Customer Innovation: Customer-Centric Strategy for Enduring Growth

Enhanced descriptions from Syndetics:

A new set of organizations has discovered a new formula: they combine customer-centricity with innovative power. These organizations have created a completely outside-in approach to the market. Not driven by what they're good at, they start with the market and design their strategy around it, replacing practices of the past with a new set of capabilities which enable them to be ahead of the curve in discovering new market opportunities. Whereas the traditional value chain model regards the market as the end-outcome of the efforts of the organization, the reversed value chain model starts there. The customer is the starting point and the value chain is the result of understanding customer needs and requirements. Customer Innovation presents this unique case for developing the outside-in organization to drive your business success, combining market orientation with innovation to enable actionable positive change in the way your company does business.Winner of the Innovation and Entrepreneurship category of the 2015 CMI Management Book of the Year Awards, Customer Innovation provides every business with the framework it needs to combine customer focus with innovation to achieve success. It is packed with real world examples from a range of leading global companies including Disney, Coca-Cola, LEGO, Eurex, Netflix, KLM, Carglass, Komatsu, Callebaut and more to help you put market awareness at the heart of your business.

Table of contents provided by Syndetics

• Introduction: Connect-convert-collaborate (p. 1)
• Connect (p. 3)
• Convert (p. 4)
• Collaborate (p. 4)
• The strategic case for customer understanding and market insight (p. 5)
• The antecedents (p. 6)
• Desperately seeking (p. 9)
• Firm-centric paradigm versus customer-centred perspective (p. 10)
• How to read this book (p. 16)
• 01 Connect using the first lens: Zooming into the customer: five practices (p. 19)
• Open up the channels of communication (p. 21)
• Immersive customer understanding (p. 25)
• Using every source of information you have (p. 32)
• Customers as a source of ideas (p. 36)
• Customers as developers (p. 44)
• Unleash new potential (p. 48)
• In short (p. 49)
• Get started (p. 50)
• 02 Convert the first lens by innovating every day: Be a moving target, not a sitting duck (p. 53)
• Leverage a connected development model (p. 57)
• Close the feedback loop (p. 58)
• Constant focus on micro-innovations (p. 60)
• Make it organization-wide (p. 64)
• Harness the full potential (p. 65)
• In short (p. 67)
• Get started (p. 67)
• 03 Collaborate with customers: Put customers at the core (p. 69)
• Create a platform to bring customers together (p. 73)
• Harvest all customer roles (p. 75)
• Go inside-out to enable outside-in (p. 85)
• Build the culture from the inside (p. 89)
• The empty chair in the boardroom (p. 93)
• Walk the talk (p. 95)
• In short (p. 97)
• Get started (p. 98)
• 04 Connect using the second lens: Zooming out beyond the product (p. 101)
• Consider the entire customer journey (p. 103)
• Focus on customer goals and outcomes (p. 114)
• Rethink segmentation (p. 118)
• In short (p. 122)
• Get started (p. 124)
• 05 Convert using the second lens: Create customer solutions (p. 127)
• Outside-in value proposition (p. 132)
• The integration solution (p. 133)
• The disintegration solution (p. 142)
• The trap of competence thinking (p. 145)
• In short (p. 148)
• Get started (p. 149)
• 06 Collaborate along the value chain: Closing the gap (p. 151)
• Connect downstream value with upstream collaboration (p. 157)
• Assets with clout (p. 159)
• Recreate the value chain (p. 170)
• In short (p. 374)
• Get started (p. 174)
• 07 Connect using the third tens: Avoid the trap of myopia (p. 177)
• The customer trap: learn from the customers you don't have (p. 182)
• The competitor trap (p. 184)
• On blinkers and biases (p. 187)
• Driving attention to the outside (p. 193)
• How to exploit the wide lens (p. 194)
• In short (p. 198)
• Get started (p. 198)
• 08 Convert the third lens in business model renewal (p. 201)
• Business model innovation: fad or fab? (p. 204)
• Enemy number 1 The fear of cannibalization (p. 206)
• Enemy number 2 Self-sabotage (p. 213)
• About hungry puppy dogs and fat cats (p. 215)
• How to organize to enable new business creation (p. 216)
• On persistence and patience (p. 222)
• In short (p. 223)
• Get started (p. 224)
• 09 Collaborate in flexible ecosystems (p. 227)
• Explore new horizons (p. 230)
• Think in terms of ecosystems (p. 231)
• Agility versus commitment (p. 235)
• In short (p. 236)
• Get started (p. 236)
• 10 The playbook for enduring customer-based growth Three essential capabilities (p. 239)
• Diagnose your organization (p. 242)
• Index (p. 247)