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?

HELGETENNØJOKULL

180360720.NO | JOKULL.IO

VISIT 180360720.NO FOR MORE THOUGHT LEADERSHIP ARTICLES ON TECHNLOLOGY, BUSINESS AND DESIGN

“Marketing is not a function; it is the whole business seen from the customer’s point of view.” - PETER DRUCKER -

CORE IDEA / GAP / CHALLENGE DISCUSSED IN THE TALK:

A. from a customer perspective; what job does ‘marketing’ solve?

CORE IDEA / GAP / CHALLENGE DISCUSSED IN THE TALK:

A. from a customer perspective; what job does ‘marketing’ solve?

B. how can MARKETING help companies CREATE AND capture future customer value?

the premium puzzle

- CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN, HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR

link

The biggest challenge CEOs face is the so called complexity gap.

CEOs see a lack of customer insight as their biggest deficit in managing complexity. .. And rank “customer obsession” as the most critical leadership trait.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTSFIVE CUSTOMER GAPS:

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

HELGETENNØJOKULL

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

EVEN IF THE EMOTIONAL DRIVERS FOR BUYING A CAR ARE SIMILAR TODAY AS IT WAS IN THE 1980’S, THE LOYALTY TOWARDS CAR BRANDS HAVE FALLEN FROM 60% TO 20% IN THE PERIOD.

- THE REASON IS THE INTERNET. HOW PEOPLE ARE BUYING CARS ARE DIFFERENT, NOT WHY

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

how has the barriers to becoming a customer changed?

QUESTION:

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

CUSTOMERS ARE MORE KNOWLEDGEABLE. READING UP ON COMPANIES AND THEIR COMPETITORS PRODUCTS ONLINE BEFORE EVEN APPROACHING THEM.

THEY ARE REQUESTING MORE INFORMATION AND CONTENT ABOUT THE PRODUCTS AND JOBS THEY ARE DOING - THE PHASE OF ACTIVE EVALUATION BECOMES THE BEST PLACE TO BE FOR BRANDS WHO WANT TO POSITION THEMSELVES AND MAKE THEMSELVES VISIBLE.

THIS REQUIRES OTHER MARKETING TOOLS THAN TRADITIONAL DISPLAY AND STORYTELLING, AND IT CHANGES PEOPLES PROPENSITY TO BE AFFECTED BY TRADITIONAL EMOTIONAL ADVERTISING

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

ACTIVE EVALUATION

LOYALTY LOOP

POST PURCHASE EXPERIENCE

INFORMATION GATHERING, SHOPPING

After purchasing a product or service the consumer builds expectations based on

experience to inform the next decision journey

The consumer considers an initial set of brands, based on brand perceptions and exposure to

recent touch points

Consumers add or subtract brands as they evaluate what they want

Ultimately, the consumer selects a brand at the moment of purchase

MOMENT OF PURCHASE

INITIAL CONSIDERATION

SET

1.

2.

3.

4.

THE NEW SIRLOIN OF MARKETING

2009

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

the knowledgeable customer & the new sirloin of marketing

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

What can customers learn from us?

QUESTION:

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

CUSTOMERS DON’T BUY PRODUCTS, THEY HAVE A JOB TO DO AND HIRE YOUR PRODUCT TO HELP THEM WITH THIS JOB.

UNDERSTANDING AND DESIGNING YOUR OFFERING AS A PART OF CUSTOMERS CONTEXT / JOB CREATES THE OPPORTUNITY TO BECOME MORE MEANINGFUL AND PRESENT IN THEIR LIVES - OUTSMARTING THE COMPETITION.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

YARA PRODUCES THE BEST FERTILIZER IN THE WORLD. BUT FARMES DON’T BUY FERTILIZER - THEY DO WHATEVER THEY CAN TO GET THE BEST CROPS POSSIBLE. TO DO THIS FARMERS DON’T ONLY NEED FERTILIZER, THEY ALSO NEED TO KNOW WHEN, WHERE AND HOW MUCH TO FERTILIZE WITH WHAT. OFFERING

ANSWERS TO THIS THROUGH SENSORS AND TECHNOLOGIES ON FARMING EQUIPMENT AND OUT IN THE FIELDS CAN CREATE A DAILY RELATIONSHIP WITH FARMERS, OFFERING FAR MORE THAN JUST BAGS OF FERTILIZER ON A TRUCK ONCE A MONTH.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

JOBS-TO-BE-DONE

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

What job arises in the customers life that causes HER to hire our product?

QUESTION:

THE COMPETITION AREN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

IF YOU ASKED A CONVENIENCE STORE IN OSLO IN 2012 WHAT THE BIGGEST THREAT WOULD BE IN 2013 THEY WOULD POINT TO THE OTHER SIDE OF THE STREET AND SAY - ‘IF A COMPETING CONVENIENCE STORE OPENS OVER THERE’.

THE WORST THING THAT DID HAPPEN WAS THE MOBILEPHONE TICKET ORDERING APPLICATION FOR THE PUBLIC TRANSPORT COMPANY.

THE PROBLEM BEING THAT THE STORES ALL KNEW ABOUT THE APP, BUT NOBODY DID ANYTHING BECAUSE THE THREAT DIDN'T LOOK IDENTICAL TO THEMSELVES.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

THE MAP SHOWS HOW PATENTS IN USA ARE CONNECTED CROSS-INDUSTRIES (COLORS ILLUSTRATE INDUSTRIES AND LINES BETWEEN THEM PATENS). THERE ARE NO INDUSTRIES ANYMORE.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

“THESE PEOPLE AREN’T EVEN TRYING TO DISRUPT YOUR BUSINESS MODEL.

YOU ARE JUST COLLATERAL DAMAGE.”

- EDDIE JOON -

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

THE TICKET APPLICATION FROM THE TRANSPORTATION COMPANY WASN’T EVEN TRYING TO DISRUPT THE CONVENIENCE STORES, THE STORES WERE JUST COLLATERAL DAMAGE. ACCENTURE SUGGEST THAT THE BEST

CUSTOMER EXPERIENCE OR CUSTOMER SERVICE WINS - CUSTOMERS DON’T CARE ANYMORE WHO OFFERS THEM.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

who else is solving the customers job?

QUESTION:

DO YOU KNOW WHAT YOUR CUSTOMER IS PAYING FOR? WHAT YOU THINK IS THE PRODUCT MIGHT NOT BE THE PRODUCT.

DO YOU HAVE THE RIGHT CUSTOMER DATA?DO YOU UNDERSTAND YOUR

CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?1662

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

.AC

ANSWER: DEMOGRAPHICS

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

HOSPITALITY IDENTIFIES

CUSTOMERS BASED ON HOW THEY BUY

THE PRODUCT - NOT HOW THEY

EXPERIENCE IT

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

HOW DO WE IDENTIFY A CUSTOMER?

QUESTION:

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTSFIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

HOW DO WE IDENTIFY A CUSTOMER?

HOW HAS THE BARRIERS TO BECOMING A CUSTOMER CHANGED?

WHAT CAN CUSTOMERS LEARN FROM US?

WHAT JOB ARISES IN THE CUSTOMERS LIFE THAT CAUSES HER TO HIRE OUR PRODUCT?

WHO ELSE IS SOLVING THE CUSTOMERS JOB?

WHAT IS OUR CUSTOMER GAP?

WHAT IS OUR CUSTOMER GAP? HELGETENNØJOKULL

180360720.NO | JOKULL.IO

FROM A CUSTOMER PERSPECTIVE; WHAT JOB DOES ‘MARKETING’ SOLVE?

how can MARKETING help companies CREATE AND capture future customer value?

1A 1B

link

5OPPORTUNITIESTO SPARK YOUR IMAGINATION

IMAGE BY ERIC FISCHER ON FLICKR.COM

HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?/

THE CONCENTRATED MODEL & THE HIDDEN SPACE

IMAGE BY KYLE LAD ON FLICKR.COM

1.

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

ACTIVE OR PASSIVE

2.

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

PART I: COM

PANEIS ARE D

ESIGN

ED TO

KEEP CUSTO

MERS O

UT

The idea that customers benefit from engagement with their insurance needs is part of Progressive’s philosophy.

Encouraging the use of products and services that foster active involvement, we can improve the experience for everyone.

link

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

link

3.

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

This makes customer activation an integrated part of the product

and it makes marketing and products the same thing - because they both have to accommodate and work on the premise of the customer.

THE THIRD WAVE OF TECH.WELCOME TO

WHAT TECHNOLOGY IS BRINGING NOW ISN’T JUST IMPROVEMENTS AND EFFICIENCY AROUND THE PRODUCT - IN THE COMPANY’S INTERNAL AND EXTERNAL VALUE CHAINS - IT IS CHANGES TO THE NATURE OF THE PRODUCTS THEMSELVES.

the new nature of products

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

“we will be moving from transaction base to engagement base. The company needs to provide a service to you, not a box. Value transformation processes will be delivered a long with a business model”

- DR. JESSE JIJUN LUC, HUAWEI TECHNOLOGIES CO. LTD. @CEBIT2015

VALUE TRANSFORMATION

PROCESS4.

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

BUT, THE ANSWER TO QUESTIONS LIKE ‘WHY DO CUSTOMERS BUY FROM US?’ DON’T RESIDE IN PRODUCTS. THEY RESIDE ALMOST ENTIRELY IN THE INTERACTIONS THAT TAKE PLACE IN THE MARKETPLACE.”

“TO MANY MANAGERS, THE PRODUCT IS THE BUSINESS” WRITES NIRAJ DAWAR IN TILT.

“FIRMS CONTINUE TO SPEND INORDINATE AMOUNTS OF TIME, EFFORT, AND RESOURCES ON THEIR PRODUCTS. IN FACT, BUSINESSES ARE STRUCTURED AROUND THEIR PRODUCTS…

- STEVE DENNING -

the customer interface5.

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

THESE COMPANIES REALIZE THAT THE MODERN AGE IS A TIME OF SCARCE ATTENTION AND ABUNDANT CONNECTIVITY, WHERE SMARTPHONES ARE OUR PRIMARY ACCESS AND POINT TO EVERYTHING; WHERE MONEY AND EVERYTHING IS DIGITAL; 

- TOM GOODWIN -

where the interface layer is where the profit is;

your companies most profound business.

WHERE PHYSICAL ASSETS AND EMPLOYEES ARE LIABILITIES;

and where providing a slick, best in class human experience will create

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

link

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

link

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

“Customer experience … is a fundamental dimension of how a company competes.”

- JOSEPH PINE, COINED THE TERM EXPERIENCE ECONOMY HBR, DISNEY, ADVANCING THE CUSTOMER EXPERIENCE

link

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

product

in a classic setup where the marketing and the product collaborates - but have different roles

you either see marketing like this…

marketing

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

2009

the product is just an object. what makes it meaningful, useful and valuable are the interactions that are designed around it.

- marketing - content - meeting places - social interactions

interactions

product

or you see it like this:

PART 2: FIVE OPPO

RTUN

ITIES TO SPARK YO

UR IM

AGINATIO

N

WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?

WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?

HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?

HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?

HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR ABILITY TO COMPETE?

HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?

WHAT IS OUR CUSTOMER EXPERIENCE? (COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS)

SOURCE, The canvas comprises several thoughts on customer value:- Day II Parallel Session 3: The Creative Economy - New Management Practices for the 21st Century, Steve Denning, https://youtu.be/XESGMOsfzAs- Accenture Technology Vision 2015/Theme: The Outcome Imperative, Prith Banerjee, Managing Director, Global Technology R&D at Accenture, http://techtrends.accenture.com/us-en/intelligent-hardware-outcome-economy.html- Creating value in the age of distributed capitalism, Shoshana Zuboff, http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism- Sharing’s Not Just for Start-Ups, Rachel Botsman, https://hbr.org/2014/09/sharings-not-just-for-start-ups

HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?

HELGETENNØJOKULL

180360720.NO | JOKULL.IO

link

HELGETENNØJOKULL

PREMIUM PUZZLEThe customer gap,and future of marketing

WWW.180360720.NO

IMAGE BY DAMON JAH ON FLICKR: HTTPS://WWW.FLICKR.COM/PHOTOS/DAMONJAH/