B2B: back to basics – driving shareholder value

Strategy and Leadership - 2001
RandyHarris1, JohnGoodman2
1Randy Harris is founder and managing partner of Executive Intelligence, Inc., a research and consulting firm specializing in Customer Decision Analysis (e‐mail [email protected])
2John Goodman is president of the e‐Satisfy organization (www.e‐satisfy.com) and was the founder and president of Technical Assistance Research Programs (TARP).

Tóm tắt

In the face of an uncertain, even down‐turning, economy, many executives are finding the pressures of improving shareholder value have replaced the intense pressures of the dot‐com era. The prosperity of the 1990s raised the bar in terms of shareholder expectations. Acronym‐laden, technology‐based strategies established new concepts of silos. Customers have become obsessed with self‐determination and control. In business‐to‐business (B2B) operations, success will depend on developing interdependencies within the entire food chain of companies that serve the ultimate consumer. The authors suggest a Return on Customer (ROCTM) measurement that can help business executives maximize their efforts to meet customer needs.

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Tài liệu tham khảo

Hamel, G. (2001), “Revolution vs. evolution: you need both”, Harvard Business Review, May.

Seybold, P.B. (2001), “Get inside the lives of your customers”, Harvard Business Review, May.

Young, S. (2001), “Complaints rise as phone‐service problems mount”, Wall Street Journal, May 3.

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Strategy and Leadership

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