Answered By: Peter Z McKay
Last Updated: Oct 29, 2014     Views: 1088

  • Customer Intimacy and Other Value Disciplines
    By Michael Treacy and Fred Wiersema
    Harvard Business Review Jan/feb 1993, Vol. 71, Issue 1, p84-93
    To today's customers, value can mean any number of things, from convenience of purchase to after-sale service and dependability. But that doesn't mean companies have to excel at everything. In fact, in a study of over 40 companies, these authors have found that market leaders like Dell Computer, Home Depot, and Nike succeed by narrowing their business focus, not by broadening it. They concentrate on one of three value disciplines--operational excellence, customer intimacy, or product leadership--and align their entire operating model to serve that discipline. Companies like Dell Computer that strive for operational excellence try to deliver products and services with minimal inconvenience. They tend to be highly centralized, disciplined, and streamlined. Companies like home Depot that focus on customer intimacy segment their markets precisely and tailor their offerings to match each segment's demands. They always put customer service ahead of low cost. And product leaders like Nike are always looking for the next innovation. They foster an entrepreneurial atmosphere and can commercialize new technologies quickly. Companies should choose a value discipline that fits with their existing capabilities and culture and then push themselves relentlessly to sustain it. And they should willingly change their operations to support that value discipline. INSETS: Masters of two (company use of two disciplines).;Choosing disciplines or choosing customers?.

Business Source Premier Search Statement: "Customer Intimacy"

  • 1.
    Subjects: INFORMATION technology; MARKETING; ELECTRONIC commerce; CONSUMER satisfaction; CONSUMER behavior; CONSUMERS' preferences; Electronic Shopping; Business to Business Electronic Markets
    Database: Business Source Premier
  • 2.
    Calculating customer intimacy: accounting numbers in a sales and marketing department. By: Cuganesan, Suresh. Accounting, Auditing & Accountability Journal, 2008, Vol. 21 Issue 1, p78-103, 26p; (AN 30040651)
    Subjects: ACCOUNTING -- Study & teaching; MARKETING; ACCOUNTING; INDUSTRIAL productivity; INDUSTRIAL management -- Research; CUSTOMER services; MEASUREMENT
    Database: Business Source Premier
  • 3.

    Customer Insight and Intimacy in the Silent Commerce Era. By: Xavier, M. J.. IIMB Management Review (Indian Institute of Management Bangalore), Sep2003, Vol. 15 Issue 3, p93-98, 6p; (AN 11206048)

    Subjects: CUSTOMER relations; COMMERCE; CUSTOMER services; MOBILE communication systems; TELECOMMUNICATION systems; INFORMATION technology; Wireless Telecommunications Carriers (except Satellite); Satellite Telecommunications
    Database: Business Source Premier
  • 4.
    Customer Intimacy and Other Value Disciplines. By: Treacy, Michael; Wiersema, Fred. Harvard Business Review, Jan/Feb93, Vol. 71 Issue 1, p84-93, 10p, 5 Cartoon or Caricatures; (AN 9307305360
    Subjects: RELATIONSHIP marketing; MARKETING strategy; COMPETITIVE advantage; STRATEGIC planning; BUSINESS planning; ORGANIZATIONAL effectiveness; MARKETING -- Planning; MARKET segmentation; TARGET marketing; CUSTOMER relations -- Management
    Database: Business Source Premier
  • 5.
    Customer Intimacy. By: Campos, Jose. Executive Excellence, Nov2000, Vol. 17 Issue 11, p8, 2/3p, 1 Black and White Photograph; (AN 3826028)
    Subjects: CONSUMER behavior; COMMERCIAL products; UNITED States; Commodity Contracts Dealing; Commodity Contracts Brokerage
    Database: Business Source Premier
  • 6.
    Research Note: Customer Intimacy and Cross-Selling Strategy. By: Akçura, M. Tolga; Srinivasan, Kannan. Management Science, Jun2005, Vol. 51 Issue 6, p1007-1012, 6p; DOI: 10.1287/mnsc.1050.0390; (AN 17531726
    Subjects: CROSS selling; CUSTOMER relations -- Management; CUSTOMER relations; CORPORATE profits; SELLING; CONSUMERS' preferences; BUSINESS enterprises; DISCLOSURE of information; CUSTOMER information files
    Database: Business Source Premier
  • 7.
    The Risks of Customer Intimacy. By: Nunes, Paul. MIT Sloan Management Review, Fall2005, Vol. 47 Issue 1, p15-18, 4p, 1 Color Photograph; (AN 18837356)
    Subjects: CUSTOMER relations -- Management; CUSTOMER relations; BUSINESS communication; AMAZON.COM Inc.; LIBERTY Mutual Insurance Co.; BELRON US Inc.; CAPITAL One Financial Corp.; CONVERSATION
    Database: Business Source Premier
  • 8.

    Academic Journal

    Value 2.0: eight new rules for creating capturing value from innovative technologies. By: Porta, Matt; House, Brian; Buckley, Lisa; Blitz, Amy. Strategy & Leadership, 2008, Vol. 36 Issue 4, p10-18, 9p; DOI: 10.1108/10878570810888713; (AN 34123544)
    Subjects: STRATEGIC planning; TECHNOLOGICAL innovations; CUSTOMER relations; PERSONNEL management; MANAGEMENT; ORGANIZATION; CUSTOMER services; MARKET segmentation; Human Resources Consulting Services; Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); WEB 2.0
    Database: Business Source Premier
  • 9.
    What characterises the culture of a market-oriented organisation applying a customer-intimacy philosophy? By: Osarenkhoe, Aihie. Journal of Database Marketing & Customer Strategy Management, Jun2008, Vol. 15 Issue 3, p169-190, 22p; DOI: 10.1057/dbm.2008.14; (AN 3488396
    Subjects: DATABASES; MARKETING strategy; CUSTOMER relations -- Management; DATABASE marketing; ORGANIZATIONAL learning; FOCUS groups
    Database: Business Source Premier
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