 |
Customers drifting away from their former buying habits may provide the most subtle and insidious cause of a strategic inflection point – subtle and insidious because it takes place slowly.
|
065 |
 |
…businesses fail either because they leave their customers, i.e., they arbitrarily change a strategy that worked for them in the past (the obvious change), or because their customers leave them (the subtle one).
|
065 |
 |
Marketers, no longer able to keep track of customers across myriad touch points, find it increasingly difficult to get a single view of their customers.
|
114 |
 |
With visibility into the entirety of the customer journey, big data enthusiasts claim to be changing dramatically the lives of consumers. All that first part (or personal) data is going to lead us to a more customized, customer-centric world.
|
122 |
 |
Customers expect brands to know them when they want to be known and to be anonymous when they don’t.
|
125 |
 |
Customer journeys… become a unifying concept, through which the barriers and the potent drivers to engaging the customer [can] be mapped.
|
137 |
 |
…the UX designer sits at the intersection of customer needs, business needs, and the feasibility of meeting them on any given project.
|
154 |
 |
Many fail because they begin and end at the transaction, embracing only part of the full commercial relationship with the customer – a relationship that begins well before the sale and continues well after the first transaction.
|
185 |
 |
Your average customers have the same problem you have in product development: They have a good deal of difficulty looking past the existing paradigm.
|
029 |
 |
Among innovators, those with the creativity and the most customer and product knowledge will be most likely to produce the biggest innovations.
|
077 |
