Building profitable customer-centric strategies requires more than creating winning concepts. It also requires generating ongoing stakeholder commitment, capability and effective execution.
This final article in the four-part series by the Business Authors Leadership Alliance (BALA) shows how to develop a plan for leading and managing organizational performance to achieve your customer-centricity objectives.
You'll learn, step-by-step, how your company can accelerate progress on the road to success without running into “gridlock” along the way. We'll address the following:
- Uncovering assumptions that can get in the way of success
- Overcoming stakeholder resistance
- Generating commitment
- Focusing everyone's energy on what's really important
- Reducing risk so that you don't get blindsided by unexpected problems
As a reminder, BALA's process involves the following four phases:
- Identify key strategic customer-centric opportunities and challenges (see Part 1 by Michael Lowenstein)
- Focus staff innovation and creativity to develop solutions for these challenges (see Part 2 by Jeff Mauzy)
- Ensure and refine profitability potential of new initiatives (see Part 3 by Jim Lenskold)
- Lead and manage organizational performance so that the company can meet its customer-centricity objectives
Last week's BALA article covered Phase 3. We now present the steps in Phase 4:
Back to Midwest Telecom
Over the past three weeks, we've been discussing the case of a fictional company known as Midwest Telecom. This example has been compiled from several actual engagements spanning various companies.
The three previous phases of the BALA process (1) established business priorities, (2) used innovation techniques to develop top strategies to address these priorities, and (3) assessed the ROI and profitability potential of the top set of solutions.
Take the first step (it's free).
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