The ability to understand why someone buys your product or uses your service is surely the elixir for businesses in the consumer age. Although putting the customer at the heart of the business strategy sounds simple, in practice, how is it actually done? And how many leaders really manage to do it?
In this article, Geraint Anderson draws on his experiences at Pirelli, Cisco and TT electronics to explain how leaders can drive a ‘customer strategy’ by monitoring, measuring and clearly defining their customers and targets, featuring comments from Kelvin Harrison and Mark Castle.
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