Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Regaining customer relevance: the outside‐in turnaround

Regaining customer relevance: the outside‐in turnaround Purpose – The purpose of this paper is to report on the authors' in‐depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management team that stepped outside the boundaries and constraints of the company and looked at its market through the eyes of customers and competitors. Design/methodology/approach – The authors describe how to perform an outside‐in turnaround that refocuses the company on the needs and expectations of the customer. This customer focus energizes and focuses the entire organization toward a shared sense of purpose. Findings – The forces moving a company to an inside‐out view are persistent and powerful. They must be countered with a tough resolve to ensure a company meets its customers' test for relevance. Practical implications – The challenge of beginning a successful outside‐in turnaround is to find the right balance between realism and optimism. Originality/value – The authors show how leading and sustaining an outside‐in turnaround means giving the organization a clear sense of purpose around the unifying theme of delivering superior customer value. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Regaining customer relevance: the outside‐in turnaround

Strategy & Leadership , Volume 41 (4): 7 – Jun 28, 2013

Loading next page...
 
/lp/emerald-publishing/regaining-customer-relevance-the-outside-in-turnaround-LhpL63twrs
Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/SL-04-2013-0021
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to report on the authors' in‐depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management team that stepped outside the boundaries and constraints of the company and looked at its market through the eyes of customers and competitors. Design/methodology/approach – The authors describe how to perform an outside‐in turnaround that refocuses the company on the needs and expectations of the customer. This customer focus energizes and focuses the entire organization toward a shared sense of purpose. Findings – The forces moving a company to an inside‐out view are persistent and powerful. They must be countered with a tough resolve to ensure a company meets its customers' test for relevance. Practical implications – The challenge of beginning a successful outside‐in turnaround is to find the right balance between realism and optimism. Originality/value – The authors show how leading and sustaining an outside‐in turnaround means giving the organization a clear sense of purpose around the unifying theme of delivering superior customer value.

Journal

Strategy & LeadershipEmerald Publishing

Published: Jun 28, 2013

Keywords: Relevant value proposition; Turnarounds; Competitors; Customer needs; Growth strategy; Alternative plausible futures; Superior customer value; Market intelligence

There are no references for this article.