Digital Exclusives
Peter Fader evaluates top barriers to customer centricity, ranging from how to measure customer profitability versus cost to questions, to branding and privacy.
Wharton Marketing Professor Peter Fader posits P&G’s divestiture of 100 brands could start a “profitable-product death spiral.” What's a better alternative?
The difference between marketing and economics is the difference between gymnastics and Nik Wallenda’s high-wire act, between being grounded and floating in the clouds.
Customer centricity should help shape customer development but shouldn’t make you lose sight of acquisition and retention.
What the Kindle Fire and Amazon’s downbeat Q4 results teach us about customer centricity.
One of the biggest complaints I hear about customer-centric strategy is that it’s too complicated.
Customer centricity is not merely about customized products and services. A truly customer-centric firm knows that world-class service should be reserved for only the best customers.
Let’s face it: non-profits are the ugly stepchildren of the corporate world. They get scraps of advice and hand-me-down help from MBA do-gooders, but that’s not where the action is when it comes to “real” business.
BlackBerry’s tagline should be “BBM Me.” While their devices have a genuine technical advantage, Blackberry fails to promote it in all of their communications and marketing efforts.
Let’s hear it for the subscription model! Too many firms are quite content to “acquire” a customer and then push the relationship along, one transaction at a time.
I’m writing this post just hours after attending the Convocation event for the incoming MBA Class of 2012. While they all look like strangers to me right now, I know that many of them will become familiar faces over the months to come.
