The Customer Copernicus: How to be Customer-Led
Some companies are great for customers – not only do they care but they change whole markets to work better for the customers they serve. Think of Amazon, easyJet and Sky. They make things easier and improve what really matters – obvious, surely? They have also enjoyed huge business success, growing and making plenty of money.

The Customer Copernicus answers the question that follows – if it’s obvious and attractive why is it so rare? And then it answers a second question, because Tesco, O2 and Wells Fargo were like this once. Why, having mastered it, would you ever stop? Because all three did, and two ended up in court.

The Customer Copernicus explains how to become and how to stay customer-led. Essential reading for leaders and teams who want their organisations to stay competitive by developing a more purposeful and innovative culture.

1138267259
The Customer Copernicus: How to be Customer-Led
Some companies are great for customers – not only do they care but they change whole markets to work better for the customers they serve. Think of Amazon, easyJet and Sky. They make things easier and improve what really matters – obvious, surely? They have also enjoyed huge business success, growing and making plenty of money.

The Customer Copernicus answers the question that follows – if it’s obvious and attractive why is it so rare? And then it answers a second question, because Tesco, O2 and Wells Fargo were like this once. Why, having mastered it, would you ever stop? Because all three did, and two ended up in court.

The Customer Copernicus explains how to become and how to stay customer-led. Essential reading for leaders and teams who want their organisations to stay competitive by developing a more purposeful and innovative culture.

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The Customer Copernicus: How to be Customer-Led

The Customer Copernicus: How to be Customer-Led

The Customer Copernicus: How to be Customer-Led

The Customer Copernicus: How to be Customer-Led

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Overview

Some companies are great for customers – not only do they care but they change whole markets to work better for the customers they serve. Think of Amazon, easyJet and Sky. They make things easier and improve what really matters – obvious, surely? They have also enjoyed huge business success, growing and making plenty of money.

The Customer Copernicus answers the question that follows – if it’s obvious and attractive why is it so rare? And then it answers a second question, because Tesco, O2 and Wells Fargo were like this once. Why, having mastered it, would you ever stop? Because all three did, and two ended up in court.

The Customer Copernicus explains how to become and how to stay customer-led. Essential reading for leaders and teams who want their organisations to stay competitive by developing a more purposeful and innovative culture.


Product Details

ISBN-13: 9780367564636
Publisher: Taylor & Francis
Publication date: 05/17/2021
Pages: 234
Product dimensions: 6.12(w) x 9.19(h) x (d)

About the Author

Charlie Dawson is the founder of The Foundation, a London-based consultancy that helps organisations create customer-led success.

Seán Meehan is the Martin Hilti Professor of Marketing and Change Management at IMD Business School, Lausanne, Switzerland.

Table of Contents

About the authors xiii

Acknowledgements xv

Introduction: Why should I believe you? 1

1 Why customer-led beliefs matter 16

Tesco: Propelled and derailed by its beliefs 16

From trader to retailer to leader 20

A confident leader comes crashing back to earth 26

Sustaining an outside-in orbit over time 29

Conclusion and recap 32

2 What being customer-led looks like 36

Walkers: The characteristics of a customer-led organisation 36

Using all the elements for success 42

Six activities fuelled by the outside-in leadership approach 48

Customer-led leadership 56

Conclusion and recap 63

3 What being customer-led feels like 66

Sky: Believe in better 66

Shared beliefs: The way we do things around here 70

Specific belief systems: Inside-out and outside-in 74

From a wing and a prayer to Sky's the limit 76

The lesson: Believe in better 85

The contrast of an inside-out belief system 88

The unnatural outside-in success of Zalando 92

Tell-tale signs of outside-in versus inside-out belief systems 96

Conclusion and recap 98

4 Creating customer-led beliefs 104

Easyjet: The airline that moved from inside-out to outside-in 104

Moving from inside-out to outside-in in four stages 107

The remarkable turnaround of easyJet 110

Exploring burningness at DBS 120

Exploring Moments of Belief at AO 123

Exploring systematic ways of working outside-in at Deliveroo 127

Conclusion and recap 131

5 Losing customer-led beliefs 136

O2: From outside-in to inside-out 136

The inevitability of falling from outside-in to inside-out 137

From remarkable customer leadership to conventional utility at O2 140

The challenge of internal forces at Virgin Atlantic 150

The challenge of external forces at Market Basket 157

The challenge of a competing rule changer at Nokia 162

Conclusion and recap 167

6 Protecting customer-led beliefs 172

Handelsbanken: Sustaining outside-in beliefs 172

How to sustain an outside-in belief system: Three critical elements 179

Knowing a belief system really matters at John Lewis Partnership and W.L. Gore 185

A continual flow of Moments of Belief at Hilti 193

Being boldest when challenged most: LEGO 197

Conclusion and recap 201

Conclusion: Believe in better 206

Index 213

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