INDEX
Locators ending in italic f indicate a figure.
Locators ending in italic t indicate a table.
3-D printing, 75
360 triangulation, 124–125
A
A Suit That Fits, 71–72
Accenture, current customers over new ones, 46
Adidas, history of personalization, 65
advertising. See product advertising.
affordability
personalization. See personalization affordability; strategies for personalization affordability.
pharmaceuticals, 145
quality, focus on, 103–106
Africa, smartphone market, 13–14
Air France, improving service levels, 51
airbags, 114–115
Airbnb, history of personalization, 65–66
Aldi
focus on quality, 5–6, 103–106
strategies for responding to customer needs, 92
Alipay, 84–85
alliances with regional companies, 148–149
Amazon
acquisition of Whole Foods, 35
customercentric culture, 151
pricing services, 57
Prime service, 29
responding to customer needs, 82
Amazon Prime
improving service levels, 49–50
increasing membership cost, 58
membership, 50
renewal rate, 50
shipping to rural areas, 58
two-day shipping, 49–50
Android devices
focus on quality, 107
smartphone cameras, 15
AnyCo case study
affordable personalization, 158–159
breakthrough quality, 160–161
business reinvention, 161–162
current business strategy, 157
customer focused strategies, 162
growth from current customers, 158
potential for disruption, 156–157
responding quickly to customer needs, 159–160
apparel retail strategies
easy returns, 146
personalization, 146
service, 146
speed, 146
Apple
customercentric culture, 151
in Finland, 153–154
responding to customer needs, 99
revenue trends, 11f
sales promotions, 96
smartphone market, 12–13, 14f, 90
strategies for responding to customer needs, 90, 93
successful turnaround, 40–41
supply chain, 93
Asia-Pacific region, personalization, 62
assertive friendliness, 131
attention to detail, 133–137
audiobooks, 82
authority for team members, 132
automotive industry. See also Tesla.
electric vehicles, 20
flying taxis, 21–22
history of personalization, 68, 69f
Honda, Takata airbags, 115
matching customer needs, 9
pollution, 21
as providers of transportation services, 73
self-driving technology, 21–22
size and profitability, 69t
Takata airbags, 114–115
Toyota, Takata airbags, 115
Waymo, 22
automotive industry strategies
building cars for ride-hailing needs, 147
personalization, 147
quality, 147
service, 147
autonomous vehicles
in the automotive industry, 22
Google, 22
vs. ride-hailing services, 73
Waymo, 22
Ayurveda, products based on, 1–2
B
baby boomers
buying habits, 15–16
characteristics of, 15–16
focusing on generational needs, 9
product advertising, 9
ride-hailing services, 32
vs. previous generations, 15–16
Bain and Company, current customers over new ones, 45
Ballmer, Steve, on focusing on customer needs, 11
Bane, Dan, 46–47
Battle of Zorndorf, 133
behavioral segmentation, 53
bespoke suits, 71–72. See also personalization.
Bloomberg, Michael, 81
BMW, 68
Bose noise-canceling headphones, quality, 117
brand loyalty, current customers over new ones, 46–47
budget airlines, improving service levels, 51
Burberry, 63
business metrics, segmentation by, 53–54
business reinvention
Disney strategy, 40
of Haier, 122–130, 123f, 129–130
overview, 137–138
self assessment, 161–162
strategy to avoid disruption, 40
business strategies. See also specific businesses.
creating, 129–130
self assessment, 157
buying behavior, segmentation by, 53
C
cameras. See smartphone cameras.
Campbell’s Soup Company, 19
case studies
AnyCo, 156–161
FMP (facilities management), 139–143
MediDevi (medical device company), 109–115
CEOs linking to customers, strategy to avoid disruption, 29
challenging industry norms, 113–114
chalta hai (It’s okay), 137
Chick-fil-A, quality, 100–101
China
Elon Musk, 83
KFC, 35
memberships, 62–63
personalization, 62–63
top one hundred brands, 121
Cinderella, 119
Close-up toothpaste, 2
clothing, history of personalization, 65
advertising vs. in-store promotions, 32–33
customer desire for healthier drinks, 81
effects of generational change, 19
revenue growth, 82f
coffee cups, 360 triangulation, 124–125
Comcast, current customers over new ones, 47
consumer electronics, continuous improvement, 122
consumer goods, strategies
alliances with regional companies, 148–149
personalization, 148
quality, 148
speed, 148
contaminated medicine vials, 109–113, 110f, 112f, 115
continuous improvement (Kaizen)
Cinderella, 119
developing good managers, 135
Disney, Walt, 134
Disneyland, 119
Donald Duck, 119
encouraging employee pride, 135–136
Indiana Jones, 119
Jeff Bezos on, 118
Lucasfilm, 119
Marvel Entertainment, 119
Mickey Mouse, 119
Old Yeller, 119
The Parent Trap, 119
Pixar, 119
recognizing work well done, 136–137
reviewing new members, 136
self assessment, 119
Star Wars, 119
Steve Jobs, 134–135
Walt Disney, 119–120
continuous improvement, strategies for future customer needs
360 triangulation, 124–125
attention to detail, 133–137
business reinvention, 122–130, 123f, 129–130, 137–138
coffee cups, 124–125
consumer electronics, 122
dairy farmers, 120–121
Disneyland, 131
empowering teams. See teams, empowering.
Guest Experience Makers, 131
home appliances, 122
innovation driven by customers, 122
new business strategies, 129–130
Nokia, 125
organic milk sales, 120–121, 121f
overview, 120
partner workshops, 126–128
rapid response to changing needs, 122
reinvention of Haier, 122–130, 123f, 129–130, 153
restructuring IT outsourcing, 126–128
self-managed teams, 129
Six Senses, 131
smartphones, 125
Tianzun (Heaven) air conditioners, 130
top one hundred Chinese brands, 121
zero distance with the customer, 129
ZZJYTs (zi zhu jing ying ti), 129
Cook, Tim
on Apple quality, 103
strategies for responding to customer needs, 93
corporate law firms, strategies for responding to customer needs, 92–93
cosmetics, history of personalization, 64
cost reduction. See reducing costs.
current customers over new ones
Accenture, 46
Bain and Company, 45
brand loyalty, 46–47
Comcast, 47
customer retention programs, 47–48
growth from, self assessment, 158
improving service levels, 48–51
loyalty programs, 46–47
Macy’s, 46
punishing current customers, 47
return policies, 48–49
Samsonite, 48–49
strategy for disruption, 4
Walmart, 42–45
Whole Foods, 46
current customers over new ones, increasing revenue. See also increasing revenue.
getting current customers to spend more, 44, 45–49
Walmart, 59
custom-built products. See personalization.
customer data, history of personalization, 64
customer focus strategies. See also current customers over new ones; focusing on customer needs; personalization; quality; responding to customer needs.
disregarding. See continuous improvement.
P&G (Procter & Gamble), 26
self assessment, 162
customer groups, low- and high-usage, 55f, 56f
The customer is always right. (Omotenashi), 134
customer needs, focusing on. See focusing on customer needs.
customer retention programs, current customers over new ones, 47–48
customer segments, identifying, 52–55
customercentric culture, 151–152
customer-focused shared purpose, 132
customer’s won’t wait. See responding to customer needs.
customization. See personalization.
D
Daimler/Mercedes, 68
dairy farmers, continuous improvement, 120–121
Dant-Kanti toothpaste, 2
demographic segmentation, 53
discount food retailers, 103–105, 105f
Disney
customercentric culture, 151–152
onboarding and training, 153
reinvention strategy, 40
Disney, Walt, continuous improvement, 119–120, 134
Disneyland
assertive friendliness, 131
attention to detail, 134–135
continuous improvement, 119, 131
empowering teams, 131–132
disruption
definition, 1
potential for, self assessment, 156–157
strategies for. See strategies for disruption.
technology and innovation, 20
distributed manufacturing, 74–75
Donald Duck, continuous improvement, 119
E
easyJet, improving service levels, 51
Edgewell Personal Care, 30
electric vehicles, 20–21. See also Tesla.
empathy, 131
employee pride, encouraging, 135–136
Eurowings, improving service levels, 51
exploding smartphones, 101
F
facilities management (FMP) case study, 139–143
failing businesses
in Finland, 153–154
societal implications, 153–155
in the U.S., 154
in Venezuela, 154
failure rates, Fortune 500 companies, 3–4
fashion industry, responding to customer needs, 86–88
fast following, strategies for responding to customer needs, 91
Filene’s Basement, 8
Finland, failing businesses, 153–154
flexible manufacturing, strategies for responding to customer needs, 95
FMP (facilities management) case study, 139–143
focus on what’s important, Samuel Johnson on, 7
focusing on customer needs. See also customer focus; responding to customer needs.
Henry Ford on, 10
iPhone, 10–11
market research, 10
self assessment, 27
Steve Ballmer on, 11
Steve Jobs on, 10
variation by country and geography, 12–14
vs. technology development, 20–22
focusing on generational needs
baby boomers, 9
driving future disruptions, 15. See also specific generations.
Gen Z, 9
millennials, 9
focusing on quality. See quality, focus on.
following global trends, strategies for responding to customer needs, 92
food and beverage industry, influence of millennials, 19
Fortune 500 companies, failure rates, 3–4
fun-loving attitude, recruiting for, 152
G
Galaxy S9, 90
garment industry, personalization affordability, 71–72
GE, short-term strategies, long-term consequences, 28
GE Rail, 34
GE Transportation, 34
Gen X
characteristics of, 16–17
product advertising, 9
ride-hailing services, 32
Gen Z
characteristics of, 18–19
domination of spending, 62
focusing on generational needs, 9
smartphone cameras, 15
General Mills, 19
General Motors, successful turnaround, 41
generational needs. See focusing on generational needs.
Gennette, Jeff, 46
German military, empowering teams, 133
global expansion, failed strategy for disruption, 35
good enough. See quality.
Good to Great, 118
Google, Waymo, autonomous vehicle company, 22
Great Wall, 68
growth from current customers, self assessment, 158. See also current customers over new ones.
Guest Experience Makers, 131
H
Haier, 6–7
health care, personalization affordability, 78
Heaven (Tianzun) air conditioners, 130
Heinz, history of personalization, 65
Hershey’s, 19
H&M, 63
home appliances, continuous improvement, 122
home delivery services, Walmart, 59
Honda, Takata airbags, 115
hongbao online, 84–84
HUL (Hindustan Unilever), 1–3
I
IBM, loss of market share, 21
IBM Global Technology Services, 89f
Immelt, Jeff, 34
improving service levels
Air France, 51
Amazon Prime, 49–50
budget airlines, 51
competitor copycats, 50–51
current customers over new ones, 48–51
easyJet, 51
Eurowings, 51
Lufthansa, 51
risks, 49–50
Ryanair, 51
Target, 50
thoughtful execution, 48–49
Transavia, 51
Walmart, 50
Wizz, 51
In Search of Excellence, 118
increasing revenue, getting current customers to spend more, 44, 45–49. See also revenue and profit trends.
increasing revenue, step-by-step approach
basing services on customer needs, 56–57
behavioral segmentation, 53
demographic segmentation, 53
estimated revenue and cost per user, 58f
identifying customer segments, 52–55
identifying valued services, 55–56
low- and high-usage groups, 55f, 56t
overview, 52
pricing services, 57–58
psychographic segmentation, 53, 54
segmentation by business metrics, 53–54
segmentation by buying behavior, 53
incremental innovation, 30–32
India
attention to detail, 137
chalta hai (It’s okay), 137
personalization, 62
P&G (Procter & Gamble), 26
smartphone market, 13–14
Indiana Jones, 119
industry trends, strategies for responding to customer needs, 91–92
innovation, R&D (research and development) on, 31
innovation driven by customers, 122
in-promotions vs. product advertising, 32–33
iPhone, focusing on customer needs, 10–11
iPhone pricing, smartphone market, 13f
iPhone X, 90
IT service market, 88–90
Ito, Masahiro, 9
It’s okay (chalta hai), 137
J
J. Hilburn, 72
Japan
attention to detail, 134
automotive industry, vs. U.S., 102–103, 154
Kaizen (continuous improvement), 134
Omotenashi (The customer is always right.), 134
personalization, 62
Jobs, Steve
Apple turnaround, 40–41
continuous improvement, 134–135
on focusing on customer needs, 10
strategies for responding to customer needs, 93
Johnson, Samuel, on focusing on what’s important, 7
K
Kaizen (continuous improvement). See continuous improvement (Kaizen).
Kao Japan, strategies for responding to customer needs, 92
keeping up with demand, 86–88
Kellog’s, 19
KFC, in China, 35
Kindle, 82
Kraft, 19
L
lead time, reducing, 76–77
leadership compensation
P&G (Procter & Gamble), 25f
strategy to avoid disruption, 25–27
tying to customer satisfaction, strategy to avoid disruption, 25–27, 28, 29
Lieber, 129
listening to customers, strategy to avoid disruption, 29
lobbying and special interests, failed strategy for disruption, 35–36
loyalty programs, current customers over new ones, 46–47
Lucasfilm, continuous improvement, 119
Lufthansa, improving service levels, 51
LVMH (Louis Vuitton Moët Hennessy), history of personalization, 67
Macy’s, current customers over new ones, 46
managers, developing, 135
market research, focusing on customer needs, 10
marketing, failed strategy for disruption, 32–33
Maruti Suzuki, 68
Marvel, successful turnaround, 41
Marvel Entertainment, continuous improvement, 119
mass production, history of personalization, 67–68
McDonald’s, quality, 100
medical device companies, focus on quality, 109–110
MediDevi (medical device company), case study, 109–115
Mehta, Sanjiv, 2–3
memberships, in China, 62–63
mergers and acquisitions
airlines, 33–34
a failed strategy for disruption, 33–34
GE, 34
railroad industry, 34
Mickey Mouse, continuous improvement, 119
Microsoft
presence in smartphone market, 11
in the smartphone market, 11
Middle Ages, history of personalization, 67
Middle East, smartphone market, 13–14
millennials
across the globe, 18
advertising, 66
characteristics of, 17–18
distrust of ads, 32
domination of spending, 62
driving the growth of discount grocers, 104
focusing on generational needs, 9
food and beverage industry, 19
importance of speed, 38–39
incremental innovation, 31
online fashion, 9
ride-hailing services, 32
Samsung attracting, 31
sharing economy, 17
Starbucks, 17
trust for peer reviews, 32
wellness, 18
Zozotown, 9
mobile payment market in China, 84–85, 85f
Mondelez, 19
Mtailor, 72
Musk, Elon. See also Tesla.
in China, 83
developing the Tesla, 83
leadership compensation, 28
N
needs
customer. See focusing on customer needs; responding to customer needs.
generational. See focusing on generational needs.
Neiman Marcus, history of personalization, 64
NeXT, 41
Nike, history of personalization, 65
noise-canceling headphones, quality, 117
Nokia
continuous improvement, 125
in Finland, 153–154
Nooyi, Indra, 81
Nordstrom, history of personalization, 64
O
Old Yeller, 119
Omotenashi (The customer is always right.), 134, 151
OnePlus, smartphone market, 14
online fashion, influence of millennials, 9
Oppo, smartphone market, 14f
oral care products, 3
organic milk sales, continuous improvement, 120–121, 121f
organizational change
customercentric culture, 151–152
employee development, 152–153
incentives, 149
leadership compensation based on customer metrics, 149
organizing in customer-facing groups, 150–151
outsourcing IT to India, 89
P
packaging and labeling, history of personalization, 65
Pantanjali products, strategies for responding to customer needs, 92
The Parent Trap, 119
partner workshops, 126–128
patents vs. growth, 21
peer reviews
millennial trust of, 32
strategy to avoid disruption, 39
vs. advertising, 101
Peltz, Nelson, 26–27
Pepsi
advertising vs. in-store promotions, 32–33
effects of generational change, 19
personalization
apparel retail strategies, 146
automotive industry strategies, 147
in China, 62–63
consumer goods, strategies, 148
need for, self assessment, 62
pharmaceutical strategies, 144
premium prices for, 64
retirees downscaling, 63
self assessment, 158–159
Starbucks, 60
strategy for disruption, 4–5
strategy to avoid disruption, 38
suits. See bespoke suits.
value to millennials, 8
personalization, history of
Adidas, 65
advertising, 66
Airbnb, 65–66
clothing, 65
cosmetics, 64
early attempts, 64–65
Heinz, 65
Henry Ford, 67
luxury goods now, 65–67
LVMH (Louis Vuitton Moët Hennessy), 67
mass production, 67–68
Middle Ages, 67
Neiman Marcus, 64
Nike, 65
Nordstrom, 64
packaging and labeling, 65
Saks Fifth Avenue, 64
scale, 69
Sephora, 64
Uber, 65–66
using customer data, 64
personalization, worldwide demand
Alibaba, 62
Asia-Pacific region, 62
China, 62
India, 62
Japan, 62
personalization affordability. See also strategies for personalization affordability.
flying taxis, 72–73
garment industry, 71–72
health care, 78
premium pricing, 64
ride hailing, 72–73
tailored clothing, 71–72
Uber, 72–73
P&G (Procter & Gamble)
customer focus, 26
in India, 26
leadership compensation, 25f
reducing online spending, 33
revenue and profit margin trends, 26f
short-term strategies, long-term consequences, 25–27
strategies for responding to customer needs, 92
pharmaceutical industry
EpiPens, 145
improving customers’ quality of life and health, 73
lobbying and special interests, 35–36
Mylan, 145
affordability, 145
personalization, 144
quality, 144–145
speed, 145
photography. See smartphone cameras.
Pixar, continuous improvement, 119
Pixar Animation Studios, 41
pollution
automobile industry, 21
electric vehicles, 21
potential for disruption, self assessment, 156–157
premium pricing, personalization affordability, 64
pricing
services, 57–58
servicing new business, 88
smartphone market, 12
Procter & Gamble. See P&G (Procter & Gamble).
produce only what customers buy, strategies for responding to customer needs, 97–98
product advertising
baby boomers, 9
failed strategy for disruption, 32–33
failure of, 32–33
Gen X, 9
history of personalization, 66
millennial distrust of, 32
millennials, 66
Pantanjali on, 2
vs. in-store promotions, 32–33
proxies, strategies for responding to customer needs, 91
psychographic segmentation, 53, 54
punishing current customers, current customers over new ones, 47
Q
Qatar Airways, focus on quality, 106–107
quality
automotive industry strategies, 147
Bose noise-canceling headphones, 117
Chick-fil-A, 100–101
consumer goods, strategies, 148
in the eye of the beholder, 107–108
Huawei, 101
McDonald’s, 100
noise-canceling headphones, 117
peer reviews over advertising, 101
pharmaceutical strategies, 144–145
Sony noise-canceling headphones, 117
strategy for disruption, 5–6
strategy to avoid disruption, 39
Tim Cook on Apple, 103
winning with, 116–117
quality, focus on
affordability, 103–106
Aldi, 103–106
in all industries, 106–107
Android devices, 107
challenging industry norms, 113–114
contaminated medicine vials, 109–113, 110f, 112f, 115
discount food retailers, 103–104
food discounters, 104–105, 105f
Lidl, 103–106
medical device companies, 109–110
Qatar Airways, 106–107
quality vs. output, 111–113
regulatory standards, 108–111
Southwest, 108
strategy for, 5–6
supply chains, 114–116
U.S. products vs. Japanese, 102–103
quality vs. output, 111–113
quick development, strategies for responding to customer needs, 91–92
R
rapid response to changing needs, 122
R&D (research and development)
on innovation, 31
Six Sigma principles, 15–16
recognizing success, 133
recognizing work well done, 136–137
recruiting process
fun-loving attitude, 152
servant’s heart, 152
Southwest, 153
warrior spirit, 152
reducing costs. See also FMP (facilities management) case study.
analysis, 140–141
strategy for, 142
regulatory standards, focus on quality, 108–111
reinvention. See business reinvention.
removing or reducing nonmoving inventory, strategies for responding to customer needs, 94
research and development. See R&D (research and development).
responding to customer needs. See also focusing on customer needs.
Alibaba, 84–85
Alipay, 84–85
Amazon, 82
Apple, 99
audiobooks, 82
cost structures, 88
fashion industry, 86–88
hongbao online, 84–84
IBM Global Technology Services, 89f
introducing new products or services, 84–85
IT service market, 88–90
keeping up with demand, 86–88
Kindle, 82
mobile payment market in China, 84–85, 85f
outsourcing IT to India, 89
overview, 80–84
pricing, 88
scaling, 86–88
self assessment, 83–84, 159–160
service models, 88–90
strategies for. See strategies for responding to customer needs.
strategy for disruption, 5
WeChat Pay, 84–85
Zara, 86–88
restructuring IT outsourcing, 126–128
retirees downscaling, 63
return policies
apparel retail strategies, 146
current customers over new ones, 48–49
revenue, estimated revenue and cost per user, 58f
revenue and profit trends. See also increasing revenue.
Apple, 11f
Pantanjali, 2f
P&G (Procter & Gamble), 26f
ride-hailing services
building cars for, automotive industry strategies, 147
millennials, 32
personalization affordability, 72–73
vs. autonomous vehicles, 73
Roberts, Brian, 47
Running of the Brides events, 8
Ryanair, improving service levels, 51
S
Saks Fifth Avenue, history of personalization, 64
sales promotions
Apple, 96
strategies for responding to customer needs, 95–96
Samsonite, current customers over new ones, 48–49
Samsung
attracting millennials, 31
Galaxy S9, 90
smartphone market, 12–13, 14f, 90
strategies for responding to customer needs, 90
scaling, 86–88
Sculley, John, 40
segmentation of customer groups
behavioral, 53
by business metrics, 53–54
by buying behavior, 53
demographic, 53
self assessment
continuous improvement, 119
focusing on customer needs, 27
personalization, 62
quality, 102
responding to customer needs, 83–84
strategies, choosing and implementing, 142
your company vs. Amazon or Walmart, 44
self-driving technology, 21–22
selfies, smartphone market, 12
self-managed teams, 129
servant’s heart, recruiting for, 152
service
apparel retail strategies, 146
automotive industry strategies, 147
strategy to avoid disruption, 38
value to millennials, 8
service levels, improving. See improving service levels.
services
basing on customer needs, 56–57, 88–90
identifying, 55–56
pricing, 57–58
sharing economy, influence of millennials, 17
shipping, Amazon Prime
to rural areas, 58
two-day, 49–50
shipping, Walmart two-day, 50
short-term strategies, long-term consequences
failed strategy for disruption, 36
P&G (Procter & Gamble), 25–27
strategy to avoid disruption, 24, 25–27, 28
Shutterfly, 78
simplifying
delivery, strategies for responding to customer needs, 95
the network, strategies for responding to customer needs, 94
ordering, strategies for responding to customer needs, 94
supplier interactions, strategies for responding to customer needs, 95
Six Sigma principles, 15–16
smartphone cameras
Android, 15
customizing, 15
for Gen Z, 15
smartphone market, 12
smartphone market
Africa, 13–14
Android, 107
Apple iOS, 107–108
cameras, 12
Galaxy S9, 90
global shares, 14f
global vs. multinational, 14
India, 13–14
iPhone pricing, 13f
iPhone X, 90
Microsoft presence in, 11
Middle East, 13–14
pricing, 12
selfies, 12
Transsion Holdings, 13
in the United States, 14
Vivo, 12
Windows, 107–108
smartphone market, Chinese manufacturers
OnePlus, 14
Oppo, 14f
smartphones
Android devices, 107
continuous improvement, 125
exploding, 101
societal implications of failing businesses, 153–155
Sony noise-canceling headphones, quality, 117
Southwest
customercentric culture, 151
employee satisfaction survey, 153
focus on quality, 108
recruiting process, 153
speed
apparel retail strategies, 146
consumer goods, strategies, 148
importance to millennials, 38–39
pharmaceutical strategies, 145
strategy to avoid disruption, 38–39
value to millennials, 8
Squarespace, 78
Star Wars, 119
Starbucks
empowering teams, 132
influence of millennials, 17
personalization, 60
sales promotions, 96
strategies, choosing and implementing
apparel retail, 145–146
automotive industry, 146–148
changing organization perspective, 149–153
consumer goods, 148–149
customer-focused strategies by industry, 143t
FMP (facilities management) case study, 139–143
overview, 142–144
pharmaceuticals, 143t, 144–145
self assessment, 142
Zara, 143
Zozotown, 143
strategies for customer focus. See current customers over new ones; personalization; quality; responding to customer needs.
disregarding. See continuous improvement.
strategies for disruption
continuous improvement, 6–7
current customers over new ones, 4
focus on quality, 5–6
personalization, 4–5
responding to customer needs, 5
strategies for disruption, failure of
failure rates for Fortune 500 companies, 3–4
global expansion, 35
incremental innovation, 30–32
lobbying and special interests, 35–36
marketing, 32–33
mergers and acquisitions, 33–34
product advertising, 32–33
short-term strategies, long-term consequences, 36
strategies for future customer needs. See strategies for responding to customer needs.
strategies for personalization affordability. See also personalization affordability.
3-D printing, 75
creating flexible operations, 74–77
different supply chains for different demands, 75
distributed manufacturing, 74–75
overview, 61
reducing lead time, 76–77
reducing waste, 76–77
rethinking offerings, 70–73
strategies for responding to customer needs
Aldi, 92
corporate law firms, 92–93
fast following, 91
flexible manufacturing, 95
following global trends, 92
Galaxy S9, 90
iPhone X, 90
Kao Japan, 92
new service models, 92–93
overview, 90
Pantanjali products, 92
P&G (Procter & Gamble), 92
produce only what customers buy, 97–98
quick development, 91–92
reducing sales promotions, 95–96
removing or reducing nonmoving inventory, 94
Samsung, 90
simplifying delivery, 95
simplifying ordering, 94
simplifying supplier interactions, 95
simplifying the network, 94
speeding up the supply chain, 93–97
Steve Jobs, 93
Swiffer products, 92
Tim Cook, 93
trial and error, 92
watching for proxies, 91
watching industry trends, 91–92
Yoga, 92
strategies to avoid disruption
leadership compensation, 25–27
linking CEOs to customers, 29
listening to customers, 29
short-term strategies, long-term consequences, 24, 25–27, 28
successful. See successful turnarounds.
tying leadership compensation to customer satisfaction, 25–27, 28, 29
strategies to avoid disruption, needed
overview, 37–38
peer reviews, 39
personalization, 38
quality, 39
reinvention, 40
service, 38
speed, 38–39
Subaru, 68–69
successful turnarounds
Apple, 40–41
General Motors, 41
Marvel, 41
supply chains
demand patterns, 75
focus on quality, 114–116
strategies for responding to customer needs, 93–97
supportive leadership, 132
Swiffer products, strategies for responding to customer needs, 92
T
tailored clothing, affordability, 71–72
tailored products. See personalization.
Takata airbags, 114–115
Target, improving service levels, 50
teams, empowering
assertive friendliness, 131
authority for team members, 132
Battle of Zorndorf, 133
customer-focused shared purpose, 132
Disneyland, 131–132
empathy, 131
in the German military, 133
Guest Experience Makers, 131
recognizing success, 133
selecting and training new members, 132
self-management, 129
Starbucks, 132
supportive leadership, 132
Von Seydlitz, Friedrich Wilhelm, 133
teams, reviewing new members, 136
technology development, vs. focusing on customer needs, 20–22
Tesla. See also automotive industry; electric vehicles; Musk, Elon.
as disruptive technology, 20–21
leadership compensation, 28
responding to changing needs, 82–83, 99
3-D printing, 75
360 triangulation, 124–125
Tianzun (Heaven) air conditioners, 130
Tiffany, history of personalization, 66–67, 66f
toothpaste, 2–3
top one hundred Chinese brands, 121
Toyota, Takata airbags, 115
Transavia, improving service levels, 51
Transsion Holdings, smartphone market, 13
trial and error, strategies for responding to customer needs, 92
Tumi, current customers over new ones, 48–49, 51–52
two-day shipping
Amazon Prime, 49–50
Walmart, 50
U
Uber
advertising, 33
history of personalization, 65–66
personalization affordability, 72–73
Unilever. See HUL (Hindustan Unilever).
United States
failing businesses, 154
smartphone market, 14
V
valet services, Walmart, 59
values, millennials, 63
Venezuela, failing businesses, 154
Vistaprint, 78
Vivo, smartphone market, 12
Von Seydlitz, Friedrich Wilhelm, 133
W
Walmart
current customers over new ones, 42–45
improving service levels, 50
revenue and profit trends, 43f, 44
valet and home delivery services, 59
Walton, Sam, 23
warrior spirit, recruiting for, 152
waste, reducing, 76–77
Waymo, 22
website design, 78
WeChat Pay, 84–85
wedding dresses, 8
Welch, Jack, 34
Wells Fargo, short-term strategies, long-term consequences, 28
Whole Foods
acquisition by Amazon, 35
current customers over new ones, 46
Wizz, improving service levels, 51
X
Xiaomi, smartphone market, 12, 13–14, 14f
Y
Yoga, strategies for responding to customer needs, 92
yogurt, U.S. market share, 37f
Yoshinaga, Yasuyuki, 69
Z
Zara
customer focus strategy, 5
responding to changing needs, 86–88
strategies, choosing and implementing, 143
zero distance with the customer, 129
Zozotown
strategies, choosing and implementing, 143
Zuckerberg, Mark, short-term strategies, long-term consequences, 28
ZZJYTs (zi zhu jing ying ti), 129