Customer Demand and Competitive Strength
With the customer clearly in control, improvement requires us to build a unique view of customer expectations. We use a highly refined process that creates fully customized data for each client-company.
Our patented Customer Demand Profiles start with a true white-board approach, where customers and employees provide insight on customer needs, desires and future competitive requirements. This new customer ideal leads to a wealth of potential value that companies can deliver to stimulate new demand most profitably.
Based on our 5-year, 2,600 company study of 130,000 customer interviews, we discovered how companies generating the highest returns on capital were best meeting customer expectations in a way that precluded competition. These 9 “moat barriers” enable us to map the new sources of customer demand to create durable competitive strength.
Organizational Culture and Employee Engagement
Thinking-intensive talent, and the culture that encourages or restrains it drives the creation of customer value, as expressed in revenue growth, and thus deserves to be measured more rigorously and managed more intentionally by strategically minded portfolio managers. Employee engagement is an outcome of organizational culture. A healthy culture causes employee discretionary effort to engage and satisfy customers, much like an unhealthy culture causes employee discretionary effort to be withheld and customers to be neglected.
activates and aligns the two powerful forces of employee engagement and customer engagement through a pragmatic, easily-implemented and measurable system.