If we look back in history, until today, we see that many of our organisational models, structures and decision making are based on the industrial era. In that era, we started to standardise processes, with the aim of predictability, efficiency and control. Changes were made in a logical step by step way, focused on manageable…
Stake of the Customer (SoC) indicates the extent to which the customer’s needs, context, jobs, desired outcomes, priorities and interests are taken into account, and the weight given to them, in the design of an organisation’s business model and operating model. SoC does not ask whether an organisation puts ‘the customer’ first. It examines which…
Since my study, I am a fan of Treacy & Wiersema’s typology of three strategies for customer value. Their article, published in 1993, on the value disciplines of market leaders, identified three beneficial strategies with high face validity: operational excellence, product leadership, and customer intimacy. Although those strategies are often combined (Treacy and Wiersema are…
I clearly remember when I first critically reflected on and talked about the Net Promoter Score. It was in 2010. I had read Tim Brown’s book ‘Change by Design’ and became skeptical about the growing use of NPS as a definitive indicator of customer experience. While Brown doesn’t address NPS directly, his emphasis on deep…
In 2020, while preparing for another Service Design Days conference, I met a few times with Jeff Gothelf and Jess McMullin to prepare for a special workshop on lean service design. We talked about the lack of outcome alignment we often see in organisations. Many (design) teams measure effort, not impact. Gothelf, co-author of the…
The terminology ‘Stake of the Customer’ may be confused with ‘Voice of the Customer’. Although there is a relationship between the two, they differ. Let’s first look at VoC. Often, VoC programs are about listening to the customer. To give a definition: VoC is about systematically listening to the customer across the places where the…
In part 1, I wrote about the 9 building blocks and the SoC lens. As it is important not to make a new version of the BMC, I like to make a clear distinction. BMC has some strong elements, that I like to highlight. First, the BMC is strong at economic logic. Especially when talking…
The BMC is fundamentally a model of how the business works. SoC is a lens for analysing the customer’s stake within that business model. This distinction is important to highlight that SoC is not a customer-centric rebranding of the BMC. Let’s dive into that. The Business Model Canvas building blocks The BMC gives you a…
At its simplest, a business model describes how an organisation creates, delivers, and captures value. A business model answers questions such as: An organisation may have one overarching business model and multiple business-model configurations (components) underneath it. The customer is not just somewhere at the end of that business model. The customer is potentially part…
Have you ever wondered about the differences regarding customer centricity, CX operations, and journey management between a B2C and a B2B marketplace? Now that my team and I have successfully facilitated another two CJM courses with leaders working in both B2B and B2C environments, I see more clearly the distinctions. In this publication, I would…