If Peter Drucker first proposed his “marketing concept” back in 1954, the notion that meet customer needs better than your competition, as the driver of business success was a radical idea must. Today, most managers agree that a sustainable profit growth requires a clear, relevant customer information promise, delivers on this promise, improving it, innovations and support all that with an organization that is open to new ideas and feedback from the market. However, achieving all this is diff … Read more »

If Peter Drucker first proposed his “marketing concept” back in 1954, the notion that meet customer needs better than your competition, as the driver of business success was a radical idea must. Today, most managers agree that a sustainable profit growth requires a clear, relevant customer information promise, delivers on this promise, improving it, innovations and support all that with an organization that is open to new ideas and feedback from the market. However, all this is difficult to achieve. Despite management’s tendency to wishful thinking, the authors believe managers can. Weaknesses with their company by building a series of five questions designed to reveal their weaknesses are Using examples from companies such as Apple, Google, Procter & Gamble and Toyota, the authors explain the importance of each of these issues. “For those who are willing to tough questions and are willing to ask to hear the answers,” they write, “the potential benefits for the company are significant.
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from
Patrick Barwise,
Sean Meehan
Source: MIT Sloan Management Review
8 pages.
Release date: 01 April 2010. Prod #: SMR348-PDF-ENG
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