Thank you Steve. I always love your contributions. I have two responses to your first question. First, all four principles are about how to understand the customer's needs. 1 focuses on where needs arise (in situations), 2 focuses on how to anticipate customer needs, 3 focuses on solving for the whole need, and 4 is about how to turn needs into value for customers. My second response is that current business strategy frameworks misconstrue what a need is. Those frameworks create trouble for business models. And my primary goal with this book is to help companies align their business models with the new realities of world.
That is also why I chose to talk about how value is maintained, not just measured. I'm trying to change the way companies think about value creation, not just measurement.
Hola Dave! puedes explicarme mejor, a qué te refieres con que "Cuando te centras en la fidelidad del cliente, te centras en el subproducto de una gran experiencia"... ¿a qué te refieres con que es un subproducto? gracias y saludos!
I stumbled upon your newsletter in the Notes and was intrigued with the name. I started reading the first article, subscribed and realized that, maybe, our approaches to strategy have a lot in common. Maybe you would like to take a look at my newsletter: https://svyatoslav.substack.com
Great as always Dave. Two thoughts on your four-question framework:
* I'm interested in the order of the questions, and that you chose to start with company growth rather than customer needs. How can you identify which 'markets' and a 'compelling POV' without first starting with the which customers you are focused on?
* You ask about how value is maintained. Curious why that question isn't 'how value is measured'? I love 'time well spent' as a concept, and I think it's relevant whether you are talking about creating or maintaining value.
Thank you Steve. I always love your contributions. I have two responses to your first question. First, all four principles are about how to understand the customer's needs. 1 focuses on where needs arise (in situations), 2 focuses on how to anticipate customer needs, 3 focuses on solving for the whole need, and 4 is about how to turn needs into value for customers. My second response is that current business strategy frameworks misconstrue what a need is. Those frameworks create trouble for business models. And my primary goal with this book is to help companies align their business models with the new realities of world.
That is also why I chose to talk about how value is maintained, not just measured. I'm trying to change the way companies think about value creation, not just measurement.
Hola Dave! puedes explicarme mejor, a qué te refieres con que "Cuando te centras en la fidelidad del cliente, te centras en el subproducto de una gran experiencia"... ¿a qué te refieres con que es un subproducto? gracias y saludos!
I stumbled upon your newsletter in the Notes and was intrigued with the name. I started reading the first article, subscribed and realized that, maybe, our approaches to strategy have a lot in common. Maybe you would like to take a look at my newsletter: https://svyatoslav.substack.com
Great as always Dave. Two thoughts on your four-question framework:
* I'm interested in the order of the questions, and that you chose to start with company growth rather than customer needs. How can you identify which 'markets' and a 'compelling POV' without first starting with the which customers you are focused on?
* You ask about how value is maintained. Curious why that question isn't 'how value is measured'? I love 'time well spent' as a concept, and I think it's relevant whether you are talking about creating or maintaining value.