By Terry R. Bacon Ph.D., David G. Pugh
"Winning habit" offers businesses a brand new solution to elevate enterprise: by means of "outbehaving" opponents in order that consumers see a favorable behavioral distinction at each patron touchpoint - from product improvement and branding to bids and recommendations, carrier, and lots more and plenty extra. it truly is this company-wide Behavioral Differentiation that breeds lasting buyer loyalty through permitting any corporation to tell apart itself from rivals in a difficult, crowded industry. "Winning habit" will turn out to be a landmark publication within the literature on customer support and patron courting administration: there hasn't ever been a ebook on Behavioral Differentiation ahead of, yet readers will see its strength within the result of the blue-ribbon companies that perform it.This identify is jam-packed with eye-opening case histories and examples: Ritz-Carlton Harley-Davidson company Rent-a-Car Wal-Mart. It gains specific interviews with high-profile executives together with: George Zimmer (Men's Wearhouse) Hans-Olof Olssen (Volvo) Piers Marmion (Heidrick & Struggles) and others.
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Extra info for Winning Behavior: What the Smartest, Most Successful Companies Do Differently
With the evolution of the market, pioneering companies face the choice of becoming limited-volume, high-priced, high-cost specialty producers or high-volume, low-cost producers of standard products. —Seymour Tilles, “Segmentation and Strategy,” in Perspectives on Strategy from the Boston Consulting Group The Dynamics of Differentiation Harvard’s Theodore Levitt argues that there are no true commodities, that everything—including raw materials and other products that would seem to have no distinctions—can be differentiated, and is: “In the marketplace, differentiation is everywhere.
As the distinctions between companies and their products blur, market entropy in- We Will Assimilate You 15 creases—and the challenge marketers confront in creating meaningful differentiation for their companies and products leaves them breathless. A differentiated product remains a differentiated product only until the emergence of the first follower. After that it begins to behave as a commodity. Over time, all products tend to become commodities. With the evolution of the market, pioneering companies face the choice of becoming limited-volume, high-priced, high-cost specialty producers or high-volume, low-cost producers of standard products.
Premiere magazine’s Sean M. html) We Will Assimilate You 21 read sample pages. However, in 2001, Amazon introduced sample pages onto its Web site, so the browsers no longer have to go to a bookstore to sample a book’s content. Dell’s approach is similar in that they ignored the traditional retail store model and sold directly to consumers. Though rivaled now by Compaq, Gateway, and others, Dell’s Internet-direct channel remains the champion of built-to-order products sold directly to consumers, because of their award-winning after-sales service; high-quality, state of the art products; and the industry’s most successful advertising campaign.
Winning Behavior: What the Smartest, Most Successful Companies Do Differently by Terry R. Bacon Ph.D., David G. Pugh