Marketing has been changing dramatically. It has moved from a single function in an organization to a wider perspective on management, with the authentic customer focus infused throughout the entire organization.
Expanding marketing from a single function to a broader management approach has fundamentally widened the scope for the field, creating many new challenges and opportunities. Therefore, marketing, not as technical tactics but as Value Creation Strategy, has become critically important to your business innovation and strategic management.
In this dramatically changing marketplace, you are not expected to remain just another business professional, but, rather, you are highly expected to move dynamically along the upward spiral of growth as a transformational business leader. Let me share with you my definition on 4 fundamental attitudes that define transformational business leaders:
To cope with change and bring about innovation, transformational business leaders should be able to:
By integrating these 4 traits, you can make a difference as a successful transformational business leader!
This integration is not easily achieved and it will take you time and efforts for sure. Therefore, I wholeheartedly extend my best wishes to all of you by sending the following message:
Grit is the power of passion and perseverance for long-term goals and massive transformative purposes. You have to be willing to fail, to be wrong and to start over again with lessons learned. Failure is not a permanent condition. Rather, failure is only the opportunity to begin again more intelligently. Therefore, strive consistently for innovation to make a difference!
Also, please make the most of the following insights for exploring and maximizing customer value for your business innovation:
Ten insights for exploring and maximizing Customer Value
(To increase effectiveness and profitability of your business)
Here are practical suggestions for maximizing customer value, staying truly customer-oriented, and producing effective results, without falling into an “internal focus” and unintentionally aiming at developing “golden products”:
(1) Is your definition of “ Customer” clear enough?
(2) Do you try to go beyond customer expectations and pursue “ultimate customer value”?
(3) Aren’t you falling into an “internal focus” without knowing it, even if you intend to stick to a “customer focus”?
(4) You may look at your customers objectively all right, but do you view your business from the standpoint of your customers consistently, by thoroughly placing yourself in customers’ positions?
(5) Are you confident that, as representatives of your customers, you can express true inner needs and wants of your customers, and can provide customers with deep emotions?
(6) What desirable state of the future do you wish to realize through your business for our future generations?
(7) Has a decision been clearly made on what not to do? (to seek optimum resources allocation)
(8) To formulate differentiation strategies, are you fully sensitive to customers’ perceptions to make the points of differentiation truly meaningful to customers?
(9)Is your Value Chain established so solidly that there is a consistent fit between departments as if the lifeline would be incorporated into maximizing customer value?
(10) Can you identify a new path of business growth, by redefining your business from customers’ viewpoints?
Graduate School of Management of Technology
Nippon Institute of Technology
Dec 11, 2018
次号（No.32）は 平川 淳教授 が執筆予定です。