Innovation Leadership

Are you an innovation leader?

Are you driving the revolution in how to attract, serve, and keep your clients’ most profitable customers for life?

My 20-plus years of experience tell me that successful innovation leaders operate with a set of distinctive beliefs. A few of these beliefs include the following:

  • A firm has no greater purpose than to attract and keep customers.
  • Only two things create value: innovation and marketing. All else is cost.
  • In most ways, innovation and marketing have converged; customers now experience no difference.
  • Aided by social networks, rating services, and millions of social media sites, customers experience your value proposition and value fulfillment processes as only two parts of a brand.
  • Active and sustaining brands constitute a conversation among buyers, intermediaries, customers, and vendors.
  • Innovation marketing leaders create conversations for possibility, engagement, and satisfaction.
  • Some customer relationships produce more profit than others.
  • Innovation marketing leaders learn how to activate and sustain conversations with profitable customers.
  • This requires effective systems, processes, and accountabilities for attracting profitable customers, conversing with them, and tracking their progress through a customer engagement cycle.

Digital Induces Transformation

  • The digital, online portion of a product or service offering will continue to grow in overall value.
  • For some customers, the digital, online experience constitutes the defining feature of a firm’s product or service.
  • Innovation marketing leaders emphasize growing their digital portfolios first, understanding that interactive customer relationships will induce rapid-cycle feedback, innovation, and game-changing momentum.
  • Managing the customer experience now requires transformation of marketing, sales, and service into an IT service delivery operation.
  • Organizational transformation of how firms attract and keep customers requires true innovation leadership.

Our Best Clients

Our best clients come to us for innovation leadership that kick-starts their development of new operational capabilities to better attract, serve, and keep their most profitable customers for life.

Our best clients believe

  • Operational capabilities comprise a set of accountabilities, processes, systems, and technologies that determine their ability to execute a customer engagement strategy.
  • Creating new accountabilities
  • represents the most challenging yet critical success factor.

Our clients love how we speed the development of new operational accountabilities in their operations.

Finally, our best clients believe:

  • The Google Disruption continues, bringing hordes of potential customers to the front, back, and side digital doors of selling firms.
  • The biggest problem has become what to do with the thousands of visitors once they have landed somewhere at their various Web properties—corporate websites, product microsites, social networking pages, etc.
  • Known and unknown users access online content in bizarre, nonlinear, and largely unpredictable ways.
  • These networked customers want more than templated content and usable functions.
  • Many potential new buyers and returning customers demand ways to interact with different parts of the firm.
  • Networked customers insist on mashing up or combining online content and interactive services into individualized packages—“just for me and my friends.”
  • Networked customers will not settle for personalized content: they expect an evolving relationship with brands and a community of users or customers.
  • This means that firms must have a technical strategy for engaging customers throughout a customer lifecycle—from awareness and consideration to trial and purchase and ending with loyalty, advocacy, and collaborative development of future offerings.
  • Effective engagement of customers requires the orchestration of marketing, sales, service, product management, and development processes across a customer lifecycle.
  • Orchestration of these processes starts with a simple, effective way to build new operational capabilities of customer engagement—how to attract, serve, and keep the most profitable customers for life.