TO BOOK A PRESENTATION, CALL RICK DIAMOND AT (415) 747-8264
Bruce Kasanoff and Michael Hinshaw are available to delve more deeply into the disruptive forces and SMART strategies contained in their book.
They offer a variety of formats, including both keynote speeches as well as more interactive workshop programs. They will gladly customize a presentation to meet the needs of your audience.
Here are some examples of the themes emerging from the four disruptive forces they highlight:
This force lessens the control your company has over what customers think of your offerings, service and reputation. With countless people in between your company and its customers, how do you support your brand, and preserve valuable customer relationships?
Memory will be everywhere, creating a marketplace in which the truth is almost impossible to escape. Your company has to proactively change its culture before this happens, and there's no way to do this without starting a conversation internally about living with the truth (bad reviews, angry customers, skeptical reviewers...).
They make possible "sense and respond" business models, in which you company responds intelligently to changes around both your customer and the world. For most firms, this is a dramatically different way of doing business. How and where should your company build sensors into its offerings and touchpoints?
This is evolving as the real world gets linked much like the virtual world has, and the result is that we will browse, tag and connect nearly everything. The shift from bricks and mortar competition to ecommerce was nothing compared to the shift from the Web to the Physical Web. Your company needs to understand this shift, right now.
Bruce and Michael can walk your teams through these forces, and the implications they bring for your business. They also can explain their actionable five-step SMART system for getting ahead of these changes.
HOW TO ACT SMART
SMART provides the lenses your team needs to assess opportunities and act intelligently, methodically, and confidently in response to the fast-paced market changes.
It's hard to overstate the evolving complexity of smart customers, disruptive technology, and potentially infinite touchpoints. Bruce and Michael can help your team focus on what's most important - while they also increase the urgency with which your business confronts these questions.
For a dynamic, memorable, and utterly essential briefing, invite Bruce or Michael to your next event or team meeting. To learn more, contact Rick Diamond at (415) 747-8264 or firstname.lastname@example.org.
“If your company regards customers as creatures they 'acquire,' 'manage,' 'control,' 'own' or 'lock in,' your company suffers from a fatal condition that only this sort of respect for customer independence and intelligence can cure.”
– Doc Searls, author of
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How smart are your customers? If your company is like most, they’re likely smarter than you realize. How smart, you ask?
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READ AN EXCERPT:
It is not a sustainable strategy to act dumber than the customers you wish to serve.
At the same time, everything and everyone has become or is becoming interconnected. Customers have smartphones loaded with apps that let them check prices, compare service agreements, read reviews, and check in with friends (and strangers) even as they examine your offers and products, and those of your competitors.
Consumers and businesses alike research, connect, and purchase online and over their phones without a second thought.
With these tools come radically higher customer expectations. Higher expectations of experience. Greater demands for personalization and customization. Lower tolerance for mistakes, for running through inane hoops, or for interactions that require mindless repetition (“... What is your account number ...?”).
In short, the world has changed dramatically, but many companies have not. Forget about innovation, they’re not even sure how to keep up. This is the challenge that your company needs to confront.
Companies that can’t pass basic tests of memory, flexibility, responsiveness, and innovation will die.
Among the many disruptive forces that are making it impossible for firms to survive with outdated strategies, four in particular are changing the basic ground rules for business competition and are the focus of this book: Social Influence; Pervasive Memory; Digital Sensors and The Physical Web.
Together, these forces will bring customers more choices, better information, and stunning new services. They are already providing individuals with tools more advanced in many cases than the most sophisticated commercial enterprises had just five years ago.
Put another way, they’ll continue to make your customers even smarter.
We’re just at the tip of this revolution.
For reasons that will become crystal clear as you read this book, established firms will need to reinvent themselves and disrupt their own industries to stay alive. With thousands upon thousands of very bright developers and entrepreneurs working around the globe to provide your customers with ever better, ever more disruptive tools, it’s a certainty that innovation will be coming to your industry if it hasn’t already.
Those companies who react slowly or tentatively will be increasingly marginalized, until finally, they’ll wither away. It may take five, ten, or even fifteen years, but eventually, these companies will be smothered by the competition and the growing demands of their ever-smarter customers.
Table of Contents
We are not talking about trivial change
ONE: SMART CUSTOMERS
Digital innovation is leaving companies behind
Customers start gaining superhero powers
Companies can’t be competitive if they can’t
Smart customers expect smart customer experiences
TWO: INTELLIGENCE IS EVERYWHERE
Beyond 1to1 to 1toEverything
Identify anything, anywhere, anytime
A framework for infinite opportunity and innovation
Innovators look through the eyes of their customers
What your customers could do with a pair of smart glasses
Technology is magic your customers need to trust
THREE: A PERFECT STORM OF
The four disruptive forces
Disruptive force number one: Social Influence
Disruptive force number two: Pervasive Memory
Disruptive force number three: Digital Sensors
Disruptive force number four: the Physical Web
Disruption favors the smart customer
FOUR: STUPID COMPANIES
Does your company behave stupidly?
What happens when smart customers meet
Why CRM hasn't helped
Does this mean the end of loyalty?
Many managers don't care – and aren't paid to
Guess what? Your customers don’t care either
Dumb touchpoints anchor your performance to the past
FIVE: GET SMART
A five-step system for acting smart and growing faster
Getting smart: a simple system you can use
Segment your customers by needs and value
Modularize your capabilities to increase your flexibility
Anticipate your customers' needs
Reward your employees for win/win behaviors
Transform touchpoints (and make them smart)
In summary: It really pays to get – and act – smart
SIX: CRITICAL STEPS
“If anyone disrupts this industry, it's going to be us.”
Welcome to simultaneous change
Be smart enough to learn what your customers really need
Start making your company smarter, now