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There are numerous ventures that have not yet attained the level of being completely established businesses in the current business environment.  This situation is attributable to a number of factors, including the failure of ideas to acquire traction, insufficient funding, and insufficient customer analysis.

Startups make speculative suppositions about their Business Model in their early phases.

These assumptions relate to the ascertainment of their target customers, sought-after product features

Mature markets, where the customer base begins to stagnate, call for structured Organic Growth founded on a superior Customer Value Proposition (CVP).  CVP encompasses all that is gained by customers for the money they pay—material as well as intangible.  Customer Value can be articulated by the equation:

Customer Value = 
(Product Performance + Service Delivered + Image)/
Price Paid

CVP endeavors can be lacking due to many reasons such as use of incorrect Research Method, misapplication of a corre

Connected Device Analytics is highly valuable in the present scenario. Let’s see why these devices are making trends in the industry. There is amplified adoption of these tools in various sectors due to increased penetration of the internet and rise in the adoption of the Internet of Things (IoT), a rise in the adoption of advanced technologies for payment, and an increase in the need for digital infrastructure. Also, factors such as new software approval, training, and knowledge transfer, and i

Due to time, cost and loss of productivity required to deliver a KYC remediation project, many firms delay activity or avoid the challenge altogether until the regulator comes to call. 

However, with the current market volatility and increasing levels of financial crime, sitting on a back-book of inaccurate or out-dated client data will expose your business to significant commercial risk and reputational damage. 

Although the future remains uncertain - one thing is for sure: remediation and period

To be able to fight various problems and downtime, companies across the globe are finding the ways to improve their capability and make them more resilient. Proactive services have an important role to play in this whole process. The notion behind proactive services is to quickly identify and provide a solution for anticipated problems even before they arise. Proactive service is a big aid to those organizations that aim to improve their customer base and brand loyalty.

In many fields such as med

As the foundation of all marketing operations, customer analytics includes methods such as statistical modeling, data processing, information management, and segmentation. In today's ultra-competitive industry, all corporate executives need to base their decisions on sound research, evidence, and information.

Therefore, any choice they make will be focused on rational decisions and will be more likely to help them prosper and survive. Top executives, product managers, and customer analytics manag

Enterprises invest in Analytics to improve Decision Making and outcomes across the business. This is from Product Strategy and Innovation to Supply Chain Management, Customer Experience, and Risk Management. Yet, many executives are not yet seeing the results of their Analytics initiatives and investments.

Every organization putting on investment in Analytics has experienced several stumbling blocks. This differentiates the leaders from the laggards. Analytics-driven Organizations have clearly es

Companies often know where they want to go when it comes to Strategy Development. Companies want to be more agile, quicker to react, and more effective. They want to deliver great customer experience, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

Yet, while most companies are trying to get better, the results tend to fall short. One-off initiatives in separate units do not deliver big enterprise-wide impact. Improvement methods that were adopt

By Sophie Bottazzi, Senior Research Executive, CeFPro

The payment industry in Europe continues to evolve with the huge influx of new payments providers in the market, increased regulatory demand and evolving customer expectations of products and services. With the implementation of PSD2/Open Banking becoming more embedded, the payments landscape continues to evolve as APIs open up customer data for more institutions to leverage. With such increased demand and competition comes heightened regulato

With startups ready to disrupt traditional players, established firms need to form an even stronger bond with their customers instead of waiting for customers to reach out to them.

The traditional Customer Experience model—referred to as the “acquire what we make” model—is characterized by occasional interaction between the companies and the customers, once a customer ascertains her/his needs and looks for products or services to fulfill them.  In this model, companies do all they can to offer qu

The routes to market that Consumer Packaged Goods (CPG) companies use to sell and service their trade account is essentially critical. It determines their sales volume, their ability to deliver the proper levels of customer service in a cost-effective manner, and their success at securing scarce retail shelf space for their products.

Yet, only a few CPG companies have a comprehensive conceptual framework for optimizing their routes to market.

Diving into a Go-to-Market (GTM) Strategy

The Go-to-Mark

In the increasingly competitive business scenario, the end-to-end customer experience and delight has become a new area, which no one can afford to neglect. It is of paramount importance to deliver superior services with differentiated experience while aligning with the ever-changing customer preferences and needs.

Likewise, technology has changed the way organizations manage relationships with customers. While companies may argue this new reality, we cannot refute the fact that consumers are inc

Businesses are getting increasingly complex and so are customers’ expectations. Digital organizations are digitizing their critical Customer Journeys at scale to outperform competition. These organizations are using Digitization to create streamlined journeys, which result in more agile IT units, quick delivery of new products, and improved Customer Experiences and Engagement.

But before embarking on digitization and streamlining Customer Journeys, organizations need to transform their products,

Digital-savvy startups are disrupting markets and threatening conventional businesses.  They are doing this by utilizing technology to offer new products and services and providing tailored yet uncomplicated experiences for their customers.

Likewise, large traditionally-run firms will have to keep evolving their Customer Experience approaches to secure additional avenues of revenue and to stay competitive.  To accomplish this, they will need to develop capabilities to effectively utilize insights

Stiff market competition, expansion into new territories, product portfolio extension, and gaining new capabilities are the prime reasons why more and more organizations are seriously looking into the prospects of—and carrying out—Mergers and Acquisitions. However, only a few M&As achieve their desired revenue objectives.

Revenue Synergies are a decisive factor in closing such deals. However, identifying precisely where these Revenue Synergies lie and then capturing them isn’t as easy as it sound

Transforming a product-driven firm to a customer-driven enterprise is inevitable in order to stay ahead in today’s extremely competitive markets. The days of mass marketing, mass media communications, and little-to-none direct interface with customers are long gone. The emphasis, now, should be on maximizing customer relationships and becoming customer-driven organizations rather than merely selling products. The technological advancements of this age offer potent tools for organizations to util

A large majority of organizations rarely focus on gathering and utilizing customer-centric knowledge. So much so that they even introduce a product without having vital insights on the customer and their unmet needs, and they are often clueless about them. Consequently, many product development initiatives fall flat as managers struggle to filter and evaluate ideas.

Most organizations, today, are developing initiatives around Customer Experience Strategy and Customer Journey Mapping. Customer-cen

In these challenging times, it’s no longer enough to target a few, select purchasers and develop products for that clientele. The key ingredient that most leaders overlook while serving their clients is a thoughtful and planned Customer Strategy.

A robust Customer Strategy entails speaking the language of the customers, knowing how to anticipate their needs, working closely with them, and coming up with solutions to problems that have not been stated yet. This necessitates concentrating on develo

The Strategic Management Frameworks and the Delta Model: Putting Customers Before Products

The Dangers of the Conventional Definition of Strategy

Strategy as Rivalry

Enrique R. Suarez

suarezenrique@yahoo.com

suarezenrique@post.harvard.edu

Until now, the prevailing view – shared by most practicing managers and academics – has been to define the goal of strategy as achieving sustainable competitive advantage.

Most, if not all, of the most respected and popular frameworks that guide the strategy developme

Banks are on a quest to improve the customer experience. A new study of 80 North American bank operations leaders by Accenture found that 74 percent believe the customer experience is one of their banks’ greatest strategic priorities.

Number two on the list: Fraud and risk management (70 percent of respondents).

Why not do both at the same time? About half of survey participants predict bank operations’ “primary role in three years as achieving straight-through processing through digital technolog