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The Customer Gap, Premium Puzzle And Future Of Customer Interactions

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Marketing is moving from a market creation tool to a customer interface tool. This means:

Taking ownership of the customer in the company and implementing this knowledge throughout
Creating and capturing new customer value
Surprising and delighting the customer
Finding new revenue streams and business models based on the customer interface

Published in: Business

The Customer Gap, Premium Puzzle And Future Of Customer Interactions

  1. HELGE TENNØ JOKULL PREMIUM PUZZLE The customer gap, and future of CUSTOMER INTERACTIONs WWW.180360720.NO IMAGE BY DAMON JAH ON FLICKR: HTTPS://WWW.FLICKR.COM/PHOTOS/DAMONJAH/
  2. 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? HELGE TENNØ JOKULL 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? HELGE TENNØ JOKULL 180360720.NO | JOKULL.IO VISIT 180360720.NO FOR MORE THOUGHT LEADERSHIP ARTICLES ON TECHNLOLOGY, BUSINESS AND DESIGN
  3. “Marketing is not a function; it is the whole business seen from the customer’s point of view.” - PETER DRUCKER -
  4. CORE IDEA / GAP / CHALLENGE DISCUSSED IN THE TALK: A. from a customer perspective; what job does ‘marketing’ solve?
  5. 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?
  6. the premium puzzle
  7. - 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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  8. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS FIVE 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? HELGE TENNØ JOKULL PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  9. 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 PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  10. NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF ESTABLISHED MECHANISMS PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  11. NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF ESTABLISHED MECHANISMS PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION how has the barriers to becoming a customer changed? QUESTION:
  12. 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 PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  13. 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 PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION the knowledgeable customer & the new sirloin of marketing
  14. THE KNOWLEDGEABLE CUSTOMER PEOPLE AND COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO CHANGE WITH THEM PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  15. THE KNOWLEDGEABLE CUSTOMER PEOPLE AND COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO CHANGE WITH THEM PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION What can customers learn from us? QUESTION:
  16. 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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  17. 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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  18. 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? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  19. THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS THE CUSTOMER HIRING US TO DO - AND HOW COULD WE DELIVER ON THIS JOB? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  20. THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS THE CUSTOMER HIRING US TO DO - AND HOW COULD WE DELIVER ON THIS JOB? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  21. THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS THE CUSTOMER HIRING US TO DO - AND HOW COULD WE DELIVER ON THIS JOB? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION What job arises in the customers life that causes HER to hire our product? QUESTION:
  22. 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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  23. THE COMPETITION ISN’T NECESSARILY THOSE WHO LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL COMPETITION COMES FROM THE OUTSIDE PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  24. 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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  25. “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. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  26. THE COMPETITION ISN’T NECESSARILY THOSE WHO LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL COMPETITION COMES FROM THE OUTSIDE PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION who else is solving the customers job? QUESTION:
  27. 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? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  28. DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  29. DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? 1662 PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION .AC ANSWER:DEMOGRAPHICS
  30. DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  31. DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION HOSPITALITY IDENTIFIES CUSTOMERS BASED ON HOW THEY BUY THE PRODUCT - NOT HOW THEY EXPERIENCE IT
  32. DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION HOW DO WE IDENTIFY A CUSTOMER? QUESTION:
  33. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS FIVE 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? PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  34. 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? HELGE TENNØ JOKULL 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
  35. 5OPPORTUNITIES TO SPARK YOUR IMAGINATION IMAGE BY ERIC FISCHER ON FLICKR.COM HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?/
  36. THE CONCENTRATED MODEL 
 & 
 THE HIDDEN 
 SPACE IMAGE BY KYLE LAD ON FLICKR.COM 1. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  37. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  38. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  39. ACTIVE OR PASSIVE 2. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  40. PARTI:COMPANEISAREDESIGNEDTOKEEPCUSTOMERSOUT 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 PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  41. link 3. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  42. 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 PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  43. “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 PROCESS 4. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  44. 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. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  45. 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 PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  46. link PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  47. link PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  48. “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 PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  49. PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  50. product in a classic setup where the marketing and the product collaborates - but have different roles you either see marketing like this… marketing PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  51. 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: PART2:FIVEOPPORTUNITIESTOSPARKYOURIMAGINATION
  52. 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? HELGE TENNØ JOKULL 180360720.NO | JOKULL.IO link
  53. HELGE TENNØ JOKULL PREMIUM PUZZLE The customer gap, and future of marketing WWW.180360720.NO IMAGE BY DAMON JAH ON FLICKR: HTTPS://WWW.FLICKR.COM/PHOTOS/DAMONJAH/

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