Sunday, August 09, 2020

 

Understanding that the Grass Isn’t Greener
Becoming an Adaptive, Strategic Leader
Why Your Company May Need a Data Scientist
Teaming as a Foundation for Learning
Moving From Solution Sales to Insight Sales
The Danger of Playing it Safe
Teamwork on the Fly
Shaping a Collective Ambition
The Growth Outliers-Our Clients
Jan 11

Written by: Lisa Gardner
1/11/2012 11:24 AM 

The audacity to know what your customers want before they do, delivers an inference of not listening to our clients to a point of understanding their needs. However, the authors of the HBR article entitled Know What Your Customers Want Before They Do, states that advances in IT, data gathering and analytics allows us to deliver propositions, ideas, strategic influences better than what our client advises...

The audacity to know what your customers want before they do, delivers an inference of not listening to our clients to a point of understanding their needs. However, the authors of the HBR article entitled Know What Your Customers Want Before They Do, states that advances in IT, data gathering and analytics allows us to deliver propositions, ideas, strategic influences better than what our client advises. Over serving our client by educating them beyond their current resources allows yet another element of differentiation and strategic leadership to help overcome the economic conditions facing clients.

“…businesses are starting to create highly customize offers that steer consumers to the “right” merchandise or services-at the right moment, at the right price, and in the right channel. These are called “next best offers (NBO).”
I pondered this NBO definition and realized this building block of strategy towards our clients proves to be our goal daily. The author further explains, in order to create an effective NBO, you must collect and integrate detailed data about your customers, your offerings and the circumstances in which purchases are made. In our case, it would be the circumstances in which our services are needed. To execute such a detailed strategy, beyond digging out the customer’s needs, we must know our customer’s and their organizations so well, we actually can anticipate further needs beyond what they express. 
The NBO forces us to uncover the hard answers by first understanding our client’s attributes and behaviors internally and externally. Secondly, we need to seek all possible outcomes of future growth and changes in order to manage their portfolio with anticipation and strategic outlook. Thirdly, NBO would drive us to deeper analytics by gathering/analyzing data in many different ways in order to understand beyond the obvious. Our client’s customers are internal, within the organizational corporate structure. Our clients are responsible for optimizing resources, cutting cost and setting strategic direction. Those in charge of managing the corporate real estate portfolio are graded internally on whether they are aligned and receiving the results to achieve the corporate hierarchy of key objectives and goals. As consultants, brokers and account managers our goal is to create the NBO strategy.
This intrigued me for many reasons. I have always set the bar of my success on whether I truly have dug deep enough to uncover the needs of my clients. The NBO raises the bar for me to focus on digging up the needs, but also presenting and uncovering for my client what they do NOT know about their organizational influences and direction that will affect the portfolio. Anticipating the future solidifies the changes for growth, innovations and technological advances. Yes, these areas tie into real estate for strategic decisions in consolidation, location, and optimizing all other resources.
In summary we build or sharpen an NBO strategy through four broad activities according to the authors by: Defining Objectives, Gathering Data, Analyzing and Executing, and Learning and Evolving. 

You must be logged in and have permission to create or edit a blog.