page CUSTOMER CENTRICTY return on innovation investment?
page 15 kenji kawakami
page 18 The microwave is essential for me! I love baking on a Sunday afternoon I love exotic and adventurous food I have to stick to a budget I care about the environment
page 19 Our mission is to earn and grow the lifetime loyalty of our customers
page 20 customer data customer insight customer programs customer loyalty enables to build to grow
page 21 SMART PRICING
page 22 3% 4% 9% 8% 6% 4% 5% 6% 4% 7% 9% 2% annual same store sales growth since 1993
page NETWORKS organizational rules of engagement?
page 27 Networks do not just replace current structures … … they co-evolve with them
page 29 strong links - with family, work teams etc. weak links - critical to finding new knowledge
page 30 some thoughts on making Networks work harder
page Purpose effective Networks have a clear business / organizational purpose which must be pre-defined outputs must be both useful and measurable
page Member identity skills, knowledge, motivations, problems, geographic location, time linkages, goals and beliefs demands data based understanding and communication
page 37 A Community of Practice is not a club - it has identity defined by a shared domain of interest and a shared competence Members engage in joint activities and share information; relationships emerge to enable learning and creation of new knowledge Members are practitioners - they develop a shared repertoire of resources, experiences, tools, and ways of addressing problems after Etienne Wenger
page Actionability something new and innovative actually happens as a result of the Networks existence … … a corollary is that links in the Network must have practical value in real interactions
page Searchability to answer real world questions informational … best Thai restaurants? intellectual… learn from research? actionable… better sales results? relational … team works better? judgmental… decide right actions? contextual … balance risks?
page 42 P&G has focused more on supporting its existing big brands and scaled back its corporate R&D funding, seeking lower-risk programs that will add steadily to sales
page Network trustworthiness depends on - the nodal identity of an authority - the actionability of the links
page SENSE AND RESPOND complex & emergent systems scientific convergence … and knowledge explosion?
page 51 Capital One – 40,000 + offers per year
page 53 ospecify a few simple rules orules are linear – outcomes arent – experiment ounderstanding present status critical odetermines next state odemands continuous connectivity oinformation systems oneeds organizational empowerment
page CUSTOMER CENTRICTY 2. NETWORKS 3. SENSE & RESPOND