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Jun
20
2011

"There is no shortage of extremely successful companies with business models that critically depend upon a high degree of customer proximity and the ability to generate detailed insights into customers’ needs, wants and behaviors – those buying habits and attitudes pivotal in shaping and directing the whole organization. In other words, companies that are customer centric. Yet, there are also many successful companies that don’t go out of their way for customer proximity. By looking at companies that operate on both ends of the spectrum, it becomes clear that customer centricity is not a virtue."

www.imd.org/...TC078-10.cfm
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customer customercentricity segmentation pricing

  • These are just a few examples. And there are many other companies whose success is based on customer centricity, most of which would be well advised to continue their successful strategy of customer focus.
  • Ironically, it is often because of their customer focus that firms choose to become less customer focused, at least in certain market segments. Dow Corning has a proud tradition of active customer engagement, and management sees the company not only as a supplier of chemicals but an active partner in solving its customers’ problems. About 10 years ago, the company realized that many of their customers did not want this level of attention but, instead, preferred a better price
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Jan
9
2011

"Social has its own Pareto rule: 90-9-1 versus the old-fashioned 80-20. It means that 1% of people creates content, 9% curates it, and the remaining 90% is consuming it. That’s not a very homogeneous group, is it? Yet, when it comes to paying the bill, all of them are considered equal."

www.cloudave.com/...blogging-should-be-pay-per-use
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socialsoftware pricing pareto use microblogging

  • Normally, you only pay for what you use. We all have stuff in the house we purchased once because we thought we needed it, and hardly or even never touched it since. Heck, maybe some of that is still even gift-wrapped or unpacked. But none of us have ever payed for something we then knew wouldn’t need.
  • You might also reverse the model (slightly going crazy now, apologising up front): users who contribute most will be free from charge, users who contribute least will be charged more – that will get out a really valuable knowledge pool, won’t it? Or will it just increase the volume and drag down the value?
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