Customer-centric Mindsets for Business Strategy 

About the Program

Whether a company is striving to win in the core markets in which it competes, expand globally into emerging markets, or engineer a breakthrough and create uncontested market space in order to avoid the trap of commoditization, the challenge of these initiatives is the same: The enterprise and its business teams must deduce and architect the customer value proposition, or CVP, it must deliver in order to win—and do so according to world-class best commercial practice, using customer centric methodologies and toolsets that leverage customer-community insights to transcend what customers can imagine on their own, and systematically create and sell solutions that customers want.

Focus

The Acquiring a Customer-centric Mindset to Win the Markets of the Future course is designed for business team leaders to help them master the disciplines required to attain true customer-centricity, and manage their growth initiatives as designed value-delivery systems, based upon creative inferences gained from vicariously “living a day in the life of the customers” they target. Participants completing the course should be expected to experience an enhanced ability to:

1. Think even more strategically when choosing and delivering winning customer value propositions as the core of a strategic growth agenda.
2. Build and lead competitively superior customer-centric enterprises based on having learned world-class best practices.
3. Utilize customer-centric ideas, concepts, toolsets, templates, protocols, disciplines, and mindsets to stimulate their performance in current projects and well beyond.

Using these disciplines, participants and their future teams will be able to dramatically increase both their success-rates and profitability. Participants will learn how to leverage these incisive day-in-the-life-of-the-customer or DITLOC value-delivery precepts to tackle challenges like:

• Winning big contracts. The course will help new business pursuit and capture teams charged with winning large government and commercial contracts (especially those requiring the navigation of complex customer communities), helping them to systematically improve contract win-rates, contract execution, and keep the business sold.
• Catalyzing innovation. This will help multifunctional new business development teams charged with growth and innovation on the development, validation, and refinement of innovative new disruptive product and service concepts and the translation of these into valid business cases and plans structured as designed value-delivery systems.
• Discovering new markets. Pursuing advances in value-delivery driven segmentation to create uncontested market spaces and room for growth, jettisoning product-centric approaches so as to discern as-yet untapped new groups whose unique unmet needs could be addressed by a novel CVP and value delivery system or VDS, then exploiting these niches globally via agile business and web-based IT infrastructures.
• Improving existing-business-model performance. Optimizing business teams’ ability to tap into new sources of revenue from existing target markets and accounts, leveraging current capabilities by choosing, then better aligning around, providing, and communicating a chosen CVP.
• Keeping ahead of change. Translating market-entry strategies into a CVP and VDS that can be measured, monitored, adjusted, and continuously improved as technologies, standards, regulations, customers, and competition continue to dynamically evolve.