Hoe sterk is uw business? Great Business is de Heilige graal inzake modern klantleiderschap. Maar wat bedoelen we daar specifiek mee in een tijdperk waar de belanghebbenden van marketing niet langer enkel de klant en aandeelhouder zijn? Prof. dr. Rudy Moenaert (TIAS) neemt je mee doorheen de zeven stappen richting grootsheid, van de commodity swamp naar de hedendaagse betekenis van grootse business. Stairway? Ja, Led Zeppelin zal ook de revue passeren in deze praktische test voor uw business.

1. PROF. DR. RUDY MOENAERT
TIAS SCHOOL FOR BUSINESS & SOCIETY

2. The great thing
about rock and roll
is that someone like me
can be a star
“Me” – the autobiography by Elton John (2019)

5. Profits will continue
to be essential
and basic to
corporate survival,
but the major challenge
to business today
may be to meet the
societal needs of a
changing environment.
“Marketing’s Changing Social/Environmental Role”
Kelley E.S in Journal of Marketing, 1971
Chandy et al., Journal of Marketing, 2021

9. Offthepitch.com

10. Offthepitch.com (October 7, 2020)

11. great
poor
© Moenaert, Robben & Antioco
The Customer Leader

13. Building Great Business
through
Customer Choice

14. They're not the best
at what they do,
they're the only ones
that do what they do’
Bill Graham (impresario and rock concert promotor)

15. This man made it all possible.
Without his efforts
musicians had no careers.
He was the first to make sure
the artist came first
and that we got paid properly.
“Obituary - Peter Grant“, The Independent, 23 October 2011

16. I’m sick to death of people
saying we’ve made 11 albums
that sound exactly the same.
In fact, we’ve made 12 albums
that sound exactly the same.

17. A loyal customer
is one
who has not
found a better
alternative yet

22. distinctive
rewarding
strong
great
2. You have differentiated your offering
3. Economic fundamentals are in shape
4. Competition cannot outplay you.
poor 1. You are living in the commodity swamp
© Moenaert, Robben & Antioco
The Customer Leader

23. Same three guys,
right here.
Same three chords
right here.
And we've been doing
this for 35 years.
Billy Gibbons

25. Motorola lost because
it didn’t embrace
the future.
It was too damn good
at what it was doing
BlackBerry founder Mike Lazarides reflects on the decline of Motorola
in The Design of Business by Roger Martin (2010)

26. The kids thought that
Barbie was vapid,
not really representing
what was culture.
She didn’t aesthetically look
like the world that we live in.
And the results, frankly,
were quite shocking
and depressing.
Mattel CEO Richard Dickson in:
“How a Barbie makeover led to a pandemic sales boom.”
Bloomberg.com, 24 february 2021

30. Putting purpose at
the core of your strategy
drives growth. You reap
profits through purpose.
Paul Polman & Andrew Winston
Harvard Business Review, Sept-Oct 2021

31. Fortune.com

32. We went from being pirates to being the Navy.
People may love pirates
when they’re young and small and scrappy,
but nobody likes a Navy that acts like a pirate.
And today’s technology industry can come across
a lot like a Navy that acts like a pirate.
Marc Andreessen in The New York Times, 23 July 2021

35. distinctive
rewarding
strong
enduring
excellent
great
2. You have differentiated your offering
3. Economic fundamentals are in shape
4. Competition cannot outplay you.
5. Long-term momentum is accomplished
6. Value creation is outstanding
7. Sharing great value
poor 1. You are living in the commodity swamp
© Moenaert, Robben & Antioco
The Customer Leader

36. Prof. dr. Rudy Moenaert (1961) is hoogleraar strategische
marketing aan de Tilburgse TIAS School for Business and Society.
Zijn werkterrein is strategische marketing en innovatie,
voornamelijk in business-to-business bedrijven en
dienstenorganisaties. Hij is Academic Director van de Executive
Master of Marketing & Customer Management op TIAS. Hij is
een gepassioneerd docent en adviseert ondernemingen in hun
marktplanning. Hij is lid van de strategische adviesraad van Minds
& More, Colac en Praxis.
De business van deze West-Vlaming is de business of fun: op basis
van wetenschappelijk onderzoek en concrete samenwerking met het
bedrijfsleven gedegen inzichten verwerven inzake strategische en
industriële marketing en innovatiemanagement. Rudy Moenaert is
coauteur van Marketing met Ballen (Adfo 2016), auteur van De pijn
van het ondernemen (LannooCampus 2012) en coauteur van
Marketing Strategy & Organisation. Building Sustainable Business
(LannooCampus 2011, 2de editie). Hij publiceerde in de
internationale toptijdschriften zoals o.m. Management Science en
Journal of Product Innovation Management.
Hij houdt van de bourgondische genoegens van het leven, sport,
reizen, Club Brugge en motorrijden. Je kunt hem bereiken via
www.moenaert.be, LinkedIn (Rudy Moenaert) en volgen via
Twitter (@moenaert). Lijfspreuk: "Du choc des idées jaillit la
lumière."