1. CUSTOMER INNOVATION
PROF DR IR MARION DEBRUYNE

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CUSTOMER CENTRICITY
INNOVATION
PERFORMANCE

3. “FOLLOW THE USER, AND ALL ELSE WILL FOLLOW.”
GOOGLE

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5. IF WE DON’T CONSTANTLY INNOVATE, WE DO NOT
DESERVE TO SURVIVE
JACQUES HOROWITZ – CHATEAUFORM

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7. IN A WORLD OF RAPID DISRUPTION, COMPANIES
NO LONGER MUST--OR CAN--OWN ALL THE SKILLS
REQUIRED TO THRIVE.

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Lab of new ideas

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1st LENS
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CURRENT CUSTOMERS

15. 70 PERCENT OF THE VALUE THE COMPANY HAS CREATED
FOR CUSTOMERS IS FROM DAILY INCREMENTAL
INNOVATION
JEFF BEZOS

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MAKE YOUR CUSTOMERS
MORE THAN
PASSIVE OBSERVERS

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5 PRACTICES
01 CONSTANT FEEDBACK LOOP

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5 PRACTICES
01 CONSTANT FEEDBACK LOOP
02 IMMERSIVE CUSTOMER UNDERSTANDING

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IMMERSIVE CUSTOMER UNDERSTANDING

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5 PRACTICES
01 CONSTANT FEEDBACK LOOP
02 IMMERSIVE CUSTOMER UNDERSTANDING
03 LEVERAGING INFORMATION

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DIAPERS.COM, CAN CALCULATE DOWN TO THE
DOLLAR JUST HOW MUCH EACH WOMAN WILL
SPEND OVER THE COURSE OF HER TENURE AS A
CUSTOMER.
“Once we figure out the profit that we think
we’re going to make on you over the course of your life,
we know one, how much we’re willing to spend to
acquire you, and two, to retain you.”
(Source: Forbes.com, Feb 2012)

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5 PRACTICES
01 CONSTANT FEEDBACK LOOP
02 IMMERSIVE CUSTOMER UNDERSTANDING
03 LEVERAGING INFORMATION
04 CUSTOMERS IDEAS

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28. © Vlerick Business School
5 PRACTICES
01 CONSTANT FEEDBACK LOOP
02 IMMERSIVE CUSTOMER UNDERSTANDING
03 LEVERAGING INFORMATION
04 CUSTOMERS IDEAS
05 CUSTOMERS AS C0-DEVELOPERS

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2nd LENS
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CUSTOMER’S GOALS

31. “CUSTOMERS WERE NOT BUYING FILM, THEY WERE
BUYING THE ABILITY TO MAKE MEMORIES”

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The customer rarely buys what
the seller thinks he’s selling

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PATIENTS LIKE ME

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ARE YOU STOPPING YOURSELF?

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“...The skills-forward approach says, “We are really good at X. What else can we
do with X?” That’s a useful and rewarding business approach. However, if used
exclusively, the company employing it will never be driven to develop fresh
skills. Eventually the existing skills will become outmoded. Working
backwards from customer needs often demands that we acquire new
competencies and exercise new muscles, never mind how
uncomfortable and awkward-feeling those first steps might be...”
Jeffrey P. Bezos
Founder and CEO
April 2009, Letter to Shareholders

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3rd LENS
ZOOM OUT

42. “THE BIGGEST THREATS ARE THE ONES YOU DON’T
SEE COMING”

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“Precisely because firms listened to their
customers…, they lost their positions of
leadership”
C. Christensen
BEWARE OF THE CUSTOMER TRAP

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WHERE IS WALLY?

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When spring comes…
Snow melts first at the edges

48. “SOME OF US LIVE IN THE FUTURE TODAY, AND
SOME OF US WILL STILL LIVE IN THE PAST
TOMORROW”

49. © Vlerick Business School
IS THIS WHAT YOUR GROWTH CURVE LOOKS LIKE?

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SMALL IDEAS
WITH BIG
IMPACT

51. © Vlerick Business School Prof Dr Marion Debruyne51
HOW WILL YOU BEAT THE ODDS?

52. © Vlerick Business School Prof Dr Marion Debruyne52
The best way to predict the future
is to participate in it

53. “DREAM YOUR WORST NIGHTMARE
“THEN INVEST IN IT”
ROSABETH MOSS KANTER, WSJ, NOV 2013

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IS THE FUTURE BLURRY? OR BRIGHT?

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Should we offer wifi on the plane?
Will new meeting technology replace
business travel?
How can we improve the entire travel
experience for customers, from the moment
they book a ticket, to the moment they step
and until they arrive at their destination.
AIRLINE

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Should we offer chat customer assistance?
How will mobile payments affect banking?
How can we create financial happiness?
BANK

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Should we add shoes to the collection?
How to avoid the showrooming effect?
Can a style typology help customers find the
right product for them?
CLOTHING RETAILER

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How can we make our invoices clearer?
Will private grids and energy-
storage solutions bypass the
traditional elektricity grid?
Should we add telecom services in an
integrated solution?
ELEKTRICITY GRID

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LASERLIKE FOCUS
BLURRY IMAGE
PANORAMIC VIEW

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UNCERTAINTY
LOW
HIGH
MEDIUM

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TIME HORIZON
SHORT TERM
LONG TERM
MIDTERM

62. “Companies rarely die from moving too fast,
and they frequently die from moving too slowly.”
Reed Hastings
CEO Netflix

63. © Vlerick Business School
THANK YOU!
Marion Debruyne
Associate Professor & Partner
Vlerick Business School
Marion.debruyne@vlerick.com
MarionDebruyne