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A COLLABORATIVE PRESENTATION
FOR THE NEXT 90 MINUTES WE WILL GIVE YOU IDEAS TO
UNDERSTAND THE FUTURE AND COLLABORATIVE TASKS TO PUT IT
INTO YOUR CONTEXT.
BY THE END YOU WILL HAVE BROKEN A FEW PRECONCEPTIONS, DISCOVERED NEW IDEAS
AND HAVE IN YOUR POSSESSION A BROADER TOOLBOX TO SOLVE EMERGING AND DIFFERENTIATED CHALLENGES
ON THE RED SLIDES YOU WILL SPEND A MINUTE OR TWO DISCUSSING
WITH THE PEOPLE NEXT TO YOU BEFORE PRESENTING DIFFERENT
OPINIONS AND ANSWERS TO THE WHOLE ROOM.
CHANGE?
QUESTION:
WHAT IS CHANGING?
EVERYBODY IS TALKING ABOUT CHANGE BUT VERY FEW HAVE THOUGHT ABOUT WHAT IT IS...
2min
IMAGE BY LOTUS CARROLL ON FLICKR:COM
QUESTION:
WHAT ARE CUSTOMERS ASKING FOR TODAY?
THAT DIDN'T EXIST THREE YEARS AGO
2min
COMPANIES ARE EXPERIENCING OR ANTICIPATING PAIN BASED ON A GROWING GAP BETWEEN
THEMSELVES AND THEIR CUSTOMERS - THE QUESTION THEY ASK IS: HOW CAN I CLOSE THIS GAP?
According to a recent global study of 1,500 CEOs conducted by IBM, the biggest
challenge those CEOs face is the so called complexity gap. Eight out of 10 expect
the business environment to grow in complexity, but fewer than half feel prepared
for the change. The research also reveals that CEOs see a lack of customer insight
as their biggest deficit in managing complexity. They prioritize gaining customer
insight far above other decision-related tasks and rank “customer obsession” as the
most critical leadership trait.
SOURCE: An Anthropologist walks into a bar...
Christian Madsbjerg and Mikkel B. Rasmussen
HBR March 2014
QUESTION:
WHAT IS THE GAP BETWEEN YOU AND YOUR
CUSTOMERS TODAY AND IN THREE YEARS?
IN 2009 MICROSOFT ESTIMATED THAT WITHIN 2014 50% OF ALL INTERNET ACTIVITY WOULD BE VIA MOBILE, WHICH WAS UNTHINKABLE AT THE TIME, BUT TRUE TODAY.
2min
THINK BIG1
PART
An example:
KNIGHT CAPITAL AND THE FLASH CRASH OF 2010:
"Technology – software in particular
– has had a destabilizing effect on
traditional business models."
Aaron Dignan, Undercurrent
https://medium.com/on-management/d9a3b82a5885
The problem is if you think these people will beat you on YOUR business model, they're not. they will beat you on creating an
offer better suited for the larger job the customer is working on getting done.
WHAT INDUSTRY ARE YOU IN?
RAILROAD OR TRANSPORTATION
QUESTION:
WHICH INDUSTRY ARE YOU IN?
2min
QUESTION:
WHICH INDUSTRY ARE YOU IN?
A. BLACK HAT THINKING:
HOW COULD A MUTATION DESTROY
THE BOUNDARIES OF YOUR BUSINESS?
2min
QUESTION:
WHICH INDUSTRY ARE YOU IN?
B. YELLOW HAT THINKING:
HOW WOULD A MUTATION BROADEN
THE BOUNDARIES OF YOUR BUSINESS?
2min
HOW DO WE TAKE THE INTELLECTUAL CAPITAL OF 130,000 PEOPLE AND
INNOVATE WHERE NONE OF THE CATEGORY DEFINITIONS OF THE PAST
WILL MATTER? ANY ORGANIZATIONAL STRUCTURE YOU HAVE TODAY IS
IRRELEVANT BECAUSE NO COMPETITION OR INNOVATION IS GOING TO
RESPECT THOSE BOUNDARIES. EVERYTHING NOW IS GOING TO HAVE TO
BE MUCH MORE COMPRESSED IN TERMS OF BOTH CYCLE TIMES AND
RESPONSE TIMES.
- SATYA NADELLA, CHIEF OF MICROSOFT -
HTTP://WWW.NYTIMES.COM/2014/02/21/BUSINESS/SATYA-NADELLA-CHIEF-OF-MICROSOFT-ON-HIS-NEW-ROLE.HTML?_R=2
HOW
STARBUCKS
COULD
REPLACE
YOUR
BANK
THE NEXT BIG THING YOU
MISSED: HOW STARBUCKS
COULD REPLACE YOUR BANK
http://wrd.cm/1cA33Tv
Companies routinely invest in technology, and too often feel
they get routine results. Technology’s promise is not simply
to automate processes, but to open routes to new ways of
doing business.
78% of respondents, achieving digital transformation will become critical to their organizations within the next two years.
However, 63% said the pace of technology change in their organization is too slow.
The most frequently cited obstacle to digital transformation was “lack of urgency.”
MIT Sloan Management Review
http://sloanreview.mit.edu/projects/embracing-digital-technology/
IN A WORLD WHERE THE MARKET COST OF TESTING NEW IDEAS ARE CLOSE TO ZERO.
YOUR NUMBER ONE JOB BECOMES TO HARVEST
ALL IDEAS AND THEN KILL AS MANY OF THEM AS
CHEAPLY AND QUICKLY AS POSSIBLE
KILL IDEAS
IN THE AGE OF TRANSIENT ADVANTAGE SLOW IS THE GREATEST THREAT. HOW CAN YOU MOVE QUICKLY
ENOUGH TO TEST EVERYTHING RATHER THEN BET ON SOME HORSES AND HOPE FOR THE BEST
OWLET MARKET
VALIDATION COST= $1150
QUESTION:
WHAT OPPORTUNITIES DO YOU SEE
FROM PRODUCT INNOVATION AND
FROM BUSINESS MODEL
INNOVATION?
2min
QUESTION:
HOW WOULD YOU CHANGE YOUR
APPROACH IF YOU COULD TEST
EVERYTHING CHEAPLY FIRST?
2min
THE REASON WE HAVE MASS COMMUNICATION IS THAT THE COST OF COMMUNICATING TO EACH
CUSTOMER INDIVIDUALLY WAS TO GREAT. THE BARRIER HERE IS THE COST OF TECHNOLOGY. TODAY
TECHNOLOGY HAS BECOME SO CHEAP THAT THERE ISN'T A BARRIER ANYMORE. TESCO SENDS OUT 5
MILLION INDIVIDUAL CUSTOMER LETTERS EACH YEAR. MASS IS QUICKLY BECOMING THE GO-TO
STRATEGY OF THE PAST.
PRECISION
FIXED PRICES ARE ONLY A CONSEQUENCE OF THE COST OF TECHNOLOGY - IS THAT BARRIER STILL THERE?
TRADITIONAL
CAR INSURANCE
INDIVIDUAL
CAR INSURANCE
[VIEW VIDEO ON THE NEXT SLIDE]
QUESTION:
IF THE COST OF TECHNOLOGY WENT WAY DOWN
HOW WOULD YOU CHANGE THE PRODUCT AND
THE WAY YOU CREATE CUSTOMERS?
2min
CUSTOMER CENTRICITY IS THE CORE DRIVER TO THE
CHANGES WE ARE SEEING. IT IS SO IMPORTANT WE
MADE IT INTO ITS OWN PART OF THE PRESENTATION.
WE WILL GET BACK TO IT IN PART THREE...
WTFCAN I DO ON MONDAY?
PART 2
2
PART
What should the marketing function's top priority be at your organization?
(% respondents)
To which area has marketing contributed most in the past year?
(% respondents)
Driving revenue growth
Improving your organization's reputation
Retaining existing customers
30
22
22
The C-suite view of the CMO Agenda, 2012
COMMENT: There is a gap between what the organization wants from its communication and how it is used - we except this gap to close the next years. Which means
communication will be measured less on communication goals and more on business goals.
COMMUNICATION IS A TOOL DESIGNED TO FIT THE BEHAVIORS OF THE CUSTOMER.
WHEN THESE BEHAVIORS CHANGE OUR MARKETING NEEDS TO ADAPT.
0
COMMENT: Investments are moving towards channels enabling the nurturing of personal relationships. Today the customers are individuals, not masses. Technology today
allows for individually tailored communication to millions of customers at the same time. [How to read the graph: The columns on the right hand side of the dotted line represents the numbers for 2015,
the blue and the red columns represent increases (blue) and decreases(red) from 2012 to 2015].
WHEN YOU ASK C-LEVEL EXECUTIVES THEY INCREASINGLY POINT TO
PRECISION MARKETING AND
CAPITALIZING ON RELATIONSHIPS
AS THE EMERGING AND PREFERRED TOOLS.
"The implications of our findings are that
fostering customer participation can be very
profitable and that companies are better off
when they emphasize customer
participation over word of mouth, as
opposed to the reverse. Our study of the retail
bank mentioned earlier suggests that customer
activity directed toward the company creates
more customer “stickiness” (greater attachment
and commitment) than customer-to-customer
activity."
Source: http://sloanreview.mit.edu/article/why-customer-participation-
matters/
ENGAGEMENT AND WORD-OF-MOUTH IS GOOD, BUT THE BEST VALUE CREATION IS
ACHIEVED FROM PARTICIPATION AND COLLABORATION WITH CUSTOMERS.
QUESTION:
HOW CAN LASER PRECISION AND
RELATIONSHIPS CHANGE THE WAY
YOU THINK ABOUT MARKETING?
2min
CUSTOMERS3
PART
CUSTOMER CENTRICITY
Inversion. The old logic of wealth creation
worked from the perspective of the
organization and its requirements—for
efficiency, cost reductions, revenues, growth,
earnings per share (EPS), and returns on
investment (ROI)—and pointed inward. The
new logic starts with the individual end user.
Instead of “What do we have and how can we
sell it to you?” good business practices start by
asking “Who are you?” “What do you need?”
and “How can we help?” This inverted
thinking makes it possible to identify the
assets that represent real value for each
individual. Cash flow and profitability are
derived from those assets.
- Shoshana zuboff - Creating value in the age of distributed capitalism,
McKinsey
Companies’ upstream activities—such as
sourcing, production, and logistics—are being
commoditized or outsourced, while
downstream activities aimed at shaping
customers’ perception and reducing their costs
and risks are emerging as the main sources of
competitive advantage.
To compete effectively, companies must shift
their focus from upstream to downstream
activities, emphasizing how they define their
competitive set, influence customers’
purchase criteria, innovate to solve customer
problems, and build advantage by
accumulating customer data and harnessing
network effect.
- Niraj Dawar - When Marketing is Strategy, HBR
We come up with technology, then find a use
for it and then try to invent meaning through
advertising and communication… we have to
push meaning to the beginning.
- Anne Kirah
For many organizations, the challenge lies in
finding innovative ways to capture the “voice of
the customer” and infuse customer insights
across all business functions, from the point of
sale to the call centre, in order to create
business value.
- The Economist Intelligence Unit and SAS Institute, Voice of the
Customer. Whose job is it, anyway?
HOW DO WE TAKE THE INTELLECTUAL CAPITAL OF 130,000 PEOPLE AND
INNOVATE WHERE NONE OF THE CATEGORY DEFINITIONS OF THE PAST
WILL MATTER? ANY ORGANIZATIONAL STRUCTURE YOU HAVE TODAY IS
IRRELEVANT BECAUSE NO COMPETITION OR INNOVATION IS GOING TO
RESPECT THOSE BOUNDARIES. EVERYTHING NOW IS GOING TO HAVE TO
BE MUCH MORE COMPRESSED IN TERMS OF BOTH CYCLE TIMES AND
RESPONSE TIMES.
- SATYA NADELLA, CHIEF OF MICROSOFT -
HTTP://WWW.NYTIMES.COM/2014/02/21/BUSINESS/SATYA-NADELLA-CHIEF-OF-MICROSOFT-ON-HIS-NEW-ROLE.HTML?_R=2
QUESTION:
WHO IS YOUR CUSTOMER?
2min
QUESTION:
HOW DO YOU IMPROVE THE PRODUCT?
2min
QUESTION:
WHAT JOB IS THE CUSTOMER
HIRING YOUR PRODUCT TO DO?
2min
QUESTION:
WITH THIS JOB IN MIND..
WHAT IS YOUR VALUE PROPOSITION?
VALUE PROPOSITION = WHY CUSTOMERS ARE HIRING YOU TO SOLVE WHAT JOB + YOUR UNIQUE ABILITIES AS A COMPANY
2min
WHEN YOU ARE HELPING THE CUSTOMER SOLVE A JOB
THE PRODUCT IS ONLY ONE PART OF THE DELIVERY
THE PRODUCT
QUESTION:
HOW COULD YOU BENEFIT FROM
A CUSTOMER DECISION JOURNEY?
2min
IN SUMMARY:
THINK BIG WTF CAN I DO ON MONDAY?
Change - tools and ideas to meet the future

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Change - tools and ideas to meet the future

  • 1.
  • 2. A COLLABORATIVE PRESENTATION FOR THE NEXT 90 MINUTES WE WILL GIVE YOU IDEAS TO UNDERSTAND THE FUTURE AND COLLABORATIVE TASKS TO PUT IT INTO YOUR CONTEXT. BY THE END YOU WILL HAVE BROKEN A FEW PRECONCEPTIONS, DISCOVERED NEW IDEAS AND HAVE IN YOUR POSSESSION A BROADER TOOLBOX TO SOLVE EMERGING AND DIFFERENTIATED CHALLENGES
  • 3. ON THE RED SLIDES YOU WILL SPEND A MINUTE OR TWO DISCUSSING WITH THE PEOPLE NEXT TO YOU BEFORE PRESENTING DIFFERENT OPINIONS AND ANSWERS TO THE WHOLE ROOM.
  • 5. QUESTION: WHAT IS CHANGING? EVERYBODY IS TALKING ABOUT CHANGE BUT VERY FEW HAVE THOUGHT ABOUT WHAT IT IS... 2min
  • 6. IMAGE BY LOTUS CARROLL ON FLICKR:COM
  • 7.
  • 8.
  • 9. QUESTION: WHAT ARE CUSTOMERS ASKING FOR TODAY? THAT DIDN'T EXIST THREE YEARS AGO 2min
  • 10. COMPANIES ARE EXPERIENCING OR ANTICIPATING PAIN BASED ON A GROWING GAP BETWEEN THEMSELVES AND THEIR CUSTOMERS - THE QUESTION THEY ASK IS: HOW CAN I CLOSE THIS GAP?
  • 11. According to a recent global study of 1,500 CEOs conducted by IBM, the biggest challenge those CEOs face is the so called complexity gap. Eight out of 10 expect the business environment to grow in complexity, but fewer than half feel prepared for the change. The research also reveals that CEOs see a lack of customer insight as their biggest deficit in managing complexity. They prioritize gaining customer insight far above other decision-related tasks and rank “customer obsession” as the most critical leadership trait. SOURCE: An Anthropologist walks into a bar... Christian Madsbjerg and Mikkel B. Rasmussen HBR March 2014
  • 12. QUESTION: WHAT IS THE GAP BETWEEN YOU AND YOUR CUSTOMERS TODAY AND IN THREE YEARS? IN 2009 MICROSOFT ESTIMATED THAT WITHIN 2014 50% OF ALL INTERNET ACTIVITY WOULD BE VIA MOBILE, WHICH WAS UNTHINKABLE AT THE TIME, BUT TRUE TODAY. 2min
  • 14.
  • 15.
  • 16. An example: KNIGHT CAPITAL AND THE FLASH CRASH OF 2010:
  • 17.
  • 18. "Technology – software in particular – has had a destabilizing effect on traditional business models." Aaron Dignan, Undercurrent https://medium.com/on-management/d9a3b82a5885 The problem is if you think these people will beat you on YOUR business model, they're not. they will beat you on creating an offer better suited for the larger job the customer is working on getting done.
  • 19.
  • 20. WHAT INDUSTRY ARE YOU IN? RAILROAD OR TRANSPORTATION
  • 22. QUESTION: WHICH INDUSTRY ARE YOU IN? A. BLACK HAT THINKING: HOW COULD A MUTATION DESTROY THE BOUNDARIES OF YOUR BUSINESS? 2min
  • 23. QUESTION: WHICH INDUSTRY ARE YOU IN? B. YELLOW HAT THINKING: HOW WOULD A MUTATION BROADEN THE BOUNDARIES OF YOUR BUSINESS? 2min
  • 24.
  • 25. HOW DO WE TAKE THE INTELLECTUAL CAPITAL OF 130,000 PEOPLE AND INNOVATE WHERE NONE OF THE CATEGORY DEFINITIONS OF THE PAST WILL MATTER? ANY ORGANIZATIONAL STRUCTURE YOU HAVE TODAY IS IRRELEVANT BECAUSE NO COMPETITION OR INNOVATION IS GOING TO RESPECT THOSE BOUNDARIES. EVERYTHING NOW IS GOING TO HAVE TO BE MUCH MORE COMPRESSED IN TERMS OF BOTH CYCLE TIMES AND RESPONSE TIMES. - SATYA NADELLA, CHIEF OF MICROSOFT - HTTP://WWW.NYTIMES.COM/2014/02/21/BUSINESS/SATYA-NADELLA-CHIEF-OF-MICROSOFT-ON-HIS-NEW-ROLE.HTML?_R=2
  • 26. HOW STARBUCKS COULD REPLACE YOUR BANK THE NEXT BIG THING YOU MISSED: HOW STARBUCKS COULD REPLACE YOUR BANK http://wrd.cm/1cA33Tv
  • 27.
  • 28. Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years. However, 63% said the pace of technology change in their organization is too slow. The most frequently cited obstacle to digital transformation was “lack of urgency.” MIT Sloan Management Review http://sloanreview.mit.edu/projects/embracing-digital-technology/
  • 29.
  • 30.
  • 31. IN A WORLD WHERE THE MARKET COST OF TESTING NEW IDEAS ARE CLOSE TO ZERO. YOUR NUMBER ONE JOB BECOMES TO HARVEST ALL IDEAS AND THEN KILL AS MANY OF THEM AS CHEAPLY AND QUICKLY AS POSSIBLE KILL IDEAS IN THE AGE OF TRANSIENT ADVANTAGE SLOW IS THE GREATEST THREAT. HOW CAN YOU MOVE QUICKLY ENOUGH TO TEST EVERYTHING RATHER THEN BET ON SOME HORSES AND HOPE FOR THE BEST
  • 33. QUESTION: WHAT OPPORTUNITIES DO YOU SEE FROM PRODUCT INNOVATION AND FROM BUSINESS MODEL INNOVATION? 2min
  • 34. QUESTION: HOW WOULD YOU CHANGE YOUR APPROACH IF YOU COULD TEST EVERYTHING CHEAPLY FIRST? 2min
  • 35.
  • 36. THE REASON WE HAVE MASS COMMUNICATION IS THAT THE COST OF COMMUNICATING TO EACH CUSTOMER INDIVIDUALLY WAS TO GREAT. THE BARRIER HERE IS THE COST OF TECHNOLOGY. TODAY TECHNOLOGY HAS BECOME SO CHEAP THAT THERE ISN'T A BARRIER ANYMORE. TESCO SENDS OUT 5 MILLION INDIVIDUAL CUSTOMER LETTERS EACH YEAR. MASS IS QUICKLY BECOMING THE GO-TO STRATEGY OF THE PAST. PRECISION
  • 37. FIXED PRICES ARE ONLY A CONSEQUENCE OF THE COST OF TECHNOLOGY - IS THAT BARRIER STILL THERE?
  • 40. QUESTION: IF THE COST OF TECHNOLOGY WENT WAY DOWN HOW WOULD YOU CHANGE THE PRODUCT AND THE WAY YOU CREATE CUSTOMERS? 2min
  • 41.
  • 42.
  • 43. CUSTOMER CENTRICITY IS THE CORE DRIVER TO THE CHANGES WE ARE SEEING. IT IS SO IMPORTANT WE MADE IT INTO ITS OWN PART OF THE PRESENTATION. WE WILL GET BACK TO IT IN PART THREE...
  • 44. WTFCAN I DO ON MONDAY? PART 2 2 PART
  • 45. What should the marketing function's top priority be at your organization? (% respondents) To which area has marketing contributed most in the past year? (% respondents) Driving revenue growth Improving your organization's reputation Retaining existing customers 30 22 22 The C-suite view of the CMO Agenda, 2012 COMMENT: There is a gap between what the organization wants from its communication and how it is used - we except this gap to close the next years. Which means communication will be measured less on communication goals and more on business goals.
  • 46. COMMUNICATION IS A TOOL DESIGNED TO FIT THE BEHAVIORS OF THE CUSTOMER. WHEN THESE BEHAVIORS CHANGE OUR MARKETING NEEDS TO ADAPT.
  • 47.
  • 48. 0 COMMENT: Investments are moving towards channels enabling the nurturing of personal relationships. Today the customers are individuals, not masses. Technology today allows for individually tailored communication to millions of customers at the same time. [How to read the graph: The columns on the right hand side of the dotted line represents the numbers for 2015, the blue and the red columns represent increases (blue) and decreases(red) from 2012 to 2015].
  • 49. WHEN YOU ASK C-LEVEL EXECUTIVES THEY INCREASINGLY POINT TO PRECISION MARKETING AND CAPITALIZING ON RELATIONSHIPS AS THE EMERGING AND PREFERRED TOOLS.
  • 50. "The implications of our findings are that fostering customer participation can be very profitable and that companies are better off when they emphasize customer participation over word of mouth, as opposed to the reverse. Our study of the retail bank mentioned earlier suggests that customer activity directed toward the company creates more customer “stickiness” (greater attachment and commitment) than customer-to-customer activity." Source: http://sloanreview.mit.edu/article/why-customer-participation- matters/ ENGAGEMENT AND WORD-OF-MOUTH IS GOOD, BUT THE BEST VALUE CREATION IS ACHIEVED FROM PARTICIPATION AND COLLABORATION WITH CUSTOMERS.
  • 51. QUESTION: HOW CAN LASER PRECISION AND RELATIONSHIPS CHANGE THE WAY YOU THINK ABOUT MARKETING? 2min
  • 53.
  • 54. CUSTOMER CENTRICITY Inversion. The old logic of wealth creation worked from the perspective of the organization and its requirements—for efficiency, cost reductions, revenues, growth, earnings per share (EPS), and returns on investment (ROI)—and pointed inward. The new logic starts with the individual end user. Instead of “What do we have and how can we sell it to you?” good business practices start by asking “Who are you?” “What do you need?” and “How can we help?” This inverted thinking makes it possible to identify the assets that represent real value for each individual. Cash flow and profitability are derived from those assets. - Shoshana zuboff - Creating value in the age of distributed capitalism, McKinsey Companies’ upstream activities—such as sourcing, production, and logistics—are being commoditized or outsourced, while downstream activities aimed at shaping customers’ perception and reducing their costs and risks are emerging as the main sources of competitive advantage. To compete effectively, companies must shift their focus from upstream to downstream activities, emphasizing how they define their competitive set, influence customers’ purchase criteria, innovate to solve customer problems, and build advantage by accumulating customer data and harnessing network effect. - Niraj Dawar - When Marketing is Strategy, HBR We come up with technology, then find a use for it and then try to invent meaning through advertising and communication… we have to push meaning to the beginning. - Anne Kirah For many organizations, the challenge lies in finding innovative ways to capture the “voice of the customer” and infuse customer insights across all business functions, from the point of sale to the call centre, in order to create business value. - The Economist Intelligence Unit and SAS Institute, Voice of the Customer. Whose job is it, anyway?
  • 55. HOW DO WE TAKE THE INTELLECTUAL CAPITAL OF 130,000 PEOPLE AND INNOVATE WHERE NONE OF THE CATEGORY DEFINITIONS OF THE PAST WILL MATTER? ANY ORGANIZATIONAL STRUCTURE YOU HAVE TODAY IS IRRELEVANT BECAUSE NO COMPETITION OR INNOVATION IS GOING TO RESPECT THOSE BOUNDARIES. EVERYTHING NOW IS GOING TO HAVE TO BE MUCH MORE COMPRESSED IN TERMS OF BOTH CYCLE TIMES AND RESPONSE TIMES. - SATYA NADELLA, CHIEF OF MICROSOFT - HTTP://WWW.NYTIMES.COM/2014/02/21/BUSINESS/SATYA-NADELLA-CHIEF-OF-MICROSOFT-ON-HIS-NEW-ROLE.HTML?_R=2
  • 56.
  • 57. QUESTION: WHO IS YOUR CUSTOMER? 2min
  • 58. QUESTION: HOW DO YOU IMPROVE THE PRODUCT? 2min
  • 59.
  • 60. QUESTION: WHAT JOB IS THE CUSTOMER HIRING YOUR PRODUCT TO DO? 2min
  • 61. QUESTION: WITH THIS JOB IN MIND.. WHAT IS YOUR VALUE PROPOSITION? VALUE PROPOSITION = WHY CUSTOMERS ARE HIRING YOU TO SOLVE WHAT JOB + YOUR UNIQUE ABILITIES AS A COMPANY 2min
  • 62.
  • 63. WHEN YOU ARE HELPING THE CUSTOMER SOLVE A JOB THE PRODUCT IS ONLY ONE PART OF THE DELIVERY THE PRODUCT
  • 64. QUESTION: HOW COULD YOU BENEFIT FROM A CUSTOMER DECISION JOURNEY? 2min
  • 65. IN SUMMARY: THINK BIG WTF CAN I DO ON MONDAY?