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Dynamic Customer Strategy: Today's CRM is a 10-chapter book published in 2014 by the Business Expert Press and written by Jeff Tanner, Jr., Professor of Marketing and Associate Dean of Faculty Development and Research at the Hankamer School of Business at Baylor University. In this book, the author explains how business leaders can capitalize on "Big Data," or the infinite customer information available in today's technology-based business environment. He provides a model for competitive advantage and maximized marketing performance through Dynamic Customer Strategy (DCS), an approach to understanding and utilizing Big Data. He includes real-world examples throughout the book and offers practical advice and discussion questions for both practitioners and students. Chapter 10, Customer Culture (14 pages), explains the importance creating and maintaining the right company culture to sustain a DCS. The author outlines the requirements for this culture, starting with leadership that teaches strategy rather than simply mandating it. He says that it is essentials to have a Customer Knowledge Competence (CKC), which entails a company's ability to acquire, analyze, disseminate, and operationalize customer information. CKC depends on three factors: people with the right skills, tools that enable data acquisition and management, and supporting work processes and policies. He adds customer culture as an additional requirement, including valuing and rewarding CKC. He highlights the importance of a culture of learning and outlines several ways to focus on learning, such as individual brainstorming and team-based decision making. He presents the real world example of how the Meredith Corporation successfully brought data management in-house.

Chapter 1, Service Growth (10 pages), considers the development of the service economy across several segments, including professional, business, government, and education. The author reviews trends in service growth and explains the factors that predict continued growth in service jobs, including the aging population's need for services, customer demand for sophisticated services, and market expectations for technology-based service improvement. He explores how a service enterprise can maximize resources such as employees, knowledge, and technology, and suggests that there are two approaches to service leadership-strategic differentiation and operational excellence-each of which is explored in subsequent chapters.

In Chapter 2, Strategic Differentiation (40 pages), the author explores one of the two basic approaches to service leadership: creating strategic differentiation. This approach is focused on the creation of innovative service offerings. Chang defines core and supplemental service elements and how services have a life cycle, much like products. He reviews methods for idea generation and provides an in-depth look at the "DeepThink" approach. He explains how to achieve success by using DeepThink within a virtual team structure. He considers key issues in determining which ideas to pursue, such as financial viability and marketplace success, and outlines a stage-gate process to address the five main issues in service innovation. He looks at the importance of customer satisfaction and retaining learning from the innovation process. He describes the responsibilities of service enterprise leaders and concludes with practical insight for managers. The chapter includes two appendices for implementing a DeepThink methodology and one appendix on evaluating financial viability.

Having explored one approach to service excellence (strategic differentiation through innovation) in Chapter 2, Chang explores his second approach in Chapter 3, Operational Excellence (49 pages), which focuses on improving work productivity. He explores how managers can improve service speed, quality, and cost through a combination of the Lean principle and Six Sigma methodology. He reviews web-based tools for customer relationship management, enterprise resource management, and project management tools, and provides real-world examples of each. He explores emerging web services used by companies like Amazon.com and provides an in-depth analysis of Service Oriented Architecture (SOA) and the important implications for managers. He shares insight into the implementation of programs that improve business operations and outlines practical steps and key considerations. The chapter includes an appendix on the using Lean Six Sigma as a service model.

In Chapter 4, Take Charge-Conclusions (16 pages), the author summarizes the knowledge, skills, and values that he considers essential to service leadership. He reviews the foundational skills and capabilities that are essential to all service professionals. He presents a Three-Decker Knowledge Architecture that outlines twelve additional skill sets that are critical for advanced leadership. He considers a model for leadership and provides a list of ten habits for successful service professionals. He frames the challenges facing the service industry in six dimensions: inside, outside, present, future, local, and global, and summarizes research on global economic growth. He explains the importance of satisfying the five key stakeholders and maps his two paths to service excellence to each stakeholder. He concludes with an overview of his "Take Charge" model for service professionals and leaders to achieve service excellence.

Chapter 1, Information, Intelligence, and Sales Strategy (28 pages), begins with an overview of the historical evolution of competitive intelligence and its value for an organization. The author explains how the sales person connects an organization to its market, and considers five factors that impact sales performance: skills/competencies, work ethic/motivation, resources, territory, and luck. He defines data, information, competitive intelligence, and knowledge, describing how each fits into a competitive intelligence system. He explains the importance of information quality, defined by dimensions in four categories: overall quality, relevancy, format, and meaning. He considers the ultimate purpose of competitive intelligence to inform strategy and decision-making. He explores the nature and value of a marketing and sales information system to guide marketing and sales decisions. He ends the chapter with practical insight about the importance of synthesizing a variety of information from different sources.

Chapter 2, Competitive Intelligence and the Market-Oriented Organization (22 pages), considers the manager's role in creating an environment that generates, disseminates, and responds to field intelligence. The author states that a market orientation strategy derives from a company's ability to both collect and utilize market-related information. He considers three determinants of market orientation: top management, interdepartmental dynamics, and organizational systems. He explains why market orientation also requires collaboration between marketing and sales, and presents a model of eight factors in the relationship between marketing and sales: vision, alignment, processes, information, knowledge, decision, resources, and culture. He reviews three main responsibilities for sales in finding and communicating information to the rest of the organization. He explains that a company's competitive intelligence system should process and validate information as well as make it actionable for decision makers. He considers three obstacles to information acquisition, evaluation, and transmission.

In Chapter 3, Competitive Intelligence and the Sales Organization (36 pages), the author explains how an organization should enable competitive intelligence gathering among sales people. He contrasts motivation versus attitude, exploring fundamental aspects of each, and presents three elements of successful intelligence gathering: an eagerness to seek out information, the perceived value of timely information sharing, and the perceived value of a casting a wide net for information. The author outlines the individual, organizational, and environmental factors that influence a sales person's information gathering activities. He offers insight into how leaders can manage these factors to influence both motivation and attitude, and improve sales performance.

In Chapter 4, Competitive Intelligence Acquisition, Management, and Sales Ethics (24 pages), the author reviews field investigation strategies for sales people and organizational systems for information. The author explains that sales people gain market insight by developing a network and drawing out information, and notes key elements in training and coaching for these skills. He considers three ways in which salespeople gather data: being given information, asking for information, or investigating and finding information. He explains that the organization is responsible for gathering, consolidating, and processing information and offers practical guidance for each step of the process. He outlines specific questions and processes for collecting and communicating information within an organization. He concludes with considerations of the importance of setting rules around ethical information gathering.

Consumers used to rely mainly on manufacturers' product information, delivered through marketing materials, but online reviews and peer-to-peer information are increasingly influential. Companies should closely track the sources of information their customers turn to and find the combination of marketing channels and tools that will successfully steer their buying decisions.

A large-scale experiment by two California academics indicates that employees who operate under noncompete agreements are significantly less motivated and get worse results.

To meet the challenges of a complex world, strategic planners need to understand the differences between the four elements of VUCA--volatility, uncertainty, complexity, and ambiguity. A guide to identifying, getting ready for, and responding to events in each category.

When a travel company tried cutting office overhead by allowing call center reps to do their jobs at home, it realized some unexpected results.

The "dependency ratio" assumes that every adult below age 65 contributes to society, and everybody above 65 is a burden. The author argues that education and health are important factors in addition to age.

A good leader owns the problem when things go wrong.

A look at the many possible steps involved in human-centered design.

The bottom-up "Spaghetti Organization" for pioneering innovation at Oticon was successful growing the top line for almost two decades, but gradually became too fragmented and costly as the company increased in size. The failure of a high cost revolutionary new product launch, together with the appointment of a new president triggered a redesign of the innovation process towards technological innovation in competence domains producing modules that could be assembled into new products designed by brand specific product teams. However, the new innovation process led to frustration and confusion. Learning objectives: Managing change in the approach to innovation. Designing an innovation process adapted to the evolution of technology and organizational size, especially the tension between bottom-up creativity and developing an integrated product portfolio that exploits changing market needs. Understanding the importance of aligning organization and culture to support change (application of the Galbraith Star Model).

The management team introduced a "cultural revolution" to support the new innovation process, followed by an innovation workflow involving project portfolio planning and road mapping, as well as involvement of marketing and production. Learning objectives: Managing change in the approach to innovation. Designing an innovation process adapted to the evolution of technology and organizational size, especially the tension between bottom-up creativity and developing an integrated product portfolio that exploits changing market needs. Understanding the importance of aligning organization and culture to support change (application of the Galbraith Star Model).

The new innovation process has been accepted and begun to produce results, but is not yet entirely satisfactory. Learning objectives: Managing change in the approach to innovation. Designing an innovation process adapted to the evolution of technology and organizational size, especially the tension between bottom-up creativity and developing an integrated product portfolio that exploits changing market needs. Understanding the importance of aligning organization and culture to support change (application of the Galbraith Star Model).

The UBS case outlines how individual ambition and lax organisational standards and oversight can lead to consistent unethical behaviour resulting in a crippling loss at a large investment bank. Even though the industry had as recently as 2007 been subject to the ramifications of similar behaviour with Jerome Kerviel's 4.9 billion euros loss at Societe Generale, the UBS case highlights how quickly internal controls and ethical concerns can be overlooked. Intense external concerns, driven by a weakening economy, and institutional pressure, due to declining profits, forced internal controls and thorough explanations to be neglected in order to pursue profit. The case also highlights how weak corporate culture and unclear organisational structure can facilitate unethical behaviour. While individuals in Adoboli's role would be expected to lose money on occasion, personal incentive, both from financial gain and organisational advancement, drove Adoboli to conceal his losses from the bank.