Customer Needs and Change
KNOW YOUR CUSTOMER'S NEEDS BEFORE THEY KNOW THEMSELVES
Marketers attempting to anticipate tomorrow's customer's needs, face two daunting challenges First, while studies conducted with antiquated research techniques provide a fine rear-view-mirror portrait of what consumers have already done, they don't even pretend to tell you what's down the road tomorrow. Second, while managers may know the future trends likely to impact their industry, they lack visionary ability to conceive unusual customer insights that produce a competitive advantage.
With customer needs changing more rapidly, marketing efforts must be revamped to stimulate rather than stifle innovation. This program is for progressive marketers and strategists eager to translate trends and market data others may know, into business opportunities their competition can't imagine.
Innovation and Strategy
INVENT SALES GROWTH OPPORTUNITIES YOUR COMPETITION CAN'T IMAGINE
(For consumer products manufacturers)
An explosion of new products is taking place in the consumer products business. While the number of new items has doubled since 1990, Marketing Intelligence Services estimates only about 7% of these 31,000 new products are innovative. Failing to innovate decreases margins and puts manufacturer at risk for being sub planted by a retailer's private label brand.
A second issue is that many manufacturers focus entirely on product innovation, while ignoring other retailer needs for sales growth. Sustainable sales growth comes from breakthrough features or benefits in six areas: formulation, packaging, technology, positioning, merchandising, and creating a new market.
INVENT SALES GROWTH OPPORTUNITIES YOUR COMPETITION CAN'T IMAGINE
(for Retailers)
All supermarkets recognize the urgent need for staying cost competitive. Unfortunately, as the number of players becoming operationally efficient grows, competition not only intensifies among industry incumbents, but the obsession often means losing touch with changing customer needs. The market becomes ripe for alternative formats (supercenters, C-stores, e-commerce) to take a healthy share of sales.
This program is about more than being cost competitive and employing tactical measures to temporarily improve sales (e.g., cross merchandising, promotions, pricing). It is about creating a foundation for sustainable sales growth, which emerges from the strategic premise:
Asking customers what they want and giving it to them is ordinary. Anticipating what customers might value but wouldn't even think to ask you for is extraordinary.
Come to a program for progressive grocers who want to create imaginative business opportunities that disarm their competition and astound their customers.
THE 800 POUND GORILLA DOESN"T SHARE HIS BANANAS:
Super centers. Consolidating chains. Wal-Mart. It's a case of pick your poison for independent retailers who dare to compete against them on price. But every business strategy comes with vulnerabilities, and these 800-pound mega chain gorillas are no exception.
This session examines the strengths and limitations of the mega-chains' strategies and reveals the independent's points of advantage, assembled in a business model that emphasizes customer intimacy and flexibility to customize a value offering. The message that comes across loud and clearsavvy strategic innovation beats size!
Management and Leadership
LEADERSHIP WHERE IT COUNTS MOST:
Herb Kelleher, Jack Welch and many other top business leaders believe that corporate culture is the ultimate sustainable competitive advantage. Culture strongly influences: a) a brand's emotional connection with its customers; b) the organization's ability to attract and retain top talent; and c) the management team's capacity for conceiving innovative strategies and getting them implemented. If culture is difficult, if not impossible to copy, then it becomes an enduring and potent advantage.
This program addresses two dominant issues:
What are the qualities and values of organizations that have produced sustainable advantages?
How do leaders go about creating a cohesive culture that organizes around organizational values and principles to guide superior performance?
Program Details
WHAT GREAT MANGERS DO TO RETAIN TOP TALENT AND MOTIVATE PEAK PERFORMANCE
Faced with tight labor markets, unprecedented change to manage, and tough demands for productivity, today's managers are searching for solid answers. This program capitalizes on a 15-year Gallup Organization Study (compromising 1 million talented employees and 10,000 great managers) that examines two pivotal questions:
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What does top talent need from their work environment to produce profound results?
·What are the best practices employed by great managers for retaining and motivating top talent?
The study offers conclusive evidence for the power of managers in influencing employee performance
Program Details
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