How top performers achieve customer‐focused market leadership

Abstract

Purpose

The IBM Institute for Business Value recently surveyed nearly 500 customer relationship management executives – across roles, industries and management responsibilities – in 66 countries. The goal was to assess the current state of marketing, sales and service and to document how top performers achieve customer‐focused market leadership in the emerging digital age.

Design/methodology/approach

Using the survey the paper seeks to identify the best practices of market leaders.

Findings

Analysis of the survey responses indicates that three categories of market leaders are likely to emerge by 2012: customer insight leaders – companies that optimize data analysis, transform it into something useful and create measurable value; digital channel leaders – companies that harness new methods of creating value through customer interactions and new products, services and business models in an always‐on digital world; and new era leaders – companies that incorporate the best practices of each.

Practical implications

The success of companies will depend on the degree to which they embrace new digital communications, service, marketing and delivery channels (digital channel leaders); cater to the needs and demands of a new breed of enlightened and empowered consumer (customer insight leaders) or do both (new era leaders).

Originality/value

IBM asked participants what tactics they would take to differentiate themselves in the next three years. The paper groups them into three core strategies: cost and complexity reduction, strategic service delivery and innovative market making.

Citation

Heller Baird, C. and Gonzalez‐Wertz, C. (2011), "How top performers achieve customer‐focused market leadership", Strategy & Leadership, Vol. 39 No. 1, pp. 16-23. https://doi.org/10.1108/10878571111095385