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The customer gap,

PREMIUM
PUZZLE
and future of CUSTOMER INTERACTIONs

JOKULL

HELGE
TENN

WWW.180360720.NO

INCLUDES LINKS TO THEse CANVASES:

WHAT IS OUR CUSTOMER GAP?
1A FROM A CUSTOMER

WHAT CAN CUSTOMERS

LEARN FROM US?

HELGE
TENN

180360720.NO | JOKULL.IO

1B how can MARKETING help

PERSPECTIVE; WHAT JOB

DOES MARKETING SOLVE?

HOW HAS THE BARRIERS TO

BECOMING A CUSTOMER
CHANGED?

JOKULL

companies CREATE AND capture

future customer value?

WHAT JOB ARISES IN THE

CUSTOMERS LIFE THAT
CAUSES HER TO HIRE
OUR PRODUCT?

WHO ELSE IS SOLVING

THE CUSTOMERS JOB?

HOW DO WE IDENTIFY A
CUSTOMER?

HOW CAN WE CREATE AND

CAPTURE CUSTOMER VALUE?
WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE?
HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?

WHAT IS THE MOST VALUED OUTCOME WE CAN HELP

THE CUSTOMER PRODUCE?

HOW CAN THE CUSTOMER BENEFIT FROM FURTHER

INDIVIDUALIZATION OF OUR EXPERIENCE?

HOW CAN THE CUSTOMER BENEFIT FURTHER FROM

VALUE TRANSFORMATION?

WHAT IS OUR CUSTOMER EXPERIENCE?

(COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS)

WHAT IS OUR CUSTOMER GAP?

HOW DOES CORE BUSINESS AND

INDUSTRY-THINKING LIMIT OUR
ABILITY TO COMPETE?

JOKULL

HELGE
TENN

180360720.NO | JOKULL.IO

HOW DO WE CAPTURE WHAT VALUE

FROM THE CUSTOMER?

SOURCE, The canvas comprises several thoughts on customer value:

- Day II Parallel Session 3: The Creative Economy - New Management Practices for the 21st Century, Steve Denning, https://youtu.be/XESGMOsfzAs
- Accenture Technology Vision 2015/Theme: The Outcome Imperative, Prith Banerjee, Managing Director, Global Technology R&D at Accenture, http://techtrends.accenture.com/us-en/intelligent-hardware-outcome-economy.html
- Creating value in the age of distributed capitalism, Shoshana Zuboff, http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism
- Sharings Not Just for Start-Ups, Rachel Botsman, https://hbr.org/2014/09/sharings-not-just-for-start-ups

VISIT 180360720.NO FOR MORE THOUGHT LEADERSHIP ARTICLES ON TECHNLOLOGY, BUSINESS AND DESIGN

Marketing is not
a function; it is the
whole business
seen from the
customers point
of view.
- PETER DRUCKER -

CORE IDEA / GAP / CHALLENGE DISCUSSED IN THE TALK:

A. from a customer
perspective; what job
does marketing solve?

CORE IDEA / GAP / CHALLENGE DISCUSSED IN THE TALK:

A. from a customer
perspective; what job
does marketing solve?
B. how can MARKETING
help companies CREATE
AND capture future
customer value?

the premium puzzle

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

The biggest challenge CEOs face is the so called

complexity gap.

CEOs see a lack of customer

insight as their biggest deficit
in managing complexity. ..
And rank customer
obsession as the most
critical leadership trait.
-

CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,

HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR

link

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

FIVE CUSTOMER GAPS:

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS

NEW HABITS AND BEHAVIORS

CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS

JOKULL

HELGE
TENN

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

DO YOU UNDERSTAND YOUR

CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

EVEN IF THE EMOTIONAL DRIVERS FOR

BUYING A CAR ARE SIMILAR TODAY AS IT WAS
IN THE 1980S, THE LOYALTY TOWARDS CAR
BRANDS HAVE FALLEN FROM 60% TO 20% IN
THE PERIOD.
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS

- THE REASON IS THE INTERNET. HOW PEOPLE

ARE BUYING CARS ARE DIFFERENT, NOT WHY

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

NEW HABITS AND BEHAVIORS

CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

QUESTION:

NEW HABITS AND BEHAVIORS

CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS

how has
the barriers
to becoming
a customer
changed?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

CUSTOMERS ARE MORE KNOWLEDGEABLE. READING UP ON COMPANIES AND

THEIR COMPETITORS PRODUCTS ONLINE BEFORE EVEN APPROACHING THEM.

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

THEY ARE REQUESTING MORE INFORMATION AND CONTENT ABOUT THE

PRODUCTS AND JOBS THEY ARE DOING - THE PHASE OF ACTIVE EVALUATION
BECOMES THE BEST PLACE TO BE FOR BRANDS WHO WANT TO POSITION
THEMSELVES AND MAKE THEMSELVES VISIBLE.
THIS REQUIRES OTHER MARKETING TOOLS THAN TRADITIONAL DISPLAY AND
STORYTELLING, AND IT CHANGES PEOPLES PROPENSITY TO BE AFFECTED BY
TRADITIONAL EMOTIONAL ADVERTISING

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

the knowledgeable
customer & the new
sirloin of marketing

2.
ACTIVE EVALUATION

INFORMATION GATHERING, SHOPPING

Consumers add or subtract brands as they
evaluate what they want

1.

THE NEW SIRLOIN OF MARKETING

The consumer considers an initial set of brands,

INITIAL
based on brand perceptions and exposure to
CONSIDERATION
recent touch points
SET

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

3.

LOYALTY LOOP
MOMENT OF
PURCHASE

Ultimately, the consumer selects a

brand at the moment of purchase

2009

PURCHASE EXPERIENCE
4. POST
After purchasing a product or service the
consumer builds expectations based on
experience to inform the next decision journey

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

QUESTION:

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

What can
customers
learn from
us?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

CUSTOMERS DONT BUY PRODUCTS, THEY HAVE A JOB TO DO

AND HIRE YOUR PRODUCT TO HELP THEM WITH THIS JOB.

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

UNDERSTANDING AND DESIGNING YOUR OFFERING AS A PART

OF CUSTOMERS CONTEXT / JOB CREATES THE OPPORTUNITY
TO BECOME MORE MEANINGFUL AND PRESENT IN THEIR LIVES
- OUTSMARTING THE COMPETITION.

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

YARA PRODUCES THE BEST FERTILIZER IN THE WORLD. BUT FARMES DONT BUY FERTILIZER - THEY DO WHATEVER THEY CAN TO GET THE BEST CROPS POSSIBLE.
TO DO THIS FARMERS DONT ONLY NEED FERTILIZER, THEY ALSO NEED TO KNOW WHEN, WHERE AND HOW MUCH TO FERTILIZE WITH WHAT. OFFERING
ANSWERS TO THIS THROUGH SENSORS AND TECHNOLOGIES ON FARMING EQUIPMENT AND OUT IN THE FIELDS CAN CREATE A DAILY RELATIONSHIP WITH
FARMERS, OFFERING FAR MORE THAN JUST BAGS OF FERTILIZER ON A TRUCK ONCE A MONTH.

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

JOBS-TO-BE-DONE

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

QUESTION:

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

What job arises in

the customers life
that causes HER to
hire our product?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

IF YOU ASKED A CONVENIENCE STORE IN OSLO IN

2012 WHAT THE BIGGEST THREAT WOULD BE IN 2013
THEY WOULD POINT TO THE OTHER SIDE OF THE
STREET AND SAY - IF A COMPETING CONVENIENCE
STORE OPENS OVER THERE.

THE COMPETITION ARENT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

THE WORST THING THAT DID HAPPEN WAS THE

MOBILEPHONE TICKET ORDERING APPLICATION FOR
THE PUBLIC TRANSPORT COMPANY.
THE PROBLEM BEING THAT THE STORES ALL KNEW
ABOUT THE APP, BUT NOBODY DID ANYTHING
BECAUSE THE THREAT DIDN'T LOOK IDENTICAL TO
THEMSELVES.

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

THE MAP SHOWS HOW PATENTS IN USA ARE CONNECTED CROSS-INDUSTRIES (COLORS ILLUSTRATE
INDUSTRIES AND LINES BETWEEN THEM PATENS). THERE ARE NO INDUSTRIES ANYMORE.

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

THESE PEOPLE ARENT

EVEN TRYING TO DISRUPT
YOUR BUSINESS MODEL.
YOU ARE JUST
COLLATERAL DAMAGE.
- EDDIE JOON -

THE TICKET APPLICATION FROM THE TRANSPORTATION COMPANY WASNT EVEN TRYING TO DISRUPT THE
CONVENIENCE STORES, THE STORES WERE JUST COLLATERAL DAMAGE. ACCENTURE SUGGEST THAT THE BEST
CUSTOMER EXPERIENCE OR CUSTOMER SERVICE WINS - CUSTOMERS DONT CARE ANYMORE WHO OFFERS THEM.

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

QUESTION:

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

who else is
solving the
customers
job?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

DO YOU KNOW WHAT YOUR CUSTOMER IS PAYING

FOR? WHAT YOU THINK IS THE PRODUCT MIGHT NOT
BE THE PRODUCT.
DO YOU HAVE THE RIGHT CUSTOMER DATA?
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

1662
ANSWER: DEMOGRAPHICS

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

.AC

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

HOSPITALITY
IDENTIFIES
CUSTOMERS BASED
ON HOW THEY BUY
THE PRODUCT - NOT
HOW THEY
EXPERIENCE IT

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

QUESTION:

DO YOU UNDERSTAND YOUR

CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

HOW DO WE
IDENTIFY A
CUSTOMER?

PART 1: THE COMPLEXITY GAP / ASYMMETRIC COMPETITION

FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS

NEW HABITS AND BEHAVIORS

CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS

THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM

THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?

THE COMPETITION ISNT

NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE

DO YOU UNDERSTAND YOUR

CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?

WHAT IS OUR CUSTOMER GAP?

1A FROM A CUSTOMER

WHAT CAN CUSTOMERS

LEARN FROM US?

HELGE
TENN

180360720.NO | JOKULL.IO

1B how can MARKETING help

PERSPECTIVE; WHAT JOB

DOES MARKETING SOLVE?

HOW HAS THE BARRIERS TO

BECOMING A CUSTOMER
CHANGED?

JOKULL

companies CREATE AND capture

future customer value?

WHAT JOB ARISES IN THE

CUSTOMERS LIFE THAT
CAUSES HER TO HIRE
OUR PRODUCT?

WHO ELSE IS SOLVING

THE CUSTOMERS JOB?

HOW DO WE IDENTIFY A
CUSTOMER?

WHAT IS OUR CUSTOMER GAP?

link

OPPORTUNITIES

TO SPARK YOUR IMAGINATION

HOW CAN WE CREATE AND

CAPTURE CUSTOMER VALUE?

IMAGE BY ERIC FISCHER ON FLICKR.COM

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

1. THE
CONCENTRATED
MODEL
&
THE HIDDEN
SPACE

IMAGE BY KYLE LAD ON FLICKR.COM

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

2. ACTIVE
OR
PASSIVE

PART 2:
I: FIVE
COMPANEIS
OPPORTUNITIES
ARE DESIGNED TO
TO
KEEP
SPARK
CUSTOMERS
YOUR
OUT
IMAGINATION

The idea that customers benefit from engagement

with their insurance needs is part of Progressives
philosophy.

Encouraging the use of

products and services that
foster active involvement,
we can improve the
experience for everyone.
link

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

3.

link

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

the new nature of products

WELCOME TO

THE THIRD WAVE OF TECH.

WHAT TECHNOLOGY IS BRINGING NOW ISNT JUST IMPROVEMENTS AND EFFICIENCY AROUND THE
PRODUCT - IN THE COMPANYS INTERNAL AND EXTERNAL VALUE CHAINS - IT IS CHANGES TO THE
NATURE OF THE PRODUCTS THEMSELVES.

This makes customer activation an

integrated part of the product
and it makes marketing and products the
same thing - because they both have to
accommodate and work on the premise of
the customer.

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

we will be moving from transaction base

to engagement base. The company needs
to provide a service to you, not a box.
Value transformation processes will be
delivered a long with a business model
- DR. JESSE JIJUN LUC, HUAWEI TECHNOLOGIES CO. LTD. @CEBIT2015

4.

VALUE
TRANSFORMATION
PROCESS

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

5.

the customer interface

TO MANY MANAGERS, THE PRODUCT IS THE BUSINESS

WRITES NIRAJ DAWAR IN TILT.

FIRMS CONTINUE TO SPEND INORDINATE AMOUNTS OF TIME,

EFFORT, AND RESOURCES ON THEIR PRODUCTS. IN FACT,
BUSINESSES ARE STRUCTURED AROUND THEIR PRODUCTS

BUT, THE ANSWER TO QUESTIONS LIKE

WHY DO CUSTOMERS BUY FROM US?
DONT RESIDE IN PRODUCTS. THEY
RESIDE ALMOST ENTIRELY IN THE
INTERACTIONS THAT TAKE PLACE IN THE
MARKETPLACE.

- STEVE DENNING -

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

THESE COMPANIES REALIZE THAT THE MODERN AGE IS ATIME OF

SCARCE ATTENTION AND ABUNDANT CONNECTIVITY, WHERE
SMARTPHONES ARE OUR PRIMARY ACCESS AND POINT TO
EVERYTHING; WHERE MONEY AND EVERYTHING IS DIGITAL;

where the interface layer

is where the profit is;
WHERE PHYSICAL ASSETS AND EMPLOYEES ARE LIABILITIES;

and where providing a slick, best in

class human experience will create

your companies most

profound business.
- TOM GOODWIN -

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

link

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

link

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

Customer experience
is a fundamental dimension
of how a company competes.
- JOSEPH PINE, COINED THE TERM EXPERIENCE ECONOMY
HBR, DISNEY, ADVANCING THE CUSTOMER EXPERIENCE

link

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

you either see marketing like this

marketing

product

in a classic setup where the marketing and the

product collaborates - but have different roles

PART 2: FIVE OPPORTUNITIES TO SPARK YOUR IMAGINATION

or you see it like this:

the product is just an object.
what makes it meaningful,
useful and valuable are the
interactions that are designed
around it.

interactions

product
2009

marketing
content
meeting places
social interactions

HOW CAN WE CREATE AND

CAPTURE CUSTOMER VALUE?
WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE?
HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?

WHAT IS THE MOST VALUED OUTCOME WE CAN HELP

THE CUSTOMER PRODUCE?

HOW CAN THE CUSTOMER BENEFIT FROM FURTHER

INDIVIDUALIZATION OF OUR EXPERIENCE?

HOW CAN THE CUSTOMER BENEFIT FURTHER FROM

VALUE TRANSFORMATION?

WHAT IS OUR CUSTOMER EXPERIENCE?

(COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS)

HOW DOES CORE BUSINESS AND

INDUSTRY-THINKING LIMIT OUR
ABILITY TO COMPETE?

JOKULL

180360720.NO | JOKULL.IO

HOW DO WE CAPTURE WHAT VALUE

FROM THE CUSTOMER?

SOURCE, The canvas comprises several thoughts on customer value:

- Day II Parallel Session 3: The Creative Economy - New Management Practices for the 21st Century, Steve Denning, https://youtu.be/XESGMOsfzAs
- Accenture Technology Vision 2015/Theme: The Outcome Imperative, Prith Banerjee, Managing Director, Global Technology R&D at Accenture, http://techtrends.accenture.com/us-en/intelligent-hardware-outcome-economy.html
- Creating value in the age of distributed capitalism, Shoshana Zuboff, http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism
- Sharings Not Just for Start-Ups, Rachel Botsman, https://hbr.org/2014/09/sharings-not-just-for-start-ups

HELGE
TENN

link

IMAGE BY DAMON JAH ON FLICKR:

HTTPS://WWW.FLICKR.COM/PHOTOS/DAMONJAH/

The customer gap,

PREMIUM PUZZLE

and future of marketing

JOKULL

HELGE
TENN

WWW.180360720.NO