Make customer value a C-Suite priority for lasting profits and growth

While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenuesand profits, and created more value for customers. These are not flash-in-the-pan companies—world-beatersone year and stragglers the next. They are companies like Johnson& Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.

The success of these organizations isn’t the result of a brilliant strategy for bad times; it’sthe outcome of a highly effective long-term strategy that manages thecompany from the outside in.

In Strategy from the Outside In, George S. Day and Christine Moormanexplain that the key to such lasting and highly profitable successis the ability to compete on and profit from customer value. It meansoperating from the outside in. It means always building strategy onmarket insight, and ensuring that every part of the company puts customervalue first.

Applying years of research, Day andMoorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:

• Be a customer value leader
• Innovate new value for customers
• Capitalize on the customer as an asset
• Capitalize on the brand as an asset

Day and Moorman take you from theory to practice, with an emphasison real world stories, practical models, and useable metrics sothat you can profit from customer value. From the outside in.

Make customer value a C-Suite priority for lasting profits and growth

While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenuesand profits, and created more value for customers. These are not flash-in-the-pan companies—world-beatersone year and stragglers the next. They are companies like Johnson& Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.

The success of these organizations isn’t the result of a brilliant strategy for bad times; it’sthe outcome of a highly effective long-term strategy that manages thecompany from the outside in.

In Strategy from the Outside In, George S. Day and Christine Moormanexplain that the key to such lasting and highly profitable successis the ability to compete on and profit from customer value. It meansoperating from the outside in. It means always building strategy onmarket insight, and ensuring that every part of the company puts customervalue first.

Applying years of research, Day andMoorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:

• Be a customer value leader
• Innovate new value for customers
• Capitalize on the customer as an asset
• Capitalize on the brand as an asset

Day and Moorman take you from theory to practice, with an emphasison real world stories, practical models, and useable metrics sothat you can profit from customer value. From the outside in.

Make customer value a C-Suite priority for lasting profits and growth

While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenuesand profits, and created more value for customers. These are not flash-in-the-pan companies—world-beatersone year and stragglers the next. They are companies like Johnson& Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.

The success of these organizations isn’t the result of a brilliant strategy for bad times; it’sthe outcome of a highly effective long-term strategy that manages thecompany from the outside in.

In Strategy from the Outside In, George S. Day and Christine Moormanexplain that the key to such lasting and highly profitable successis the ability to compete on and profit from customer value. It meansoperating from the outside in. It means always building strategy onmarket insight, and ensuring that every part of the company puts customervalue first.

Applying years of research, Day andMoorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:

• Be a customer value leader
• Innovate new value for customers
• Capitalize on the customer as an asset
• Capitalize on the brand as an asset

Day and Moorman take you from theory to practice, with an emphasison real world stories, practical models, and useable metrics sothat you can profit from customer value. From the outside in.