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Digitalization is changing the assets, competencies, and value creation of the customer insight function. New data sources, methods, and technologies provide an unprecedented wealth of data and opportunity for efficiency. At the same time, it is leading to an evolution in necessary capabilities such as data synthesis, networking, and constant learning. Changes in the means of value creation have included automation of insights, more frequent evaluation of business results, and more emotional inspiration. Customer insights in the machine age drive customer centricity and go beyond the descriptive research function of previous “market research” within companies.

This article explores the methods and benefits of creating an executive‐level position accountable for maintaining and enhancing the value of the customer base as an asset. This position is referred to as chief customer officer (CCO). The article is based on the author’s recent study of companies with a CCO, including Sun Microsystems, Cisco, Hewlett‐Packard, Unica, Monster.com, Fidelity, The MathWorks, and others. The study was conducted using personal and telephone interviews with executives with the defined function, whatever their actual title. The interviews were supplemented with documentary material. The CCO, by whatever title he or she may go, uses various methods to continually gather customer insight, to disseminate that insight throughout the organization, and to drive change so that the organization consistently meets customer needs quickly and profitably. To do this, a CCO needs sufficient authority and respect across divisions and functions, and needs to be held accountable for measurable results (although they may not be the familiar metrics). Three types of CCO are the generalist, the service‐revenue driver, and champions by committee. This article addresses executives in companies frustrated by declining prices and margins, decaying sales, lackluster market performance, and unprofitable customers. Such problems reflect a lack of customer insight, or of ability to act on it, and call for the creation of a CCO role specifically tasked with gathering such insight and using it to drive company change and initiative.

The purpose of this paper is to investigate the impact of customer-focus on small medium enterprise (SME) performance from the perspective of a resource-based view (RBV).

This research study implemented a survey strategy to gather data from 255 respondents on the registered list of Ghana Enterprise Agency (GEA) in the eastern region of Ghana. Scales used to gather data were operationalized from previous research studies. A structural equation modeling (SEM) path analysis was used to estimate the impact of customer-focus on the performance of SMEs.

The outcomes of this study indicate that customer-focus has a significant positive impact on SME performance, hence backing the current demand for investigating the distinct influence of customer-focus on SME performance. The results show that customer-focus has a positive and significant relationship with financial performance, customer performance, internal business process performance and learning and growth performance, thus supporting the literature on the positive impact of customer-focus on SME performance. Therefore, customer-focus determinants used in this study, including co-creation, networking ties, customer insight and artificial intelligence marketing (AIM), are critical to the optimization of SME performance.

Notwithstanding the importance of this research study mentioned earlier, the study has limitations. Notably, the sample size of this study can be increased to capture SME respondents in other geographical zones that were not included in this study. Future research studies may address how business environment conditions moderate the relationship between customer focus and performance, and also the cause-effect of the relationship between customer focus and business environment conditions on SME performance.

The practical implications consist of two main items. First, this study empowers SME owners and managers to develop a customer focus technique as a central strategic goal in their quest for SME performance optimization. Second, SME owners and managers should progressively exploit the four determinants of customer focus which include co-creation, networking ties, customer insight and (AIM in order to accrue important resources for effective utilization of their customer focus competences as a way to enhance their performance.

This study is targeted at the sound development of SMEs to bring about poverty alleviation and employment. Poverty, unemployment and poor living standards are recognized as vital social challenges in most emerging economies. The establishment of customer focus as an important strategic capability provides opportunities for SME survival, profitability and growth.

Generally, the findings of this research study provide a strong backing to RBV perspective and the proposition that customer-focus and its determinants (i.e. co-creation, networking ties, customer insight and AIM) should be acknowledged as a vital strategic resource for optimizing the performance of SMEs. This research study also provides new knowledge contribution to the present body of knowledge on customer-focus orientation and management literature, particularly in the context of an emerging economy.

This paper aims to focus on how companies shape the architecture of a phygital customer journey through the exploitation of smart technologies.

The research adopts a qualitative method using a grounded theory approach involving leading players in digital customer solutions and service providers from different industries.

The shaping of the architecture of the phygital customer journey comes from the interplay between systems of insights and systems of engagement activated by multiple customer-provider interactions in an entanglement of physical and digital contexts.

Companies need to design a blended approach to bridge disconnected contexts, capture new opportunities and provide customer engagement along the entire journey.

This study depicts the “phygital customer journey” under systems of insights and systems of engagement: These systems operate as dynamic architectures to capture insights and engage customers.

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.

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

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.

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).

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.