This document discusses the importance of focusing on customer experience over technology or profits alone. It argues that businesses should start by understanding customer needs and work backwards to deliver satisfaction. Quotes provide historical and modern perspectives, including that industries are defined by customer needs, not products, and that shared value can be a new competitive advantage. The overall message encourages companies to overcome "strategy myopia" by reimagining markets through an experience lens to create social and human value for all stakeholders.

1. EXPERIENCE DESIGN
AS COMPETITIVE ADVANTAGE

2. @JimKalbach

3. You’ve got to start with
the customer experience
and work back toward the
technology –
not the other
way around.
1997

4. An industry begins with the
customer and his needs, not
with a patent, a raw material,
or a selling skill…The
industry develops backwards,
first concerning itself with
the physical delivery of
customer satisfaction….
THEODORE LEVITT, 1960 “Marketing Myopia”

5. $
Business is not a math problem

6. The business of business isn't
just about creating profits for
shareholders – it's also about
improving the state of the
world and driving stakeholder
value.
MARC BENIOFF, CEO of SalesForce (2015)
http://www.huffingtonpost.com/marc-benioff/a-call-for-stakeholder-activists_b_6599000.html

7. We are witnessing shift in
business thinking: from how
to create shareholder value to
how to create shared value.

8. MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
MICHAEL PORTER
MARK KRAMER
CREATING SHARED VALUE

12. Philanthropy
Corporate social responsibility
Pursuing profit in a beneficial way
= New competitive advantage

13. Conference

14. BFD, Kalbach

15. Figure out what your product is
and what your value chain is.
Understand where those things
touch important social needs and
problems. If you’re in financial
services, let’s think about ‘saving’
or ‘buying a home’ – but in a way
that actually works for the
consumer.
MICHAEL PORTER [video interview]

18. RE-IMAGINE VALUE

19. BEYOND CUSTOMER JOURNEY

20. Business is not (only) a math
problem. We need to create real
human and social value, from the
outside-in not inside-out.

21. WHAT IS A MARKET?

22. Strategy Myopia

23. The greatest competitor [in tax
software] … was not in the industry.
It was the pencil.The pencil is a
tough and resilient substitute.Yet the
entire industry had overlooked it.
Quoted in: The Myths of Innovation, SCOTT BERKUN, 2007
SCOTT COOK
Founder of
Intuit

24. JOBS TO BE DONE

26. WHAT MARKET ARE YOU REALLY IN?

27. WHAT MARKET ARE YOU REALLY IN?

28. WHAT MARKET ARE YOU REALLY IN?

29. WHAT MARKET ARE YOU REALLY IN?

30. An industry begins with the
customer and his needs, not
with a patent, a raw material,
or a selling skill…The
industry develops backwards,
first concerning itself with
the physical delivery of
customer satisfaction….
THEODORE LEVITT, 1960 “Marketing Myopia”

31. … How these materials are
created is a matter of
indifference to the customer,
hence the particular form of
manufacturing, processing,
or what-have-you cannot be
considered as a vital aspect of
the industry.
THEODORE LEVITT, 1960 “Marketing Myopia”

32. Leverage your skills to help
overcome strategy myopia
and create shared value by
seeing markets through the
lens of experience.

33. Focus on experience for shared value
1
2
3 Challenge your market definition
Help businesses shift perspective

34. Danke schön!
@JimKalbach
Jim.Kalbach@Gmail.com
www.experiencinginformation.com