Cold Calling is Dead – Potential Customers Should Call You

Posted in Aktuellt, Försäljning / Sales on April 29th, 2016 by admin

We all hate interruptions – those unwanted emails, phone calls and adverts that follow you around while browsing the Internet. If you’re like most people, when the phone rings and it’s a ‘sales guy,’ you get a sinking feeling that your time is about to be wasted.

It’s a waste of everyone’s time and money. The salesperson is usually talking to someone who has no interest and has never heard of them. It’s what your salespeople hate doing and what your prospects hate even more (just ask your own CFO, IT manager, CEO and buyers).

Cold calling is unprofessional

So here’s what happens in a cold call:
– 95% of the time, you get voicemail
– The prospect didn’t ask for the call – so the salesperson is already on the back foot
– When you do get through the salesperson has to say who they are, where they are calling from and why they are calling – your prospect often doesn’t care and gets more defensive
– Now the salesperson tries to throw the prospect off guard with prefabbed questions or tells them about their own business or launches into how great their products are

You try so hard to make the prospect instantly tell you all their problems and by keeping them talking you have the misguided idea that they are going to warm to your proposition and your viewpoint.

And you wonder why customers think salespeople are getting worse?

Yes that’s right. Potential customers should call you
So what’s better? Wasting expensive time making cold calls or finding ways to connect and engage first – and get the prospect calling you when they are ready.

Let me give you a brief example. Let’s assume that our prospect has a problem. Sales are down and they need leads and a predictable sales forecast.phonecall

Do they A. Contact the sales training vendor who has wasted their time in a cold call? Or B. Search the Internet and social media for ideas and advice, talk to friends and peers, and try to find solutions themselves?

By creating content that is helpful, useful and answers the frustrations and challenges our customers have, and distributing it to a community, we has a much higher probability of being contacted. It’s NOT about talking about oneself. It’s about helping people, about giving them something they need, something they want, something they’ll remember you by. It gets the phone ringing and enquiry emails coming in.

An approach like this makes your sales team much more productive, as they’re only spending time on the phone with prospects who are actually interested in your company or service.

You get the picture. Create valuable content that develops your brand and drives traffic to your website. Let your prospects come to you. It’s how they want it.

So what should you do?
– Be clear on your target audience and what challenges they face

– Do research on LinkedIn – find out where your prospects’ interests lie and find out what they are talking about

– Make sure your website has content that educates and doesn’t just talk about you and product features

– Get involved in online conversations and make yourself useful

– Write a series of must-have industry insights your salespeople can give away and share in social media

– Blog about your ideas and how they have helped customers

– Invest in making your top salespeople sought after speakers on industry issues

The result of prospects calling you
– Prospects will be ready to engage

– You’ll have something in common before you speak

– They are ready to talk and discuss their needs – and enter the sales funnel on their terms

– Your sales time will be more effective and productive

– Questions to challenge your way of working

How often is a cold call successful compared to when a prospect calls you?

Are the most productive phone calls: when you talk together about a pain point or a problem or when you talk about your product or service features?

What can you do differently to engage a prospect before speaking to them?

Who in your company can create helpful, useful and interesting insights on a problem, frustration or issue that your prospects might be facing?

Source: Linkedin.com, April 2016
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By: Phil Kreindler, Infoteam Sales Process Consulting

Stop bad leadership habits before they get started

Posted in Aktuellt, Leadership / Ledarskap on April 28th, 2016 by admin

New managers aren’t getting the training they need when they first step up to leadership roles. For example, more than 40 percent of the people who attended the early pilots of The Ken Blanchard Companies’ First-time Manager classes had already been in management for over two years by the time they attended class—and research by management consultancy Zenger Folkman found that the average manager doesn’t receive training until they have been on the job ten years!
That’s simply too late. Without training, undesirable managerial habits develop that prevent new managers from being as effective as they need to be. It could also be part of the reason why 60 percent of new managers underperform—or fail—in their first two years.

Linda Miller, a master certified coach and coauthor of Blanchard’s new First-time Manager program, says, “If left on our own, we continue to lean on our habitual behaviors. Even when we change roles or move into a new job or position, we still are inclined to fall back into familiar patterns.”
That can be a problem in the case of new managers, explains Miller. “They often bring their individual contributor habits or practices into the new role. In this case, they may repeat a youngpattern over and over again—even when it is not helpful or appropriate—simply because it is comfortable and familiar.
“I worked with a client recently who has been a leader for many years. Now, she is struggling with grooming a new generation of leaders to take her place. My hunch is that when she was a new manager, she made all the decisions. Now, that habit has caught up with her: her organization is ready for her to step back and develop others, but she still feels she needs to make all the decisions instead of delegating them to people who could learn from the experience.”
Another common example of new managers hanging on to old habits is when they feel they still need to do work they should be delegating to direct reports.
As Miller explains, “When coaching first-time managers, I often ask how much of their work could be delegated. A new manager has to have a plan for accomplishing results through others. Many find it easier to keep doing a familiar task themselves than to have a conversation with a direct report who could take on the responsibility. Although it may be easier for them to just do the task, as a new manager that work is no longer part of their role.”

An added challenge Miller often works on with new managers is peer relationships. “Things change when a person becomes a manager—and relationships need to change as well. People who were once peers may now be direct reports. As a peer, the relationship might have involved social activities such as going out for drinks after work. But for a new manager, new behaviors may need to be created that preserve those personal relationships at a slightly different level.”
Counterproductive beliefs and expectations from upper management can get in the way of a new manager’s progress in developing new skills. When a high performing individual contributor becomes a manager, leadership often believes that because the person had been a high performer in their previous role, they will be an immediate success in their new role as manager. Awareness of these lofty expectations may prevent the new manager from requesting support or input from their supervisor or other colleagues. Because they don’t want to be seen as inferior or as a poor choice for management, they may decide it’s best to improvise their own strategies and solutions—trial and error—instead of asking for the training or help they need. This is the way many undesirable patterns begin.

Research shows that if organizations don’t take a proactive approach in training new managers, 60 percent of these managers will underperform in their first two years and bad habits will set in. This can be avoided by earlier training, coaching, mentoring, or other support within the organization.

CREATING A NEW MANAGER CURRICULUM
Instead of letting new managers take a trial-and-error approach that potentially leads to bad habits, Miller believes organizations need to create a new manager learning path. This begins with normalizing the idea that transitioning from an individual contributor role into management is a big change—and that it is normal for first-time managers to feel awkward or even paralyzed by all the new skills they need to learn.
Next, identify some of the gaps or differences between being an individual contributor and being a new manager. For example, early discussions could focus on situations where old habits may not serve the new manager or the organization well.
From there, Miller says it is on to skill building and a focus on getting things done through others. If new managers are not going to do the work themselves, how will goals be achieved? Miller cautions that this question can get a little blurred because new managers often have two jobs: accomplishing their own goals as well as managing a team of direct reports.

REPLACING BAD HABITS WITH GOOD HABITS
For new managers who recognize bad habits may be holding them back, Miller’s first recommendation is to ask for feedback from their own manager—and, if available, take advantage of a 360-degree process.
“I would encourage leaders of new managers to give input if they see patterns of behavior that may be unproductive,” says Miller. “For example, if the new manager always makes the decisions rather than letting others take the lead, or if they always take on work rather than delegating it to their direct reports, their leader needs to discuss those observations.
“When we ask new managers about the most significant event that helped in their development, many will point to when an immediate manager or colleague said something direct and concise that changed the way they did things. I would encourage new managers to listen to the feedback they are getting and look for patterns. Also, they should consider seeking out a mentoring or coaching relationship—a safe place where they can be really honest in sharing their experiences.”

TAKING ACTION
Once new managers have examined their behaviors and found patterns that aren’t working in their leadership roles, the hard work begins—changing those ingrained behaviors. This requires interrupting the automatic responses, says Miller.
“As a coach, many times I will suggest to people that they take some time before they respond to a situation. For example, before saying yes to a request, the new manager might wait two hours to think it through. Or we might discuss coming up with a question they can ask themselves that will interrupt the pattern. For example, a self-directed question might be How else could I approach this work besides doing it myself? In addition, they might challenge the belief that is creating the response in the first place—to really think about what keeps them responding in this way.
“So, awareness is number one—become aware of the pattern and what needs to change. Then, examine and challenge the belief that creates the response. The next step is to come up with actions, often very simple ones, which can address the changes that are needed. ”

CREATING NEW HABITS VERSUS CHANGING OLD HABITS
Miller’s advice to organizations looking to improve leadership in their organizations is short and sweet. “Don’t wait. Start now. Developing your high potential people early will pay dividends—now and in the future.
”It’s much easier to train and develop good leadership habits in the first place than to change undesirable patterns that have been deeply embedded. Identifying high potential people and beginning leadership training before they accept their first leadership role does the organization, as well as the aspiring leaders, a great service. It’s not what most organizations do, but it is a unique and promising approach—and a far superior option to trial and error.”

Source: Kenblanchard.com, April 2016
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Read more about Ken Blanchard companies here
Find out how leadership works in your organization? Read more here: www.3s.se

Study Reveals the 4 Behaviors That Account for 89% of Leadership Effectiveness

Posted in Aktuellt, Leadership / Ledarskap on April 20th, 2016 by admin

You read that right. Want to know what traits set strong leaders apart from weak leaders? New research from McKinsey shows that just four behaviors account for almost all of the distance between the effective and the inept:

Being supportive
Operating with a strong results orientation
Seeking different perspectives
Solving problems effectively

In a survey of 189,000 people in 81 organizations around the world, the firm found that these four traits were typically displayed by leaders at companies ranked within the top quartile of McKinsey’s Organizational Health Index.ladda ned (14)

“We’re not saying that the centuries-old debate about what distinguishes great leaders is over or that context is unimportant. Experience shows that different business situations often require different styles of leadership,” wrote research authors Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan. “We do believe, however, that our research points to a kind of core leadership behavior that will be relevant to most companies today, notably on the front line.”

So what do these traits entail? According to the research, supportive leaders empathize with and enable their colleagues and direct reports, and in doing so, engender an atmosphere of trust. A results orientation means that leaders not only set the vision, but they also work tirelessly to see it through. Those who seek different perspectives are more prone to shifts in the environment, and consider multiple points of view when making decisions, thus reducing bias. Lastly, leaders who solve problems effectively are comfortable analyzing data and other sources to get to the root of an issue — which helps them make better choices.

Other leadership skills that did not correlate as strongly with successful leadership included recovering positively from failures, remaining composed and confident in uncertainty, giving praise, and developing others. It might be time to update hiring profiles for open leadership positions.

Source: Hubspot.com
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Öka kundnyttan med livechatt

Posted in Aktuellt, Customer care / Kundvård, Executive Team / Ledningsgruppsarbete, Technology on April 13th, 2016 by admin

Livechatt har blivit en allt viktigare kommunikationskanal med kunder. Livechatten öppnar för både bättre kundservice och högre konverteringsgrad.
I takt med att webben blir allt viktigare både för kommunikation och transaktioner har livechatten blivit ett intressant verktyg för en bättre kundupplevelse. Bland B2B-företag är det mycket vanligt med livechatt och allt fler e-handlare erbjuder livechatt som en av flera kommunikationskanaler med kunderna.

– Vi har ungefär lika många kundkontakter via livechatt som telefon varje dag. Fördelen med livechatt är att en person kan hantera åtta kunder samtidigt medan det bara går att prata med en medlivechat telefon, säger Joel Svensson, grundare av nätbutiken Partykungen.
Vi vet att de flesta kunderna överger sina kundkorgar på nätet. En kundchatt vid rätt tillfälle kan minska andelen som överger butiken utan att handla.

Statistiken talar ett tydligt språk:
81 procent av svenska nätkunder anser att kontakten med kundservicen är viktig vid val av nätbutik, enligt E-barometerns årsrapport 2015 från Postnord.
44 procent av amerikanerna anser att det är viktigt att få svar på en fråga live medan hen handlar, enligt Forrester.
55 procent av amerikanerna är beredda att överge en nätbutik om de inte snabbt får svar på en fråga, enligt Forrester.
Fördelarna med en livechatt för kunden är att hen inte behöver ägna all sin uppmärksamhet åt kommunikationen med kundtjänst. Kunden kan fortsätta att titta på produkter, kolla mejl eller Facebook samtidigt som hen får svar på en fråga live.

För en yngre generation kan livechatt kännas bekvämare och mer hemtamt än en telefonkonversation. Dessutom får kunderna normalt sin fråga besvarad snabbare via livechatt än telefon. Statistik från livechatt-tjänsten Zopim visar att det i snitt tar 23 sekunder från kundens intiativ att kontakta en livechatt och tills hen får första svaret från kundtjänst.
Det går dessutom att arbeta proaktivt med livechatt. I mån om tid kan kundtjänstpersonal aktivt kontakta besökare i nätbutik vid den delen av köpprocessen där störst andel hoppar av sin kundvagn. Det finns exempel på företag som ökat sin konverteringsgrad från en till tjugo procent med en proaktiv livechatt.

Källa: magazine.jajja.com, 13 april 2016
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How to face stress

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on April 12th, 2016 by admin

So I don’t typically let stress get to me, but this last week was proving the exception.

I had numerous projects at work that all seemed to be coming due at the end of last week or the beginning of this week, as well as multiples hearings hours away from my office. I was pretty sure that I would be working through the weekend, which would also be difficult as this was going to be our son’s first Easter.

stess 1

On Thursday I finally get my work load to a point where I felt like I could just work Saturday and get everything done, leaving my Sunday free… That’s when I get a phone call from my mom, my uncle just passed away and the funeral is Saturday in Louisiana. Once I somewhat get past the loss of my uncle who I was close with and begin making travel plans, I suddenly remember all the work that I was planning on getting done Saturday.

About this time I feel the stress getting to me. I am not even considering missing the funeral, but since it is over a five hour drive one way, that means I have to find time some other place to make sure I get all my work projects finished. As the stress is creeping in, I utilize two principles from Dale Carnegie:

“Cooperate with the inevitable” and “count your blessings, not your troubles.”

All the stress was making me feel sorry for myself, but I really needed to be counting my blessings: I have a job, I have a family I love, and an uncle that I want to remember. Once I startedstess 2 thinking this way, I was able to bring my mood up and move on to “cooperating with the inevitable.” There were multiple “inevitables” here:

I had a ton of work to do.
I will be driving to Louisiana and back all day Saturday.
I need to spend at least some of Easter with my family.
Once I accepted all these as inevitable, I started asking myself how to make them all work. I was able to work late Thursday and Friday, that freed up Saturday, and finally after Easter with my family, I was able to finish up the last bit of work I needed done before Monday. If I had not followed the Dale Carnegie principles, I would have continued to stress out and not thought things through logically. I likely would not have been able to enjoy Easter but would probably have also failed to finish my work projects and been stressed at the funeral. But thanks to the Dale Carnegie principles, I was able to work everything out and lower my stress level.

Want to lower your stress? Download Dale Carnegie’s Golden Book for access to the entire list of Stress & Worry Principles!

Source: Linkedin.com, 12 April 2016
By: Justin Rader
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Så möter du den digitala kunden

Posted in Aktuellt, Försäljning / Sales on April 8th, 2016 by admin

Innovation, förändring och omnikanaltänk. Den digitala förflyttningen är högst påtaglig i dag. Här delar Mattias Pihlström, omnikanalkonsult och vice vd på BrightStep, med sig av fem heta tips för att ta vara på den allt viktigare digitala kunden.

1) Granska kundresan.
Det är lätt att bara fokusera på själva transaktionen och vem konsumenten är. Mer intressant är att försöka förstå hur kunden beter sig före, under och efter ett köp. Vad kan man lära sig av det? Går det att hitta synergier? Vad saknar vi som vi skulle kunna erbjuda kunden? Ett exempel är att många e-handlares kundtjänst är stängd när de flesta köp görs. I en fysisk butik skulle det vara otänkbart att ha som minst personal när kundtillströmningen är störst.

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2) Titta över IT-systemen.
Att byta IT-system är en dyr och tråkig historia, men fler borde i alla fall fundera över om man har en långsiktig strategi för sina system. Har vi rätt system för att på sikt kunna hantera en växande e-handel? Hur pratar systemen med varandra? I värsta fall finns ett kassasystem i den fysiska butiken och ett annat system i e-handeln, vilket innebär att det blir svårt att erbjuda en enhetlig kundupplevelse.

3) Låt e-handeln ta plats i den fysiska butiken.
Den digitala närvaron är sällan riktigt påtaglig i fysiska butiker. Där kan omnikanaltänket bli mycket bättre. Med små medel, som skyltar i entrén och inne i butiken, kan man påminna om att e-butiken är öppen dygnet runt. För de kunder som har handlat på nätet och ska hämta ut varan i en fysisk butik kan man erbjuda en gräddfil. En pil i golvet och snitslad bana som pekar mot en specialkassa där du kan hämta ut det du har beställt.

4) Håll högt tempo.
En gemensam nämnare för nästan alla framgångsrika företag, oavsett e-handel eller fysiska butiker, är snabbheten till förändring. När samhället och handeln nu digitaliseras kommer hastigheten i förändringen att öka. Hur bemöter man det i en organisation? Fundera över vad alla avdelningar, från IT till inköp, kan göra för att bli mer snabbfotade.

5) Våga vara innovativ.
Innovation är en brist i dag. Alltför många kopierar koncept som andra redan gör. Det kommer alltid att finnas någon som är snabbare, billigare eller har bredare sortiment. Den matchen kan man aldrig vinna. Man måste erbjuda något annat, något som är unikt. Fundera över hur man får in det i företagets DNA.

Källa: DI.se, 8 april 2016
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Telia Soneras ny VDs bästa ledarskapstips

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on April 6th, 2016 by admin

Från mutskandaler till nya mobilvanor. Johan Dennelind avslöjar att han litar på magkänslan när han som vd ska förändra och förnya Telia Sonera. Men det är inte det enda ledarskapsknep han bjuder på i Di-podden Förnuft & Känsla.

1. Vid beslutsfattande: kill your darlings
”En viktig princip jag har är att ett beslut är ett beslut. Jag uppmuntrar utmaningar och jag tycker att man ska kämpa för sina förslag, men det får inte bli en kultur av att man blir kär i sin egen idé. Utan när ett beslut är taget då ska man släppa prestigen och gå vidare med någon annans idé.”

2. Våga söka svar utanför organisationen
”En av de viktigaste insikterna en ledare kan ha är att alla svar inte finns i din närhet. De finns ute i verkligheten, och där måste man hitta sätt att vara närvarande. Jag browsar och läser till exempel otroligt mycket, men tillfällen som World Economic Forum i Davos kan också vara otroligt värdefullt att närvara vid för att få nya idéer.”

telia-53. Använd ny teknologi för att kommunicera
”Jag använder vår teknologi för att hålla mig uppdaterad och kommunicera och informera våra anställda i världen. Jag skriver mycket, men använder också videobloggar och intranätet för att med viss regelbundenhet nå ut på rätt sätt när det har hänt något.”

4. Våga ta tag i jobbiga frågor
”Skapa plats och tvinga upp jobbiga frågor på agendan. Jag har varit tydlig med att vi har löpande möten, där vi kommer att granska, vi kommer att utmana och inte släppa taget. Det trycket måste finnas där för att alla ska ha en tydlig bild av vad som är rätt och fel.”

5. Tro och håll fast vid dina visioner
”När det gäller riktningen jag har stakat ut kommer jag att vara envis. Om man inte vågar hålla i sina uppsatta mål, är de nämligen lätta att ändra på. Men håller vi fast vid dem, kan jag lättare vara flexibel med takten och ordningen vi gör saker i.”

6. Lita på magkänslan
”När man prioriterar vad man ska satsa på kokar det till syvende och sist ner till en magkänsla som bygger på erfarenhet. Det går inte att business case:a sig till allt i branschen, utan ibland måste man våga satsa med magen. För i den stora förändring digitaliseringen för med sig tror vi att vår gissning är lika bra som någon annans, Avgörande blir i stället kraft, genomförande och mod att våga satsa framåt.”

Källa: DI.se, april 2016
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Urban world: The global consumers to watch

Posted in Aktuellt, Customer care / Kundvård, Executive Team / Ledningsgruppsarbete, Strategy implementation / Strategiimplementering on April 1st, 2016 by admin

Dramatic demographic shifts are transforming the world’s consumer landscape. Our new research finds just three groups of consumers are set to generate half of global urban consumption growth from 2015 to 2030.

Until the turn of this century, population growth generated more than half of all global consumption. But between 2015 and 2030, three-quarters of global consumption growth will be driven by individuals spending more. This shift has profound implications for companies. What’s now important are emerging demographics: the latest report from the McKinsey Global Institute (MGI) finds that nine groups will generate three-quarters of global urban consumption growth to 2030, and just three of these will generate half of consumption growth and have the power to reshape global consumer markets over the next 15 years.

McKinsey

These three demographic groups will generate half of all global urban consumption growth through 2030:

1. The retiring and elderly in developed economies
This group will grow by more than one-third in number, from 164 million in 2015 to 222 million in 2030. It will generate 51 percent of urban consumption growth in developed countries and 19 percent of global urban consumption growth. To give an idea of its dominance, the 60-plus age group will account for 60 percent of total urban consumption growth in Western Europe and Northeast Asia (Japan and South Korea). A closer look at this cohort reveals several findings:

These consumers spend more per head than younger people, largely because of heavy spending on healthcare. But their consumption is about more than healthcare. In the United States, this group will contribute more than 40 percent of consumption growth in housing, transport, and entertainment.
By 2030, we expect to see a wider variation in purchasing power among the elderly than we see today. While many in the 60-plus age group are wealthy, others have not saved sufficiently to see them through retirement. Income inequality in the United States among those aged 65 and older continues to rise.
People over 50 bought nearly two-thirds of the new cars sold in the United States in 2011.
The elderly increasingly want to “age in place.” A decade ago, those aged 55 and older accounted for less than one-third of all US spending on home improvement. By 2011, this share was more than 45 percent.

2. China’s working-age population
By 2030, this group will expand by 20 percent—an additional 100 million people—and per capita consumption is expected to more than double. By 2030, China’s working-age population will account for 12 cents of every dollar spent in cities worldwide. This group has the potential to reshape global consumption just as the West’s baby boomers, the richest generation in history, did in their prime years. Some highlights from MGI’s research:

China is expected to spend 12.5 percent of all consumption growth on education for those under 30—higher than any other country apart from Sweden (12.6 percent).
The 2016 McKinsey Global Sentiment Survey of more than 22,000 consumers finds that nearly 30 percent of these Chinese consumers are willing to pay more for new and innovative household products—double the share of their counterparts in North America and Western Europe.1
These individuals are more optimistic about their financial future and more willing to spend a greater share of their disposable income than previous generations.

3. North America’s working-age population
The numbers and per capita consumption of this group will grow modestly, by 7 percent and 24 percent, respectively, from 2015 to 2030. And MGI research finds that many younger consumers are under income pressure, are poorer than the previous generation, and are more cost conscious. Some notable aspects of this group:

Today, the median net worth of the top 20 percent of young-adult households is eight times that of the other 80 percent; in 2000, that multiple was four times.
This group is becoming more ethnically diverse. In the United States, for instance, the share of Hispanic young adults (aged 15 to 34) tripled from 7 percent in 1980 to 21 percent in 2012.
Compared with older cohorts, young adults are 10 to 20 percentage points more likely to consider and use sharing-economy services for everything from accommodation to car rental to furnishings.
MGI has developed a framework that incorporates all the factors that influence consumption. Tracking consumer attitudes and behavior is not sufficient if companies are going to capture key consumer markets. They need to understand the core drivers of consumption such as income and age, characteristics such as ethnic mix and education, and the timing of key decisions such as getting married, having children, and buying a house.

We see three fundamental implications of this research for corporate strategy:

Footprint matters.
With consumption increasingly dependent on per capita spending, footprint matters. Companies also need to continually adapt to evolving demographics and consumption patterns of cities—and even in neighborhoods within cities.
Tailor products.
Companies with the skills to develop tailored products and services to meet the needs of an increasingly complex consumer landscape can prosper. The variety of consumers that companies can serve has arguably never been more rich and diverse, both across regions and within them. In many markets, companies may need to strengthen their skills in managing overlapping products and brands.
Look closely at services.
The growing share of services in overall consumption will, directly or indirectly, have an impact on all consumer-facing businesses. Services are growing faster than overall consumption as consumers spend a rising share of their income on, for example, travel and healthcare in aging developed markets and education in China’s cities. At the same time, many traditional products incorporate complementary digital or physical services, and some products are being replaced by services.

Source: McKinsey.com, March 2016
By: By Richard Dobbs, James Manyika, Jonathan Woetzel, Jaana Remes, Jesko Perry, Greg Kelly, Kanaka Pattabiraman, and Hemant Sharma
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