Testimonials for Article of the Week
George Vergese Owner (Abacus Software)

So very happy to see Global Conferences on Creating Value growing from strength to strength.

Beatrice Cooke (Noida)

Wishes for the success of this Third Global online Conference . Hope you are doing well inspite of the lockdown. Always remember you as an outstanding boss and leader

Dave Ulrich, Co-Founder and Principal (The RBL Group)

This looks like a great conference. Creating and delivering value through talent, leadership, and organization has been a major focus of our work for the last 20 years. Hope this conference continues to spread this message!

Vidyut Bapat Director (SigmaGuru - TrainersAndConsultants in Quality Impr)

Boeing is a classic example - how greed destroys value.

Vivek Sharma

Thank you sir. It’s a valuable write up.

Dr. Sachchidanand Joshi Member secretary (Indira Gandhi National Centre For The Arts)

A meaningful article. ‘Value’- has to be the much sought after element, in all walks of life. Then only we can sustain, not only in business but in our day today endeavours.

Raju Rajagopalan

Read the article - great ideas. The downside if this works out will be that we will get rid of Quality Control positions - but that is acceptable. I am projecting a little ahead, saying if everyone has to succeed in glocalisation, they need to pay attention to the quality of their products and give value that they promised on a consistent basis. This means that there wont be any necessity for QC jobs, but everyone needs to think Quality and how do we deliver value to the customer....this will take us to Total Quality Regime - which will be welcome the world over... We need to think about how to get there and may be this is the time for every organization to rethink their value proposition and how to get there.... This was indeed thought provoking...Thanks

A.N. Narayanswami

Excellent article Gautam. I love the concept of glocalization. As a manufacturing guy myself I strongly support that.

Gary Cokins, Founder and CEO (Analytical-Based Performance Management LLC)

I very much liked your e-mail below. I read every word of it. You exhibited your large heart and soul in what you wrote and a sense of morality. Thanks.

Ravi Sundaram, Group Head Strategy & Corporate Services (Opus Software Solutions)

HI Gautam, I hear your soft but firm voice – but I submit that the word ‘value’ itself has lost meaning, - contributed in large part by investment bankers and their absurd & irrational ‘valuations’ (of course for greed!) – it is a self-propagating prophecy fueled by propping up perennial loss-making institutions (without any hope in hell to ever break-even and turnaround) as “UNICORNs” – I am sure they will come up with another trophy for each incremental $1Bn loss they accumulate! – For them value is created though circuitous transactions within the investment banking community (which would have otherwise been called “price-fixing” in open markets). Of course the bubble is burst when these stocks are listed in open markets come crashing down and the poor retail investor is left holding the proverbial baby – while the biggies have exited earlier with handsome margins What’s happening across global markets is a clear indication of the irrationality of it all (value definition)– with all ‘experts’ giving their analysis after the event – they too have no clue. I hope & pray that this ‘reset’ button will take us back to the conventional definition of business value that we have been seen before the dotcom era – where intrinsic value of the customer (defined with some conviction and clarity by each institution) is understood by any lay person (including the customer!)

Ms. Richa Diwan

Thanks Sir. It was a nice read.

Cyrus Bagwadia

So very true. It is commonly known that a typical worker soe ds on an average 25% of his work time in sheer traveling to workplace and home. One can imagine this significant time wasted in productivity. Causing sheer stress to the individual with its own medical costs.. Cost of transportation. Burning fuel which increase carbon in our environment. Straining public funds iin bigger and larger transport infrastructure, rather than spend in healthcare and public education. If we can come up with reasonably accurate estimates, the world will stand up and actually demand or ask for change. How do we avoid going back to "old ways" once the initiator of the change goes away?

Edward Hoare

Thank you. Thought provoking. Looking forward to when we map this mindset into long-term global resource management.

Srikanth SESH (SmartConnect Technologies)

I have read every articles of yours, amazing thought & insight Thanx for sharing...

Ramesh Jude Thomas

I’m not sure how you got my name or mail id. Cannot recall that we have met. Under these circumstances I would usually miss such mails. But I find your theme and content both relevant and provocative. And so most often I find myself reading to the end.

Mr. Naresh Kumar (Indian Institute of Technology Jammu)

Nice thoughts of value creation and identification of alternatives

Torbjorn Fredriksson

Thanks Gautam, Very wise words.

Mr. Kim Korn (ATLAS Portfolio)

FYI -https://twitter.com/kimkorn/status/1239227395531571201?s=20 I hope all is well with you.

Prof. Dr. Paul Verdin

Well done Gautam – absolutely right and agreed on all if not most of your points! And I have been propagating several of them for many many years… as you know. And then there is this false dichotomy of ‘economic health’ vs. health of our people – there is no such thing no such divide!! What a hoax, about time we speak up and make that clear. As if ‘the economy’ has any meaning in and of itself – rather it is the result of what we (should) do, not the other way around – the same as corporate results and earnings are the result of value creation and not the other way around…

Jesper Hasson

Mirroring my thoughts 100%. Would you mind if I share this blog?

Mr. Sikdar Kingsuk (InfoSearch)

Excellent, thanks Mr. Mahajan for the insights. I think this deserves a wider distribution, in case you haven't already done it. At least a LinkedIn post.

Mr. Vijay Gupta (AOTS Center of Japanese Excellence)

Good thoughts

Mr. Arvind Pande (SAIL)

Thanks. An excellent suggestion.

Faraz Hussain (Mahindra & Mahindra Ltd.)

Amazing concept. I liked it!!

Monca Borgida (Northeastern University)

Thank you for sharing your article and invitation to reflect on co-value creation. I really appreciate your effort to build momentum around this topic and I will try my best to be in Paris.

Thorsteinn Siglaugsson, General Manager

I read your email with great interest. Tell me, are you familiar with the work of Dr. Eli Goldratt? Have you read his book “The Choice”? The reason I ask is that I think what you’re saying is in such a great harmony with his message in the book.

Mark Watson (Design Thinkers Group)

It has been a while since IIT Delhi at the e-Cell for Entreprenuership. My work has been in the other 2 facets of the triple bottom line, Environment and Societal with Design Thinking. I am impressed with your contribution to Value especially the Sage Journal Creating Value. Happy to consider working together on projects. Most work has been in India for me, but Japan has opened up to opportunities lately in Sustainable Development and Creativity.

Mr. Deepak Wadhawan, CEO (Institute of Internal Auditors India)

Hi Gautam - You have created something nice and it is all your effort. I think a few years ago we met a few times . Once you gave me two of your books. Ajay introduced us. At that stage you were planning to start a news letter. I always felt that you would create value. Glad to know you pulled it off.

Priyabrata Ghosh (AGS Consulting Solutions)

It is a privilege to get associated with the Creating Value Foundation as I feel it is the need of the hour for businesses and leaders to unlock value first than pursuing other goals to enable sustainability. I look forward to my association and to seek joing programs or workshops enriching the foundation and its motto.

Mr. JD Singh (Jaipuria Institute of Management)

Congratulations on your interesting article which sets the baseline for rightly understanding the meaning, scope and importance of customer value. Listing of select do's and don'ts ( to save from value destruction) make a tempting topping to think deeper besides providing greater ease in conceptualization. Re. organizing of International Conference, I am awaiting to hear from Windsor Univ., while it seems to be not working out with York University.

Mr. A. Shivakumar

Dear Gautam, Thanks for mailing your article on Customer value. An excellent article, short but precise with every sentence of it imparting fundamental knowledge of customer value creation. Looks like every word has been carefully selected to convey the correct interpretation of customer value. Something like our famous Tamil book of “Thirukural” written by famous poet Thiruvalluvar. I request you clarify one issue which I am not able to resolve. During my career in Murugappa Group when Parry Confectionery Ltd,(PCL) a member company presented a project proposal for expansion to Corporate Board, our then Chairman, Mr. M.V.Arunachalam raised a query. He asked what steps PCL was taking to create awareness of deteriorating dental health among consumers especially children on account of excessive consumption of candies and toffees. We had no immediate answer as we were then thinking about mainly improving the taste to get more customer satisfaction, leading to higher sales and bigger profit. The need for concern for health is much more in industry manufacturing cigarettes and alcoholic drinks. If they look only at customer satisfaction, it will result in more consumption. In that case, will it not conflict with customer health? May be, because of it, Murugappa Group, limited their sugar factories and distilleries to make sugar and industrial alcohol only and did not enter the business of manufacturing alcoholic drinks. With Best Wishes for Happy and Prosperous New Year,

Gulab Ghule (Solcon Engineers Pvt. Ltd.)

Dear Gautam , Greetings of the Season !! Yes I appreciate your views about Customers and We have been following for last 35 years . and over the years it has been created and we appreciate that Customers are considering us with preference but? These days may be last couple of years it has become trend to invite quotes with all valuation about quality , technical ability and financial worthy ness and what not but the preference is given only to pricing and whoever is lowest let it be a beginner without much worthiness . Most of the project suppliers have closed their shops due to their greed and taking orders at any value offered by customers . In turn Customer also suffer . This keeps happening . Earlier the trend was to consider 3 parties and give best offer to Quality supplier and complete the project on time. Today the trend is give the order and chase initially for project completion by giving commitments to accept the supplies . Once the inspection mail is sent, delaying tactics starts by ask us to hold as their site is not ready . And even after supplies commence , payments are delayed even beyond their credit limits . And with this Surely project completion date get delayed and coolly their accounts cut the penalty . How ever well records are maintained about delayed conditions on their part , nothing happens . As the Customer keep saying that can be settled after the project is complete . But nothing happens . Sorry for lengthy mail but tell me how long we can serve The customer by treating him God ?

Sarma Kota

Thanks Gautamji fir sharing very informative and useful article.

Chebiyyam Murthy (TECSAS Innvoations Pvt. Ltd.)

Dear Prof. Very interesting thoughts on management by creating value.

Navin Rao (IKEA)

Dear Gautam, Thank you for sharing the article below, it is insightful and has helped me to understand more clearly about the concept of value creation.

Rajesh Malhotra (Greenwood Developers)

Makes one think, analyse oneself and team members, with an enlightened eye, and get all their contributions added to your own, moving quickly forward!

Rajendra.Deshpande (Business Value Development Consultant-USA)

Beautiful !!

Romi Khosla

Dear Gautam, Many thanks for your expression of value creation. I must at the outset seek your forgiveness for not agreeing to a word about your concepts about value. The reason is that I unfortunately belong to the old pre- classical school of thought that divides value into two potential parts. Value is either extracted or created. In this old world of mine which is clearly out of date, there are people who extract value and those who create value. Ofcourse this pre- classical notion has its antecedents and really comes originally from the French Physiocrats who, during those agrarian times, believed that farmers were the productive people creating value and traders were just part of a chain of extractive value takers but were better than landlords who were pure value extractors. And ofcourse then comes along Adam Smith, Marx , Ricardo and all those classical Enlightenment philosophers who sat in libraries and reinvented the world as it should have been. They expanded on all the pre-classical stuff and divided their world into the productive and unproductive people. In that universe, I became, like doctors and musicians and museum keepers - an unproductive member of society having to live on someone who could pass the extracted crumbs of value to me. It was the workers who created value and the corporations who extracted value!!! Revolution was the answer!!! or the hidden hand. Never heard such bunkum in my life!!! And then came along the neo-clasicists who had to re-jig the universe once more because by then there were so many workers labelled unproductive that they had to change, once more, the theory of value. Conveniently they equated value and price and charmed everybody by convincing them that if they became happy doing something they were creating value. Your definitions of value have ofcourse gone beyond the neo- classical concepts into another realm that has become internalised in such a way that the corporation is no longer concerned about its social context and considers value to be a very flexible concept. Well we have seen the results of this approach in the present melt down. At the heart of the cause of this economic melt down lies, I believe the mistaken notions of Value creation that etractive producers have got hold because they are unable to distinguish, in their accumulative actions and strategies, whether they are extracting value or creating it. I hope that you can understand my position on Value now. I am a pre-classicist and regard all new threories of value as sheer bunkum. You know when value is produced, the world does well people do well and you know when value is extracted - you get banks being bailed out!!!

Singh JD (Jaipuria Institute of Management)

Highly purposive development! Will accelerate the pace of value orientation and pursuit. Great!

Sunil Mahajan

Dear Sir, The shared mail has good information about company's duties to all shareholders and stakeholders( Customer,Supplier, employees, society at large) This should be in real time practise by companies so all sections of society should be benefited. World economic forum has really set good guidelines and change company perspective only to limited people(shareholders) Thanks for sharing.

Dore Adrian (Growing Value)

Gautam, What can one say when reading your article on the purpose of business, by the World Economic Forum? Just that has taken over three decades for common-sense to prevail. However, more importantly, to realise that this is nothing more than a few cheap words - lip service to a worthy cause. It’s not what we say that’s important, but what we do. Therefore, most notably absent from their commitments is the need to invest heavily in a new universally applicable measurement standard based on the value creation causal model. This is central to the implementation of their “new vision.” Why then is it absent? Why are deaf ears turned to this call - because they don’t want real change. They talk about change because then people believe that’s what they want. The reality is something entirely different. They will try and milk the system for as long as they possibly can (delaying change,) while professing to support change.

Mr. V. Srinivasan

Good article. thanks for sharing. I am reminded of some of the pre-arranged standard meetings in corporation that are like watering the wet plants!

Mr. Gopal Gureja

Thanks for forwarding Cyrus Bagwadia’s interesting article Watering Wet Plants triggered by a striking example of people going through the motions rather than looking at the value a given action adds to the ‘customer’. The article builds on the example to convey very meaningful lessons.

Rajesh Malhotra (GreenWood Developers)

Very neatly put, a swift subtle kick in the pants of managers with stagnant thinking!

Ajay Singh (Management Consultant)

This is wonderful article. Thanks for sharing with me.

Vandana Kaku (Jaipur Rugs)

Hi Gautam, Thank you for sharing the article- its an interesting read! I'm curious to know what your friend Cyrus, found out the motivation behind gardner watering wet plants.

Venki Mahadevan (Motorola Inc.)


Charles Pearlman (Bank of America)

Thanks. I enjoyed the message Some nice points here that we often forget

Satish Kalra (The Smile Train)

Thanks for sharing the excellent article by Cyrus Bagwadia. Highly perceptive; hits all the right notes, but based on my experience, missed one: Respect. Employees treated with genuine respect - in all its forms - in turn treat Customers with respect, that forms the cornerstone of Creating Value.

Suresh Rajpal

Super Gautam. Right on ! Totally in sync with what this guy has written and to a large extent, practised the same. This and processes behind it , was one of the key reasons HP India won the CII Exim Business Excellence award. Warm regards

Sadashiv Pandit (Sadashiv Pandit, Fleetguard )

Looks to be a great doc. I will go thru in detail and then revert.

Mr. George Vergese (Owner (Abacus Software))

Highly appreciate the well focused write-up. Thank you for your email Gautam. Keep up the good work that you have been doing

Rajesh Malhotra


Deepa and Rajesh Malhotra

Sustainability happens when you’re customer centric! Glad you’ve argued with intelligence and step by step sense to make Eddie and the world understand!

D P De (former Advisor, DoT and TDSAT former Sr. DDG, TEC )

Dear Mr. Mahajan The mail was an eye opener regarding various types of people who can be graded as per the value they are creating/ sharing in society. Also kindly accept my heartiest congratulations for the eminent position on the Board of Aalborg University, Denmark. Truly, hats off to you.

Ms. Labrum,Jenni (Gartner)

Thanks for sharing this news, Gautam. It sounds like a wonderful initiative and I wish you all the best in this endeavour.

Mr Mohit Goyal

You write very well! You should do an article linking Value Creation with Entropy (remember your Thermo! ?). With time, Entropy (state of disorder) will increase. That’s a natural process that is inevitable for each & everything; even corporations, no matter what they do. However, it can be delayed/ stalled through companies’ initiatives in Value Creation, IP creation, skills enhancement (even VC capital, I believe!) etc. That’s the Thermo angle to the subject. Cheers!

Cmde. Naresh Kumar (Indian Institute of Technology Jammu)

Thank u Sir . Nice to follow ur work .

Mr. Arvind Pande (Ex Chairman SAIL)

Congratulations. This is excellent

Bill Fotsch (Open-Book Coaching)

Thank you for your message. I agree with much of what you say. But as it relates to companies, I have found that the managerial systems can have a large impact of how people behave, and consequently which of the four categories they fall into. The attached Harvard Business Review article provides some background. Let me know if you would like to discuss with a kindred spirit.

Mr. George Vergese (Abacus Software)

What a concept, what an approach! I am sure in today's world, what you have got together is the need of the hour. Hearty congratulations. Best Wishes for the launch in August.

Maj Gen. Nilendra Kumar (Amity Law School)

Dear Mr Mahajan Thanks for your mail. A very good initiative. One that is the need of the hour. Best wishes

Shep Hyken (Shepard Presentations, LLC)

Hi Gautam – First thanks for including my cartoon in your article. Honored! Really enjoyed the article. Some deep thinking on this topic. I can tell you’ve done a lot of research and work in this area. And, good examples. It always helps to get examples or stories the readers can relate to. Thank you, again! Always be amazing!

Jagdish Sheth

Happy birthday to a good friend.

Michael Corcoran Partner (GVP Partners)

Flying phones, now that is value creating!

Panicker Ravi Head Human Resource (Waters (India) Pvt. Ltd.)

Very insightful. Thanks for sharing

Narpat Singh Director-HR (BML Munjal University)

Thank you for sharing this Prof Gautam Mahajan. It is indeed a different approach.

Rajesh Malhotra Advisor (Greenwood Developers)

Neatly put and effective, deserving of greater acceptance and implementation!

Hargovind Kakkar Asst. Professor and Program Coordinator (Amity University)

Thanks for the email. Appreciate the writing and the examples. Wonderful read. Grateful. Keep sharing your writings.

Cmde Naresh Kumar OSD (Indian Institute of Technology Jammu)

Very Interesting Read. Thanks Sir

George Vergese Owner (Abacus Software)

You've got a Classic here. Hearty congratulations, Gautam

Dr. Joshi Sachichdanand Member Secretary (Indira Gandhi National Center for Arts)

Marvellously presented; so a big clap for you.

K. A. Narayan President – HR (Raymonds)

Hi Gautam Interesting article !! Do you have someone who can present this thought to the senior leadership team?

Ramesh Sangare President & CEO (HRD Corp & HRDC Global Placements)

Dear Gautam, Your article is an eyeopener. This has happening around us for quite sometime, without realizing the dynamics between natural human needs, an onslaught of automation and AI, the love-hate relationships between man and machines for ages, the crass negligence or avoidance of strategic visions to be developed around the tangible and intangible problems and the scope for innovation etc. Human desire to search for newer horizons and conquer new frontiers would never end and should never end! Thanks for sharing the thoughts and ideas on the Value-destruction for Value creation.

Debi Prasad De Former Advisor (DoT)

Sir I am still studying the mail and trying to understand the full impact. Prima facia it is a great and novel way of looking at all issues in life too. Thanks for sharing.

Sharat Anand (Parijat Industries (I) Pvt. Ltd.)

Thanx Gautam. This is excellent!

Deepak Wadhawan Development Consultant (Deepak Wadhawan & Co)

Very interesting thought

D.P. De

Sir Sir, I am indeed grateful that you have placed me in your mail list and further obliged in reading this second article. I would request you to kindly consider sending your worthy articles from your email id as otherwise the mails are likely to go in some other folder other than the inbox folder. In the case of this article, while I agree that value was lost during 2008 financial debacle by way of lost jobs and inability to pay back loans taken, but I believe that when the loans were disbursed, those who availed the loans had credible jobs. It is in the inherent nature of markets worldwide, that a slump in one part of the world effects most of the other countries, including India. So, it may not be appropriate to entirely blame the financial guys. I agree with you that many of those who have jobs in the unorganized private sector are not being paid properly, may not be on pay rolls and may have to work long hours with practically no job security. Great article. Thanks again.

Maalvika Pathania

Very nicely written.

Néstor Farías Bouvier President (Sapin S.A. - Business Consultants – M&A)

Interesting, poor people sometimes buy things, you never spend on it, because they are deprived of any other alternative because of their small pocket

Mukund Bapat Director - Power Solutions - MEA Digital Power Energy Management Division(Schneider Electric)

Heavy stuff.. to be sent to Modis and Rahuls…to include in their manifesto…

Rajesh Malhotra Advisor (Greenwood Developers)

A subtle reminder of facts that companies ignore!

Promod Chawla Founder (CRI)

GM, GenNext, far too many of our grown up Adult children + our own Grand children – are value starved. Moral values, ethics, civic discipline, is part & parcel of good education in schools, more so in Boarding institutions. Parents who think & act are many but scattered – as our Task is allied but complimentary; like going thru articles & convey greetings & the best.

Ramesh Sangare President & CEO (HRDC GROUP)

Dear Gautam, Most of companies are already doing what you have suggested, i.e. bringing affordability by altering packaging, changing some features, pertaining to market segmentation. Real problem is in social and educational domain where in there is complete loss of value due to loss of consciousness, especially among the Haves. Nice write up by you. Please keep it up

Mr. Len Jaeger Principal (CenterPoint Partners, LLC)

Congrats on your work anniversary Gautam! Your articles on Value Creation are accurate and to the point.

Mr. Ashish Wadhawan

Great insight and advice Gautam ji

Ashok Khanna Vice Chairman( CS Electric)

Congratulations Gautam - good to see you amongst the top guns of Marketing people in the world ! Well the place you ought to be in or shall I say - have been always, but it is good to be recognised. We are proud of you indeed !! Keep it up.

Vivek Gupta Director Sales and Marketing( Aeroto Boldrocchi India Private Limited)

Very articulate Gautam.Despite the inherent complexity of the agenda in not being visibly tangible and objective , the analysis presented by you is quite simple , brief and yet complete.Thanks for sharing.

Varuna Mahajan

Very interesting article. Agree with it totally.

Eddie Pinto Managing Director( Advanced Cardiovascular Consultants)

Customer Value is generally Common Sense, which sadly is not common. I followed these principles in my practice and when I retired had one of the largest practices in Connecticut and had nearly 200 people on the wait list to be added on if there was a vacancy!

Ravi Bhoothalingam Independent Director( Sona Group)

Excellent article. I agree fully. One comment. It DOES cost more to provide the type of service you describe—for two reasons. 1. More targeted recruitment to employ people with the appropriate service attitudes and behavioral traits. 2. Training (not craft/skill but behavioural) in courtesy, anticipation, customer focus, conflict management etc. These costs are not easy to measure but would probably reflect in incremental HR department costs. Still, even with higher costs, your basic point is right—the value addition is more than worthwhile, and results in customer delight and retention, creating new customers, higher reputation and enhanced future revenues.

Raman Chawla Festival Consultant( Elgouna Film Festival)

Thats was an excellent read. Thanks for sharing Gautam ji !

Harmann Simon Chairman( Simon Kucher & Partners)

Congratulations on getting Phil Kotler for this event. He was in Europe last week. At his age of 87 he is extremely fit. Though he told me recently that his wife would only allow trips to Europe. Anyway, India is close to Europe. Last Friday I gave for the first time a speech on “The philosophy of price” – at the Amsterdam conference of the Professional Pricing Society, where we met some years ago. The presentation was very well received. I am attaching the slide deck. As you see, it’s all about value.

Mr. Pradeep Malick Chairman( The Listening Post)

I am delighted to learn of this – and truly very proud of you. Really – really happy for you. I pray you keep spreading your goodness with your innate humility and touching the lives of the people you come across. I know you are making a difference – may you continue to do so and live life fully. King size! I like the passion you put into your work. I know you love what you are doing. For then, it is not a chore, but a joy. Thus, make time to enjoy every moment. And I offer my kudos to your family for their love, support and encouragement for you. They have cheered you along all these years. Well done my friend. May more laurels come your way, without your seeking them. Yours in admiration,

Ms. Teri Yanovitch Yanovitch & Associates

Congratulations on being the keynote speaker at the World Marketing Summit in December! I'd still love the chance to work in India again.

Vinay Kumar

Hearty congratulations - being Keynote speaker at the World Marketing Forum - a very prestigious event It is a matter of great pride for all of us. Wishing you great success,

Ojus Job

Congratulations and Best wishes on being the Keynote Speaker. Also compliments of the Season to you and the family.

Martin Pablo Leon ( Andes Trust)

Lovely, appreciated thoroughly ... we look forward for the best outcome for such a meeting, event & convention Innovative in Blockchain, Ethics & disruptive systems, wow amazing event !! Congratulations & please, let me share with our fine clients in India & worldwide we are working with into the space crypto currency & blockchain !

Ajit Chakravarti

Your key note address is very insightful. Thanks and Regards Ajit

Rajesh Malhotra Advisor( Greenwood Developers)

This is getting better and better! A point that companies in developed countries lack today, will be in greater trouble as their aging population falls short of caregivers. Something that we need to learn and act on today, to offer more value, and grab opportunities of tomorrow.

George Vergese Owner( Abacus Software)

Thanks a ton, Gautam, for a fantastic write-up. Wish you and family a Happy and Prosperous New Year

Shuddhaanandaa Brahmachari

A brilliant article indeed! Thank you so much Mahajanji

Mike Wittenstein International Conference Speaker and Business Consultant( Mike Wittenstein Speak)

For me, this is one of your best (and to me most meaningful) articles yet. Congrats on this direction and best wishes for 2019!

Subir Patra Black Belt( GE)

I agree with you on some points. Chatbots are the most useless thing I have ever seen. In the name of AI all third class things being marketed. Just fancy name and nothing inside! No ROI at all. Human beings will rule the world even after several thousand of years. These fancy names are nothing but some cheating techniques to make immediate money in the short term. Human touch will remain on top of the world!

Avikshit Saras Chief Operating Officer( Print My Things – 3D Prototyping)

Many thanks for your mail. I read your speech, it was really interesting and logical. I wish you more success & accolades for the years ahead. Wish you a very happy new year 2019.

Krishen Seth Chairman( Pearl Group of Companies)

Heartily reciprocate your greetings for the new year Your article very insipirational

Mansoor Ahmed Senior Vice President( Volvo Group Trucks Asia & JVs)

Wish you and your loved ones a very happy new year too! It was such a pleasure and privilege to meet you. Have been following your sharp and crisp ‘pearls of wisdom’ for long. Thank you for the invitation for the Value creation summit. Possibly need to be in Sweden that time. My calendar is a nightmare! Will let you know Jan/Feb. Do let me know when you pass by Singapore.

Mr. Ajit Rao Executive Director( Nielson)

Hi Gautam, this was a revealing and excellent address

Geoff Gibas Managing Director ( Amber Management)

I greatly enjoyed reading your keynote address....excellent work!

Amartya Awasthi

Wonderful to learn you were the keynote speaker at the World Marketing Summit. I miseed your earlier mail, else would have definitely been there for the Summit. Your address highlighted pertinent points and they were definitely eye openers for me. Keen to meet you soon sometime to learn more about this as well as updates on other interesting ideas you were working on last time we spoke.

Michel Wedel Distinguished University Professor(University of Maryland)

Thanks for your wishes and the keynote. Very informative!

Ingo Hennecke Global Pricing Manager( Bayer AG)

Thank you Gautam for sharing your Keynote address. I found it very interesting and inspiring especially with the examples of the markets already have been changed and the outlook to the possible future.

Mr. A Shivakumar

Thanks for mailing your key note address delivered at the World Marketing Summit,2018. The speech is crisp, short and full of loaded points. Behind each point there is a big story. It will definitely provoke the interested audience into taking new initiatives.

Edyta Rudawska Marketing Department( University of Szczecin)

Thank you very much for your keynote address - sounds very interesting! Congratulations!

Dr. M B Athreya

Thanks very much for your New Year greetings --- Reciprocate, heartily --- Compliments on your Keynote at the WMS.

Bill Price Advisory Board Member( Soccer Without Borders)

Very good presentation and stories, Gautam. Maybe I can share mine too at your Conference in May?

Allen Pereira

Thank you for the New Year Greetings which I heartily reciprocate and wish you the very best of life in the Year to come. I read your Key Note and not being a Marketing person, it gave me a lucid view of the fundamentals of Marketing. Thank you once again

Bala Chakravarthy Author(IMD)

Many thanks for sharing your keynote. Impressive. Congratulations.

Ravishankar Natarajan Dy Mg Director( Bourse Africa)

Also, many thanks for sharing the keynote, it made interesting reading. In particular, I liked the list of the shortcomings of large operators that led to a new business opportunity for someone else. Also, thank you for inviting me to the event in May 2019. I will need to understand the forum and expectations a bit more to get a view on how useful I could be for the audience.

Ganapathy Cariapa

Thanks gautam , the concept of creating value --in my opinion --is perhaps the best concept I have come across in a long time --can I pass it down to a few friends

Ray Kordupleski Professor( University of Montana)

Read your paper. It is excellent. Really like the concept of value creating versus value extraction. You sure are keeping the value creation flame alive and growing. The conference is exciting. Maybe I can attend. Not sure yet.

Rajesh Malhotra Advisor( Greenwood Developers)

Damn fine articulation of home truths, and persuasion of making people do incisive creative thinking!

Seema Saini CEO( NL Dalmia Institute of Management Studies and Research)

Thank you so much for sharing with me your very insightful address. Appreciate your keen observations which are so correct! Generally for people these are visible only in hindsight. Your thoughts should be shared with the Mangement professionals in the making..with the Academia. It was indeed very fortunate that we could meet you. It will be our privilege to invite you to our campus for the annual marketing conclave that we host and for other prominent events we organise. It would be our pleasure to have you at our campus. Our Marketing HOD and our Dean will get in touch with you regarding the same. Thank you once again and looking forward to having you over at NL Dalmia Institute of Management Studies and Research.

Tarun Bansal CEO( Arya Niwas Hotels and Travel Services)

Thanks for sharing the article. It is very interesting and though provoking. All businesses need to think on how to adopt, adapt and improve in order to continue staying relevant leave aside flourish in an environment that is changing at great speed. I love the concept that all businesses can be disruptors, albeit ones that create and not destroy value. All too often disruptors go on to maximise returns once their idea gets popular. Traditional laws and safety nets for workers, guests and competitors are cast aside. Look at drivers working for Swiggy, Uber or Ola. Recently hoteliers working for Aggregators like OYO or online travel agencies like GO MMT are facing often unscrupulous trade practices and galloping commissions as the companies that have gone big try to squeeze maximum profits, sometimes at the cost of the very sustainability of the hotels that they try to earn out of. Smart thinking has to be coupled with ethics and a common legal framework as you point out. Unfortunately this is not the case with many who go n to a situation of dominance as a disruptor. I look forward to read more from you.

Dr Regina Frank Faculty of Business and Law( De Montfort University)

Thank you for your newsletter. I particularly loved the sentence “Convenience is in a sense, selfishness” . Though-provoking.

Sadashiv Pandit Executive Chairman ( Fleetguard Filters Pvt. Ltd.)

Gautam ji, Every company will try/should try to disrupt the market. Now when we disrupt the same, we create value for us n our customers…for sure. The way disruption process happens, the product or service migrates to 'solutions which are not economical today but can become so tomorrow' and that is naturally will be impacting the ecosystem in a different way.[from IC engines to batteries…less scrap of engine/emissions to new scrap of batteries/attack on rare metals] What I felt was…if today's solution which are going to become disruptions, those needs to be evolved to handle the ecosystem also. Generally what I have seen is…as the ecosystem standards becoming sensitive, lot of disruptions are happening in those areas. However, we have to keep law of karma in mind. Every karma has a good part and a bad part. Working on bad part is equally important. How are you? Next time when I will visit Delhi, will meet for 'chay pe charcha'.

Vinay Kumar

Your Article ""Value Takers : Value Makers" is excellently written and very though provoking. My hearty congratulations.

Saravjit Singh Freelancer Business Consultant( Lean Management and TQM)

Your views are very practical and necessary. Today customer is intelligent, well informed and very demanding. So He/she is more than a King. So let us take him/her along regards and best wishes

Prof. Dr. Dr. h.c. mult. Hermann Simon Founder & Honorary Chairman(Simon Kucher & Partners)

Dear Gautam, This is really interesting. I fully concur. The customer is totally neglected in digitalization.

T. R. Mohan

I am really impressed with the way you link customer-experience and satisfaction to value and make the whole process measurable and quantifiable. Keep up the great job you are doing. Cheers and take care.

Bill Fotsch Founder (Open-Book Coaching LLC)

I agree. Great employee and customer’s experience tied to value is powerful. But it may be even more effective if this is not an occasional project, but an ongoing managerial process. This is where making the economics of the business come alive comes in. The attached Forbes article and our 14 page e-book provides a bit more perspective. This Harvard Business Review article, More than a Paycheck, expands on this notion. Given that it seems we have a lot in common, I would be open to a conversation, to see if there was some way we could collaborate. If that is of interest, please let me know. Best wishes on your important work,

Sadashiv Pandit Executive Chairman (Fleetguard Filters Pvt. Ltd.)

In my professional career, I have often looked at customer experience with 'pinch of salt'. I never dare to ask a customer about experience unless I get a repeat order from that customer. My hypothesis is…a repeat customer is serious about sharing experience. I am also careful in asking 'product cost' feedbacks. My hypothesis is…a customer very ofter responds that costs are high if asked about the same. Better is to stick to asking about benefits perceived.

Vinay Kumar Guest Faculty (Indian Institutes of Technology)

Excellent analysis and very good examples. I fully agree with you. I, however do not know how McKinsey arrived at "Productivity declined 0.5% in the last 5 years globally till 2017 end, whereas it gained 2.5% in some previous decades." Because measuring Productivity is a difficult job and more over 'Productivity of What?'

Aspy Keki Mehta

Agree with you 100% Gautam. Went through this when attempting to communicate re: flood-related issues with different organizations.

Praveen Roy

Excellent point... It’s frustrating to not been able to get in touch with customer service agents in many cases. We talked about Empowerment in 90's and then Service gap analysis by Zeithmal, Berry and Parsuram which laid the foundation of service delivery and its five principles and the technology was suppose to bring ease to the debate of standardization Vs customization....is that all becoming a lost fad.... I think we have not been able to use the technology to achieve the right pace of establishing successful service delivery systems.Are we confused or are we growing in technology improvement at such a pace that we have forgotten what was the reason that we needed technology....surely it was to improve the value proposition...but did it achieve that ...a big question..

Sharad Chandra Sharma Process System Engineer(Mesh Process Simulation Pvt. Ltd.)

I completely agree with what you have written below about companies. Not thinking about the productivity and convenience of the customer as they go more and more digital in trying to improve their own productivity, and how this neglect will ultimately affect their own revenues and profitability.

Sadashiv Pandit Executive Chairman (Fleetguard Filters Pvt. Ltd.)

Unless we have a 'systemic view', our actions really do not yield results. Systemic view means…win for us and win customers. We as a company do not want to take any action which does not have win-win for customer supplier. [it could be internal customer also] Systemic view yields results to the bottom line n grow the business also

Vinod Jhunjhunwala EKal Vidyalya

I subscribe to Gautam's newsletter and it has wonderful analysis and action provoking ideas! Gautam: Congratulation on your new book.

Ramachandra Murthy P. Founder & CEO (Interface Agricultural Technologies Pvt. Ltd.)

Thanks Gautam! Appreciate your sharing!! Joyously reciprocate!! Yeah, you are enlightening as well empowering us with your writings. Sure, there is always joy in sharing and connecting. Like your sentence ...trying to create entrepreneurs at the Bottom of the Pyramid. Happy to see we are aligned in small way ... as well family composition and location, functioning!

Nik Rokop Coleman Foundation Clinical Associate Professor of Entrepreneurship (Stuart School of Business Illinois Institute of Technology )

Thanks Gautam! I continue to find your articles helpful, thank you for writing and sharing them. Have a safe and wonderful New Year!

Jim Carras Chairman Board of Directors(Customer Value Creation International (CVCI))

Gautam, you are truly the worlds best promoter of Customer Value. You have done so much and also supported others so much. I have added your Customer Value Conference on our new CVCI website home page. https://www.customervaluecreation.org/page-18228

Satish Jamdar Managing Director (Blue Star Ltd.)

Thank you my friend, and best wishes for 2018 to you and family, and your work that is so good

Sumit Chaudhuri Chairperson and Managing Director (Third Millennium Business Resource Associate Private)

Excellent piece, Gautam.. Appreciate your sending it to us..

Jayaram India Correspondent (The Straits Times)

Excellent piece, Gautam. Enjoyed reading it. Hope all the CEOs read this, too.

Kapil Mehan Managing Director (Zuari Agro Chemicals Ltd.)

Heartiest Congratulations my friend on this well deserved recognition.

Jagrithi Vemulkar Principal (Christel House International- Bangalore)

Thank you Gautam. Interesting and true!

Rajbir Singh Head - Customer Centric Solutions Group (HCL Technologies

Interesting Read Look forward to catching up with you if you're in Delhi.

Kingsuk Sikdar Principal Consultant

This is after my heart, helping entrepreneurs test out their ideas and minimise risks as they set-up/ invest. My idea is to train entrepreneurs on research techniques relevant to small biz start-ups, develop a toolkit for them to test ideas and then monitor their respective ventures, thus make a measurable difference to the current success rate of entrepreneurial ventures. Look forward to catching up with you if you're in Delhi.

Ravi Vora (Transventure Energy LLC)

Again a long time has lapsed since we have talked or in touch. I would like to learn about entrepreneurship at the bottom of pyramid as I am currently involved in promoting a venture to create community based cooperatives to serve community needs for electricity,energy, clean water, sanitation etc on economically sustainable basis....both in India and South Africa. I am based in Denver Colorado area. Please let me know when would be a good time to chat!

Sandesh Jain Vice President(Sun Capital Advisory Services (P) Ltd)

I really appreciate your efforts and keen to associate in your noble cause... Please suggest what can I do in Mumbai. I have lots of unique ideas and I fascinated to change all unorganised hawkers and roadside seller in proper organised market and create respectable position of them in society and involvement and direct participation in economic growth of our country.

Sudhir Bijanki Principal Engineer(Advanced Technology Consulting Services)

Dear Gautam: Thanks for sending this along. I feel the same way, that the BOP folks likely don't have the entrepreneurship training. I don't have any data, though I imagine that to be the case. This new "ecosystem" is highly touted in the Chicago area, https://1871.com/ . There is a similar attempt in Lisbon, Portugal called Web Summit that is attempting to pull in EU startups.(I spent a month in Lisbon this spring )

Sandra Anderson Principal Owner(Illuminate Sales)

I really liked your Value Co-Creation Model shown below! Well done.

David Pinder Managing Director (Value Genie)

Hi Gautam, Comparing and contrasting TQM and CVM is fascinating and I couldn’t resist jotting down some thoughts. I don’t know whether they add to the debate, but they may prompt some discussion … TQM and CVM relate to customer outcomes from completely opposite directions – like looking down opposite ends of a telescope. TQM is about intrinsic value in a product dominant logic. CVM is about extrinsic value in a service dominant logic. You state that, “The Quality Revolution was meant to be customer focused, instead became process centric and one of record keeping.” But, as I see it, TQM always was an internally focused, process-based initiative. It had to be. The Quality movement was very much a part of the Product Era dominated by the value in exchange model. In that context, it made absolute sense that, if you improved the quality/reliability of manufactured goods, the customer would benefit. However, the primary driver was competitive productivity. This is borne out by the example of Japan. At the end of the Second World War, America’s productivity was 9 or 10 times greater than that of Japan. This prompted Toyoda Kuchiro, president of Toyota Motor Company, to say in 1945 that they must “Catch up with America in three years. Otherwise the automobile industry of Japan will not survive.” This kick-started Taiichi Ohno on development of the Toyota Production System, and gave rise to his famous statement: ““All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.” (Toyota Production System: beyond large-scale production, Taiichi Ohno, 1978) This was classic Product Era value creation, and something that generations of employees have worked very hard and ‘gone beyond’ to deliver. (So it’s not a matter of employees ‘going beyond’ – a lot of them have always done that. The important bit is where and how they focus their energy.) The Quality Movement operated on the assumption that internally driven manufacturing process improvements would ultimately benefit Customers by improving competitiveness, but was driven by an internal focus on competitive advantage. That’s obviously not the same as being Customer-focused or pursuing Customer Value. And it was always, axiomatically, a process-centric activity. I think the Quality Movement was a great success of the second half of the 20th century. (And it carries on via Agile methods etc. etc.) In fact, thanks also to huge help from computing technology, a lot of the quality issues in manufacturing have now been solved. (Old joke: “How many people does it take to operate an automobile factory?” “One man and a fierce dog.” “What’s the fierce dog for?” “To stop the man touching anything.”) Back in the 20th century you had to choose between quantity or quality. You could have one but not both. Now you must have both. So the two functions differ as follows: • Quality Management is about the intrinsic value in a product or service. • Customer Value Management is about the extrinsic value in a Customer outcome.** ** A Customer outcome is NOT “About ‘us’. I.e. NOT products/services or their attributes, features, advantages, differentiators; not our plans, resources, assets, capabilities, processes, functions, reputation or descriptions of excellence.” (Michael J. Lanning, Delivering Profitable Value (1998)) The more than $64,000 Question is, how can we assure an understanding of the outcomes required by Customers and Prospects, and then deliver those outcomes?

Saravjit Professor (Gyan Jyoti School of TQM and Entrepreneurship)

Dear Mahajan Ji, I have encountered many post purchase negative experiences. Most relate to unfair 'supplier convenience' policies and practices. The worst one is the need to retain an invoice throughout the warranty period and produce it when something goes wrong. In this day and age, product serial number should be sufficient and the manufacturer should retain date of sale information. Many companies are bringing to do so - thankfully. Companies are looking at single transaction profit when creating their post purchase customer handling policies. They need to look at the life time value of customers. When they do so they will treat customers better and deal with failures with alacrity.

Amit Chakrapani Managing Director (CRM ACADEMY OF ASIA)

Great Article.

Nitika Sharma Research Scholar,Department of Commerce(University of Delhi)

Dear Mr. Mahajan, It’s been a pleasure meeting you speak at IIM Lucknow (Noida Campus). I would like to share that I enjoyed our academic interaction and sincerely hope that we can get together again in the near future.

Martin Keyser Stanton, CA

This is such a large topic that it could fill a book, not just an email. For starters, zero defects always meant making a product that wouldn't fail. Nobody ever asked, "at what price?". And, would a customer buy a product that would last longer than he would?? ? It is also said that quality products come from quality parts. Although I agree with this, again, at what price? The solution is to focus on the customer. 1) Listen to what he wants, 2) give it to him. It's that simple.? I believe "Customer is What the Customer Says It Is". In some cases, this means if he needs a product to last just one time, you sell him a product that lasts just one time. The product may have little quality but it does the job which is what the customer wants.? The other side of this coin is "the customer is not always right". Sometimes he wants to buy something but you know it will either not do the job or is more than he needs to do the job. Do not sell something that will not do the job. I can give you examples of all the above but I'm trying to keep this short.

Pradip V. Mehta Fellow, American Society for Quality Fellow, Textile Institute, UK

Excellent idea, Gautam! The first thing to do, as we do in quality management, is to define "customer value." Perhaps, you have a definition and I am not aware. Having lived and travelled in several countries, I find it interesting that western societies (Europe and North America) are more customer focused than eastern societies (Asis-Pacific, except Japan and South Korea). Also, I find that western countries/culture is more trusting of people in general, while Indian culture is the least trusting of people. I find that in India most businesses are transaction oriented, not focused on customers or long term prospects but on a quick buck! Most businesses are customer focused in the U.S. Therefore, I think the definition of "customer value" will be influenced/colored by the culture. This is not meant as criticism but meant as simply observation. While the quality can be defined in quantitative terms, customer value is more qualitative. Also, as the grade of quality varies, i.e. Hyundai cars vs Mercedes cars, or Holiday Inn vs Sheraton or Hilton, customer value may also vary. Well, that's all for now.

Bill Van Eron CMO- Market & Internal Value Creation Architect (Headwaters Marketing & Innovation for the value economy)

The more I read my new partner in progress’ book on Value Creation and realize how this simple, yet powerful concept is overlooked by a majority, yet how it delivers the ultimate value including revenue growth – something eluding most, I am excited to combine my high impact experience with this with the world’s leading author on the topic Gautam Mahajan.

Saravjit Singh Professor (Gyan Jyoti School of TQM and Entrepreneurship)

I admire what you are doing for Customer Value Creation. All human endeavor, to be successful, should be based on this one agenda. Thanks for the article by Prof. Kumar and Prof. Reinartz. Its superb!

Martin Keyser

For every item one buys, there is a range of prices, below which, you get nothing worth having and, above which, you get no more than what you would have received at the lower price. One example is single edge razor blades with no cutting edge for $.02 ea or masking tape for $.10 ea with no adhesive. I have bought both for customers who insisted I they would pay no more. Of course, they were rejected and I had the problem of making my suppliers accept the return. It would have been better to tell my customer I couldn't match the price. Another "problem" occurs when you put a vendor out of business when he sells you a product too cheap to stay in business. Try making your manager understand you can't find another vendor that stupid and now you have to buy from someone who charges more for that item. Lastly, I once had a printer tell me he didn't intend to make anything on my order, he just wanted to keep his people employed and his machines running. I told him, "I don't want to hear that. What are you going to do when you have a choice between running my order or running an order that you will make a profit?" By letting him make a profit, I got my stuff and on time. This was a financial company. Our "production" stopped if we ran out of printed forms and envelopes. There was a time when the top managers came from the Accounting Dept. Hopefully, those days are over.

Holly Jordan (HRJ Development)

I enjoyed this article and yes sales people should be part of the value chain but it takes courage sometimes. I posted it on LinkedIn and Twitter.

David James Hood Marketing Director (Aqua Energy Scotland Ltd)

Wow - great new word too Gautam - Customeric!

Jagdish Shivhare Assistant Professor (ITM University Gurgaon)

Thanks for highly useful information.

Raymond Kordupleski President (Customer Value Management)

This is excellent. Very well written, very true and important.

Jagdish Shivhare Astt Prof (Selection Grade) (ITM University Gurgaon)

Thanks for very useful information. Kindly, continue in future also.

Saravjit Singh Freelance Business Consultant and Implementor

Extremely well said, I agree. Thanks

Saravjit Singh Freelancer Business Consultant( Lean Management and TQM)

Dear Gautam Ji, I really enjoyed your article. So typical of what is happening around us. Slips show up all the time - and my experience with IDEA, Airtel and Honda Service are similar to yours. I firmly believe that the actions and behaviours of front-line sales and service staff are a product of the company's internalized core values and culture. Unless the organization develops the right values and culture statements and then the CEO leads in following these, and rewards those who follow the professed values and culture, no amount of training or other effort will help enough. SouthWest Airlines is a great example of how they spread their wonderful values and culture and grew+ exponentially as a result of the happy employees and happier customers. This is part of my Value Focused Organizational Excellence model. A few slides form my one day seminar for this are attached as five pdf frames. I request you to please have a look. Wishing you all the very best,

Rick Harris Founder ( Customer Faithful)

I'd like to add a counterpoint to some of your thoughts and those in the book. For me, companies like Apple are very easy to speak to - I simply click on a link on their webpage and they ask if I'd like an immediate ring back, or to book an appointment at a time that suits me. Perfect - I don't incur a call charge, but they contact me on any channel and/or time I prefer. What's not to like? I'm 50 years old - certainly not a Millennial! But I'm very familiar with the appalling customer service of telecom companies (whose business it is to connect people!) - endless on-holds, un-empowered webchat people who simply waste your time and theirs. How about banks, who try to smother you with code of conduct reasons for being so bland and risk-averse? Parcel deliveries? Here in the UK, we use DPD, who give you live tracking of where your parcel is on the van, to within 15 mins accuracy, as well as a 1 hour guarantee window. My takeout: there are companies out there who have been steadily pushing the boundaries on finding an efficient, semi-automated way of offering you a connection that works both for them and you the customer. The more that achieve this, the better.

Michael Lowenstein Advisor (CustomerThink)

Athletic shoe colors, this is a combination of subliminal influence by manufacturers (Nike neon yellow) and simply bowing to consumer trends for brighter hues, in part shaped by manufacturers' relationships with professional sports stars. Re. service components of value, such as delivery communication, some companies will "go the extra mile" and enable the customer to track package arrival down to the day and hour. Other companies don't realize that basic convenience elements of value have an emotional subtext, so they simply don't make much of an effort to be proactive.

David Newton-Dines Managing Director (Challenge Paradigms Ltd)

This is nothing more than economic manipulation; it has been going on since the industrial revolution albeit in a more subtle form. This change however demonstrates a fundamental shift in attitude towards customers. It is now naked contemptuousness. The subtexts of the actions from these companies are: - do as we say or buy elsewhere - we (the company entity) matter more than you (the punter) - we are so big, that what we do today everyone else does tomorrow. Get over it. - we matter more than the market as we make the market Why now? In my view because today’s generation have had their natural empathy suppressed so they feel no sense of outrage at such an attitude or approach. Us oldies have well developed empathy so feel compassion and injustice at the utter lack of consideration exhibited. We however, do not count… Get over it or buy elsewhere…

Neeraj Kapoor Chief Executive Officer (Grow Brands)

Awesome observations. I almost took things for granted till I read your mail. At GrowBrands Worldwide, we are busy building India's Largest Startup consulting and Incubation company. Over of our client is Govardhan Eco Village, Wellness Destination where a lot of world's best minds are coming to converge on various programs and courses on wellness for body, mind and soul. I wanna drive your attention to am opportunity that exists in this discs for your forthcoming programs and workshops in India. Would love to be of any service to you next. Let me know.

David Newton-Dines Director (TapMedic Limited)

An interesting question Gautam. My particular perspective is to explore not the high level reasons why but the genuine root causes. Everything stems from one or two root causes as in an inverted pyramid. Therefor it is my belief that we must look at the humanitarian reasons not simply the actions. ‘Actions’ are a manifestation of the initial emotional drivers; they are what we ‘think’ we need to ‘do’ to satisfy our emotional needs. Of course this is all subconscious. My experience is that, no matter the situation, when people have genuine choice, so easy to write but very complex to define, they act with empathy, integrity and compassion for their fellow man. Despite many tomes to the contrary man is not selfish. The simple fact of the matter is that he cannot be as to be an isolationist would not perpetuate the species. We are fundamentally tribal. We fundamentally rely upon our fellow man for our own survival because we all excel at different things. Tribalism is the ultimate 1+1=3 scenario. When you begin to examine the critical question Why? it turns out that even when you are a CEO of fortune 500 company, your day is still as full of trepidation as the lowest rank in your organisation. Just because you take home 100 times their pay, does not mean you escape one single jot of the same stress. As the lowest ranked person is frightened of what edict comes down from above, the CEO is petrified too of what comes down from the avaricious shareholders. However, the demands of shareholders are not hide bound by regulation and HR law; they simply hold out their buckets and demand they be filled to overflowing with cash – NOW! It is in light of this pressure that we see the behaviours described. It is purely and simply survival, purely and simply a need to keep a roof over one’s head that drives this. Take away those pressures and you take away the majority of the dishonesty and screw you attitude. I guess that means we are stuck with it until we can install a measure of success that is not directly related to financial performance – watch this space…

Mr. Steven Walden Director of Customer Experience (TeleTech Consulting)

Here are my views.... Satisfaction is the reason why people buy: Nope, CSAT like emotion is a prototypical word. People buy based on the value they seek. I concur. The only difference would be, 'satisfaction is a necessary condition'. I would add, the avoidance of dissatisfaction. But it still begs about what. I also don't think people evaluate after each purchase 'to what extent was I satisfied'. So I agree a necessary condition but not a consciously espoused one or one that has a linear relationship to value. High Value products have low satisfaction: I concur with you. Low Value products have high satisfaction: I concur with you. Although price is part of the value equation. Great value so highly priced, don't want it. Satisfaction measures Customer Value: I dont believe the top two boxes should be measured: data is curvilinear and an 8 out of data can be a good result. I also don't believe in transactional measures like this as they can be myopic i.e., the transaction may not be salient to the customer even though you forced an answer. What is salient may be not captured in a transactional survey but still be relevant in the decision moment i.e., other facts outside the immediate transaction such as Apple brand good. Which is why I prefer: capture 'customer story' obliquely about the experience of interest. Value means Benefits: I concur on benefits. Not sure I would compare to other competitive offers all the time. Customer Value is newer than Customer Experience: CX is from the 1990s with Pine and Gilmour. CX is the 'experience the customer has': what is an experience is what delivers utility to the customer. CX defines what is valuable. NPS is a great measure of what the Customer perceives: no it is no different from CSAT.Perception is a complex construct hence my preference from multi-methods that are less dependent on assuming we are evaluative cost -benefit calculators i.e., sensemaker, immersion. Why are these misconceptions propagated and misunderstood? My take is that most people tend to follow what they are told, rather than delving deeply into the actual meaning of, and truly understand how these concepts should be used. These concepts are used and understood loosely. People need to earn a living and there is some utility in everything. Its fine to say do CX or Customer Value but it has to be executed. One reason why companies and executives are not truly becoming Customer–centric is that such loosely used and understood terms confuse companies, and do not give the Customer true insight into what will really help. Thus just measuring NPS and stating that it tells the company what to do is misleading, and will prevent the Customer from truly improving. NPS gives false hope, it exaggerates minor changes and makes people feel they are being successful. Its a scam, in my humble opinion. But a useful one.

Narindra Bachlaus Chief Executive Officer (Exxon Mobil Chemical)

A nice CRISP summary

Vivek Jaiswal Director & Co-founder (Customer Guru)

Nice one, Gautam! Thanks for sharing.

Saurabh Priyadarshi Executive Director & Chief Geologist (GEOXPLORERS CONSULTING SERVICES(GCS))

I have been reading CVF articles on a range of relevant topics. Appreciate if you could educate me on how I can contribute to your objectives with mutual synergy.

S N Venkataraman Vice President-Marketing (ITC Limited)

Great post sir , clearing the popular misconceptions

Dr. Saeed SOLTANI Head of Marketing Affairs


Danny van Ardenne (inter-) national Account Manager(Heliview Professional Marketing Services, Challenge Tennis Academy )

Still the best way, and probably will always be the best way to have customers engage with customers and explain what they appreciate in their relationship with you. Too bad that this is mostly not enough to building your corporate with, therefore it is always wise to enable this through certain events/occasions where they can interact. I call that c2pc customer to potential customer.

Deepak Harlalka Sr Vice President & CFO(Raychem RPG Ltd)

Great Post!

SAURABH PURANIK (Certified CII SCM P) Deputy Manager Product Development & Supply Chain Management(LG India)

Great Post!

Venkatesh M V Manimoole Group Leader(Toyota Kirloskar Motor)

Great Post!

Gaurav Srinivas

Great Post!

Pankaj Kumar Shrivastava Process Improvmeent(1. Supply Leaders Academy)

Awesome post by our great global leader Most Respected Sir Gautam Mahajan. I am so hungry for next plate of your healthy food.

Suresh Patwardhan Management Consultant & Visiting Faculty

C@C is the only solution

Sridhar KOTA Connector | A-Team Builder | Entrepreneur | Mentor | Customer Mania

Hello Gautam, Greetings. Hope you're doing great.

Kumar Belani Consultant, Global Health Education, Research & Health Care Delivery

Great Post!

Aditi Nandan Co Founder (Artzindia.com)

Great Post!

Yamaguchi Tomohiro Head of Overseas Business (SBI Ventures Malaysia)

Means shared, Thank you.

Sundaram Ramaswamy Senior Consultant (Centre for Digital Financial Inclusion, CDFI)

Great post!

Dr.Sarvjit Dudeja Consultant & Advisor on S&T (Dr. Dudeja Consultancy)


Krishnan Karunganni S Director - Learning and Development (Cognizant Technology Solutions)

I found this concept interesting and a few thoughts and clarifications I had were 1) What is unique about C2C interaction through C2C portals as compared to channels available for sharing feedback with Product / service providers directly and through social channels available? In fact brands could be made or marred in social world 2) Should the employees have a say in the C2C portal. I believe yes. I believe customer centric culture and a consistency to walk the talk should be way of life from entry level person to CEO. I inherently believe there will be conflicts specifically when economic down turn happens and ability to deliver same value at a more optimal costs becomes important. 3) Since most of us play a dual role in life - as an employee delivering a service or product as well as a customer where roles are switched - should the C2C portal be able to track and report consistent behaviors when roles are switched. Individuals or workgroups deliver at the same intensity and value as they expect from their service providers. This becomes a true test and I believe even if do it right 9 times out of 10, we would be creating an excellent experience for the customer and build trust so that relationship matures.

Sam Klaidman Head of Strategic Partners (GSM) (Middlesex Consulting)

To me, loyalty is the propensity of a customer to continue to do business with a company. So, if I buy "Apple" I will continue to buy from Apple as long as I receive approximately the same or greater value than if I would buy from a competitor. If I am in the market for an electronic product and Apple offers "significantly" less value than Samsung then Samsung earns my money. However, Value is what is perceived by the buyer and I may feel that the Samsung phone is technically superior to Apple but its App Store has a much better selection, or I am a frequent FaceTime user then I buy Apple. If Value is measured relative to alternatives then Loyalty is a measure of the incremental value.

Andrew Rudin Managing Principal (Contrary Domino ®, Inc.)

Like other newly-popularized marketing words (e.g. love!), loyalty has suffered from overuse, and become trivialized. Rarely, if ever, have I observed unbreakable customer loyalty. Weird, because loyalty connotes unswerving commitment. But most marketers would agree that there are boundaries or limits to customer loyalty. So is loyalty the right word when describing customer relationship nirvana? I think it's the wrong word. But the one that I prefer, inelastic demand, doesn't fit cleanly either, and above all, it isn't catchy! (Who would be so idiotic to set up an inelastic demand program?) I don't know when loyalty became commonplace in customer relation dialogs, but I looked in my 100-year-old book, Salesmanship and Business Efficiency as I often do when I seek insight on how selling ideas have evolved. Interestingly, Loyalty appears in the index, and is mentioned on two pages (out of nearly 400). But the author, James Knox Polk, would probably be laughed out a training session today if he attempted to advance his definition. "Loyalty defined: Loyalty consists in giving faithful allegiance to your employer. It demands whole-hearted, untiring service to the concern that furnishes you with bread and butter. It involves doing everything within your power to evolve some new idea or improved method that will in some way advance the interests of your concern. Every wise manager is eager to obtain help of this kind. He is also on the alert to promote any employee who renders such service." After reading this, I also had to check whether passive-aggressive was mentioned anywhere in this book. It wasn't. And nowhere in this two-page mini-essay about loyalty is there a shred of similar bombast about customer loyalty. For me, a vendor-customer relationship that fully deserves the loyalty attribution is when mutual commitments remain stable even in situations when logic and good business sense dictate otherwise. This can and does occur. I've worked with many companies who tolerate mighty supplier deficiencies because of the vendor's rock-solid record on bailing them out of horrendous problems. But because loyalty has become so trivialized today, the issue I often see is that vendors aspire to having that coveted status, but they are too driven by "the numbers," they are motivated only by short-term profits, and they don't want to expend the effort.

Ian Golding Advisor and Featured Columnist (CustomerThink)

As others have described, an excellent article Gautam. I personally do not believe that loyalty is a myth in totality - it is often difficult to create the link between loyalty and commercial value though. My latest blog post is a good example of how brands create loyalty and how they completely lose it - you may be interested in having a read as essentially, I also believe that emotional engagement plays a huge part

Tanya Basu Vice President - Customer Value Management (Max Life Insurance Co. Ltd.)

This is a very insightful article. It is trying to address the fundamental question which a lot of companies are grappling with. Thank you.

Darrell Phun Senior Manager-APAC Strategic Pricing Lead (Zoetis Singapore Pte Ltd.)

ndeed, for B2B, loyalty exists less because what companies are really look for is value/differentiation provided by the other party. Sometimes, companies incorrectly believe there is loyalty from the customers but the situation could be because the companies are enjoying a situation of lack of or no alternatives/competitions. I would say for B2C, there is a lot of emotional attachment based on purchase/usage experience as you mentioned about familiarity which drives the sense of preference in consumers’ next purchase which typically is perceived as “loyalty”. In B2B, many big organization are structured in a way that the purchasing decision is performed by the people whom do not use the products or services directly but rely on feedback of users and hence less emotional attachment is involved. As pointed out by your article, it is important to focus on the “value” aspect that leads to “loyalty” or not focus on “loyalty” as a starting point (e.g. loyalty program).

Mukesh Gupta SAP India Private Limited

Great post and thought provoking too.

Porush Singh Sr. VP Products (MasterCard Worldwide)

Very True...

Krishan Kalra Secretary General (PHD Chamber)
Thanks for sending me your nice article.
Suresh Patwardhan Managing Consultant and Visiting Faculty
What you have expressed is very true. The companies, if are loyal to owners is no issue, if they are loyal to other stakeholders ALSO.. But the real problem is in many cases (barring few exceptions), they are LOYAL TO OWNERS ONLY and expect loyalty from all OTHER stakeholders. Customer Value creation is possible if companies care about customers and will offer best possible value proposition in terms of products or services, if they are loyal to their customers. This is definitely going for growth, profitability taking customers with you.
Krishnan Karunganni S. Director-Learning and Development(Cognizant Technology Solutions)

Thank you for a very interesting post and sharing your valuable perspectives on Company loyalty in relation to stakeholders. My thoughts are as follows.

1. Business entity exists with a primary objective of creating wealth for their investors. This is through a strategy that focuses on business growth as well as managing organization efficiently.

2. For achieving growth, customer focus would be centricity is the key. Customer value creation and customer satisfaction becomes the key. Here a question opens up as organizations scale - Should they have the same level of loyalty to their initial customers or their new customers. This question does not have a simple answer and it depends on which customers could provide impetus for future growth objectives.

A simple example here is concept of exclusive services in Banks for HNI.

3. Who is core stakeholder that would support the objectives of growth, margins and customer satisfaction? Employees. Employees first by Vineet Nayar brings in a set of perspectives. In my own organization, employees in customer facing roles are empowered to make decisions that are right for the customer. One way to look at the loyalty of the company to the employees is those who leverage the empowerment provided to create value for customer and help organization meet its objectives (mutual win-win) would see a higher loyalty.

4. Today a delivery of service or product involves a eco-system of suppliers who work with an organization to deliver value to the customer. This means supplier - organization has to create a working model that is beneficial to both. Loyalty both ways provides commitments are honored and trust in relationship exists.

5. The organization or business entity does not exist in Silos. They are part of society. The concept of loyalty in this context is complex. An example is pollution levels in some of largest cities in world. Should business entities in automobile, energy, and manufacturing adhere to a standard higher than the norms to reduce the pollution and when an inflection point is reached should these entities take a conscious decision to scale their growth in smaller cities that have necessary facilities and there by create inclusive growth.

It also throws up a question of what is the consumption limit that is an inflection point and that impacts human beings significantly in the future.

6. The concept of lock-in where switching providers is difficult and cost of switching is high could result in forced loyalty between customers and providers. As technology helps in disruption and brings down the cost of switching this could change.

7. Wearing a logical hat, can the loyalty to different stakeholders to the company be worked out as a mathematical model or frame work. My thought is no as loyalty is both a function of rational and emotional aspects. Loyalty could be contextual and time sensitive (Refer point 5) and regulation and external risks. In that context, it would be good for organizations to factor in loyalty aspects in their planning and periodically review and make course corrections that helps in building a sustainable business. This would be dependent on risks and benefits of level of loyalty to different stakeholders for a business entity.
Veerendra Jaitly Advisor(Indo America Today)
My comment about your article: According to me the company should be loyal to its customer. That is what I learnt from you.
Giorgos Piperpoulos Visiting Professor(Newcastle University Business School)

Useful subject for debate/discussion in a business school amphitheater! 

I am very pessimistic for the outcome when it comes to reality unless, of course, there is profit at the end of instituting loyalty (to any entity)

Prabal Roy

On question of company loyalty, below are my views.

Most large companies that have a good business model have to be loyal to all of their stake holders. The customer comes first, if customer is not happy, business will eventually fail, Next come employees, if employees are not happy, productive and innovative, product/service quality will suffer and drive customer to other pastures. Then come shareholders. If the previous 2 are taken care of, the business performance will be good, demand will be good, company reputation will be strong, and that will show up in company's economic performance and return on shareholders' investment. That will make the shareholders happy.

Really progressive companies also strive to create a good relationship with local national and international governments and communities where they are located. That creates a good will that will help in getting more customers and also help with recruitment of best talent.

Now if a company is struggling and has issues, then the investors / shareholders need extra attention to keep the company financially strong. This in turn will get the company to focus on customers and employees and get it on the right track towards progress.
Mohamed Latib Chief Executive Officer(CX University)
I enjoyed your article. There continues to be much interest in CXU, and I suspect that it will take us a few more weeks to create a flavor of "value", and a lifetime of commitment to our mission to create lifetime value. I hope our paths cross in ways that will advance our common agenda. Yes, we both want to create a movement around value creation; our journey may follow the systemic property of equifinality- getting to the same end using different paths.
Ajay Sachdeva Managing Director(Hallmark India Private Limited)

A very apt and relevant article. Thanks for sharing.

Gone are the days when customers were loyal to companies and brands (the likes of Colgate, Lifebuoy etc.)

In the new evolutionary curve fast developing, companies and brands will need to be loyal to customers not just for their survival but for them to realise sustainable growth.

Every touch point wherein the customer engages with the company/brand will need to not just meet but surpass customer value expectations.

Whilst technology is a great enabler for businesses, companies would need to revisit the technology dependent interface with customers via IVR'S, recordings etc. and assess whether lack of a human element in the interaction process can provide a "value" enhancing experience or will leave the customer feeling irritated and let down.

Raghu Kaimal Director Sales(STAT DECISION LABS)

I truly enjoyed your perspective about company being Loyal. 

As customer are spoiled with choices, and moving from a King to God, every company need to be customer centric to survive in this competitive world. Employees, Suppliers, Partners & stake holders should complement the company to deliver maximum value to the customer, those are the companies who wins in the current market.

Thanks a lot for sharing your views.
Rakesh Kumar Gupta GM-Marketing and Operations(LOGISTIC)
I feel this concept about companies loyalty will throw open a whole new debate
Subhashis Dasgupta Head-Corporate Business Development(Duncans Group)
Touching and well thought out article. Thank You Sir.
HS Bawa
Very interesting info on customer value creation
Doug Morse Founder / Chief Inspiration Officer(ServTrans)
Good article. My company has been helping to create those C-suite metrics for clients to translate CX into more conventional financial reporting that can be understood by investors and c-suite. One that we like is Customer Equity.
Dick Lee Author at Self-employed(Principal at High-Yield Methods LLC)
Now to the outstanding article by our colleague and outstanding contributor, Gautam Mahajan. Because it's his work published in his own journal, Gautam didn't post it to the group, but here's the link:https://customervaluefoundation.wordpress.com/2015/04/15/are-we-blowing-in-the-wind/. We all ask ourselves why CXOs so frequently fail to accept our arguments that customer-centricity is good for business. Well, Gautam exchanged his customer hat for a management cap and gives us the low-down. Illuminating thinking and very well written, too. Hats off to Gautam for some cutting edge work.
Sanjay Mehta Managing Director(Teleperformance India)
Hi Gautam,
Very thought provoking, may be if you have time open on Friday we could have a quick call and I could sure some thoughts on it which you may like to consider for your next article.
Tedd Aurelius svp, director of one-to-one engagement/account director(the martin agency)
Gautam -
I see that you've not only created your organization but you've also created a logo. You work quickly.
My comment on the article is that while it all makes perfect sense, it doesn't really tell me anything new or enlightening.
I think all marketers understand that not all of their customers are happy or have happy experiences 100% of the time. And most of them spend money on research and/or focus groups/surveys to determine what's the root of the unhappiness so that they can take steps in order to reverse it.
To me, what would be helpful is understanding what the Top 3 reasons for the unhappiness are and what might be some possible solutions. OR how can you spot and/or correct unhappiness in real time.
I'm assuming the Members of CVF are seasoned marketers who have joined your organization in the hope of gaining knowledge that will help them improve upon their customers' value. I'm also assuming that they've already identified the problems/issues and are looking for solutions.
I hope my comments are not too harsh but I'm trying to help provide you with some thoughts on how to bring your CVF Members as much value as possible.
chander sabharwal Senior Professor(ITS Institute of Science & Technology)
Hi Gautam - talking to anonymous is a great digital challenge! Will data govern interface ? Or will interface lead to face time, a meeting and a coffee opportunity? For Marketers the challenge is cut out. Get relevant data, measure it, connect and engage with anonymous groups, identify targets, and get them to participate and become visible.
Narender Kumar Business Process Coordinator(ETC Inc. Asia)
Dear Sir,
Thanks for writing this...I always get something new to learn from you in terms of "Customer Value Creation".
You raise some points that companies normally ignores and finally pay the price.
Sreenivasan Ravishankar Office General Manager(WorleyParsons)
Why indeed! You are entirely right about firms talking out of both sides of their collective mouths. Either that or they don't understand what empowerment means. Managers should understand that there are potential short term costs when you empower your employees to do the right thing. In your case it would have been an upgrade or putting you on another airline. What they don't appreciate or care about is the huge long term benefit of a loyal customer.
Sundar Swami Head-Foundry Furnace Division(Electrotherm (India) ltd.)
What if he was not empowered to do so. The company would have saved money that was the point of my note
Oscar DeMello Mentor and Advisor(On a Sabbatical)
Dear Gautam
Trust you are well.
I eagerly read everything you send out for the sheer relevance and value it brings to me. A big thanks for keeping me in your mailing list Awesome video - very well defined. Really loved the formula! Thanks very much for sharing. Unfortunately I am unable to access the article - it keeps giving a 'problem loading page' message
Sourav Sharma Business Manager(BConsultants)
Thanks for the email , very nice
Sundar Swami Head-Foundry Furnace Division(Electrotherm (India) ltd. )
Not use what ? Jet ?
Ok, How about your reaction if the flaw is resolved immd by the employee for your ease? I am just trying to say, for Sustainable Profitable Growth, empowering is a reasonably less risky than not empowering specially in service oriented businesses .Here is a classic example - The captain of a restaurant ( Not Manager ) Served ice cream free to a family birthday party where obviously children were more in numbers , on a mere complaint of one item served was not upto the expectation of the children. To me , he has earned one more chance and benefit of doubt from a dissatisfied guardian of those children.
Sundar Swami Head-Foundry Furnace Division(Electrotherm (India) ltd. )
How about your reaction if the flaw happens second and Third time again?
Sundar Swami Head-Foundry Furnace Division(Electrotherm (India) ltd. )
I am sure you will fly with Jet next time keeping this flaw in mind..with option of other cheaper on time flights !
Hence empower.
Babu Nair Publisher(Banking Frontiers)
Excellent piece Gautam.
Manoj, can we take it with some tweak?
abhinaba chakravarti (corporate trainer)
Gautam - Thank you. Appreciate support from a sensei on Value. I must read your book
Susan Au Allen USPAACC (US Pan Asian American Chamber of Commerce EF)
Gautam, this is a great article. What an interesting take on customer relations. I think we're all used to trying to get customers' attention we forget they might be overwhelmed with material.
Chitra Kanna Vice President (Shetron Limited)
Yes, this is interesting, but true. Although there are various means of feedback from customer, many times marketing tries to disguise it as a means for ISO/TPM requirement, rather than damn their KRA's...
We have a good system of customer feedback which has everything from technical, resonse/communication, packaging etc rated on scale from 0 to 100. But after that we do lag behind in benchmarking these for actions by concerned individuals and set targets for subsequent year...
Yes, but we are trying to overcome this...
Prerit Sood (Ecscorts limited)
Customer? V?alue?team for the newsletter !
Rich Hagle Editor/Publisher (International Journal of Integrated Marketing Communications)
Thank you for sendiiing me your article, which I read with great iinterest. if you are interested, I would very much ike to get an article absed on yuor discussion for the Internatonal Journal of Integrated Marketiing Communications (www.ijimc.com). I'm not asking for a reprint; rather an article discussing IMC in the context of your midel.An article of 4,000 to 10,000words would be ideal.
Thank you for your consideratioin.
Tushar Dutt
Very often 'good ' companies/staff react fast to a customer complaint nad quickfix' the problem.. the customer is delighted/satisfied.. whch packs up again later,,addiyionally these companies also go ahead and sell reduntant stuff to the customer, which sooner or later the customer finds out..nad it finally goes against the company. This needs to be curbed by the senior man?a?gement ..not just aim at bonuses, healthy balance sheets.
Olaf Hermans CEO (NHTV Breda Academy of Hotel & Facility Management (NL))
interestingly the "value destruction multiplier" you describe becomes a "value construction multiplier" in a relational context: customer with an established affinity to a brand or service organization oversee (forgive) negative incidents, attributing it to an external cause unrelated to the provider ('unlucky circumstances'), and attaching personal motivation and meaning to positively deviating service acts, amplifying their effects.
in conclusion: strong relationship processes directly create value by enhancing loyalty, but also moderate/strengthen the impact of relatively basic service acts

so excited to see the first edition of the Journal !!
Sandeep Gupta Healthcare Consultant (Self-Employed)
Great article, Mr.Mahajan. Thanks for sharing! Couldn't agree more with your key messages.
Two examples come to my mind:
1. About a year ago, I had subscribed to a stock advisory service by a reputed organisation. Two months before the expiry, I started receiving messages on why I should renew my subscription and that there were special offers that I could avail of. The frequency of messages increased with each passing day. Ironically, none of the messages were aimed at eliciting my feedback on their service and whether I was satisfied with the quality of information being provided ! Now I have reached a point where I immediately delete any message that I receive from that company. It is almost like a reflex action. Every message that I receive from them strengthens my conviction for not renewing their service. I am completely frustrated and annoyed with their approach.
Ironically,tover-agressivehe truth of the matter is that their service was of high quality and ordinarily I would have renewed my subscription for another year. What put me off completely was their aggressive approach and the fact that they were in my face everyday.

2. Almost 3 years ago, I bought a Samsonite suitcase 3 years ago with a 10 year warranty. Recently, I detected a big crack on the top-side of the suitcase. Even though the bag was covered under a warranty, I was not at all hopeful of getting a replacement. I also anticipated that the dealer will ask me a lot of questions/details before even considering my request for a replacement. Much to my surprise, the experience turned out to be very different. The dealer expressed his regret about the inconvenience caused to me and immediately made arrangements for a replacement of the product. Two days later, I was able to collect an absolutely new suitcase !
There was very little paperwork, no questions and minimum fuss! I have always liked Samsonite products but this experience has delighted me and turned me into one of their most loyal customers.
Indeed, less is more for a customer!
Ashok Kacker
Gautam great article I do not know much about Consumer marketing but n B 2B while it is true that user does not place the order he does influence the decision .Of course the extent of influence may vary from company to company
As a marketer of such goods I would advise my team to pitch benefits at the user and it pays
The key is getting mindset of marketing away from price to value. It is difficult because it is harder
Glen Westlake CEO (Kairos Analytics)
Would you mind if we reposted this on our blog www.kairos.co.uk?
Kairos is going down very well, we are getting our first customers up and running, validating our pre-built models for b2b and adding extra analytics functionality.
Matthew Gordon
By the way; Great overview.
Gautam you are perfectly imbedded and watching the customers subconscious mind stream.
Creating CV is an obvious set of values when you write customer reactions to stimulus.
Dr.R K Gupta Director (SCMS)
Mahajan sir there are volumes written in management. But basic thing I noticed majority of companies and executives are dishonest like out politicians .Always deny benefits and start with negative note on customer complaint. So all this literature is trash for them. You must have faced this as customer in various situations. Honesty of purpose and ethics in business are supreme factors of value creation.
We should do something to start a training program for CEOs and owners and research in this area.
Malena Farias Bouvier Director (Biblos)
Really good
Frank Flaga
It was good to hear from you and I enjoy your publications that I've read. I think you've got the right ideas regarding how to run companies. Best possible regards,
S V Ramarathnam
Your Creating Value articles have been stimulating and quite to the point. Glad to note it is getting good recognition. Unfortunately we are swaying away from this in this country which will have some long term impact.
Rajiv Sant Director-Business Development (AB-Inbevindia)
I have been following your posts very eagerly as not only they are valuable but also make me a proud old colleague as I recall that you also worked with the K K Birla Group aka Chambal when we were setting up Gautier. Keep up the great work! Happy to help with whatever you feel I can
Chand Das SBU CEO (ITC)
Meanwhile I enjoy reading your articles..... keep them coming & more power to your elbow
Alfred D'souza Adjunct Faculty (Eastern University - Campolo College of Graduate & Professional Studies)
I am glad your sons are doing well. I enjoy your articles, and am happy that you have created this great forum for business education.
Sonali Dutta Vice President (Bry-Air Asia Pvt. Ltd.)
I find the Journal very useful and you have all our support.
J S Gogia Vice President (CFCL)
At the outset , please accept my heartiest congratulation for your efforts, you put in " Customer value Foundation" It is well received by the Readers. Lot of material has been published, but prior to this nobody has made it ' Target Oriented efforts' for customer value management' In fact it is the base for any organization to succeed in the business'
Prem Sibbal Head -- Academics (Lal Bahadur Shastri Institute of Management)
It is a great feeling to go through your ? journal every time. It is my belief that it will go a long way in benefiting all the stakeholders. Thanks again,
Somesh Surana Deputy Chief Manager Marketing (L&T Insurance )
I surely get a lot of insights from your articles.
Michael Corcoran Process Improvement and Regulatory Challenges. Data Paradigm Changer (GVP Partners)
Gautam, Congratulations on your value management(creation and preservation) education successes.
Manoj Kabre Vice President -Marketing (Indo-US MIM Tec)
I have been recommending and referring your CVF concept to professionals within my network. I am sure they would contact you. Congratulations on the formal approval of 'Journal of Creating Value' - I am a staunch believer of this concept and philosophy.
Sudip Goel President & CEO (SKG Global)
Your articles are indeed informative and I always look forward to receive these. Frankly, I have been a beneficiary by your wisdom.
R Santhanaraj
Enjoyed reading your write ups and I have circulated a few to some of my Clients and friends.
Janusz Kamienski CEO (Executive-Conversation)
Great points in your article. I can't agree more!
Chander Sabarwal Senior Professor (ITS Institute of Science & Technology)
Like any initiative, training has to be top driven and monitored for results and up-gradation of skills and performance on a continual basis. Hiring high class trainers in 5 star hotels is only symbolic ; until the ground is linked to strategic objectives, competence & PMS.
R Srinivasan
Dear Gautam, Best regards and Best wishes to you & the family!
Nice one and well written! The customer-employee message is sound!
Companies send managers to Leadership Training Programmers' to assuage their own sense of guilt at not having alternatives to choose from. Trainers have got the motivations and uncertainties of bosses assessed well. Partly. such a Leadership Programme compensates for the lack of mentorship in top management who may be individually capable but do not necessarily want to create successor alternatives for fear of being marginalized by manipulative bosses seeking to create more 'obliged' networks. Leaders who rise to power and then consciously throttle down in order to coach others are a rarity--they need to have an extraordinary institutional purpose to go beyond themselves and pass on the baton in a timely manner. Unfortunately neither shareholder purpose nor customer purpose has managed to capture their imagination and raise it to a lofty goal. There are some instances of superordinate goals as during a freedom movement when people are able to rise beyond the ordinary(Gandhi, Nehru, Patel) or for a major human value like Abe Lincoln fighting for equality or Nelson Mandela pressing for peace and reconciliation rather than revenge after independence.
In more mundane matters such as the commercial world everybody appreciates the role of the customer but hesitates to accept their irrevocability as it means humble acceptance. Organisations tend to perpetuate the status quo that has brought them success so far rather than reinvent themselves in the face of changing realities/preferences--witness Clayton Christensen's research on The Innovator's Dilemma---whether excavators or microprocessors or copiers, Companies made similar errors! Even Henry Ford thought he could forever sell black cars of a standardized model! On a Corporate Governance note please notice that entire Boards of Directors who should know better seem stuck in the rut unable to point towards stagnant customer satisfaction or ineffective Leadership Development programmers' or to bring about checks & balances to save their Titanic organisations from hitting icebergs!
I am struggling to articulate what we all sense but still fall short of pinpointing---a road to change for Leadership--- including the debate of whether leaders are born(&self evolved)or made .After all circumstances pitch forked an Eisenhower(and not Marshall who was a first choice) to handle Monty, Patton, Bradley and others in risky situations where others felt they knew better and had more relevant experience and were often right--yet it required a rare temperament like Ike's to string them along together in a common purpose without ever sounding casual!
On a generic basis of what contributes towards people development, all of us would vouchsafe for good teachers who shaped us in our youth and made us think and act differently. The entire nation would rise if schooling were to improve and retention were to improve. And likewise with health & hygiene as Kerala has demonstrated on infant and maternal mortality parameters. There can be no doubts that all boats would rise if the swell of customer value were to lift them
Vijay S Karkare Managing Director (Cornerstone India Consulting Pvt. Ltd.)
Dear Gautam,
Lot of interest with our customers of late on Customer Value Creation and CRM. Look forward to meet when I am in Delhi next on Jan 20-22. Are you in town?
Just purchased following 3 books recommended by you on Amazon.
1) "Value Merchants", James C. Anderson, Nirmalya Kumar, James A. Narus, 2007 = really good on value metrication (it's something of a follow-up to a 1999 book by Anderson and Narus called "Business Market Management" which is also very good)
2) Then, of course, there is the must-read "Total Customer Value Management" by our very own Gautam Mahajan.
3) And, last but not least, please excuse the plug for "Creating And Delivering Your Value Proposition", 2009, by Cindy Barnes, Helen Blake and ... David Pinder '
P Jayaram
Dear Gautam, You have literally taken the words out of the mouths of countless hapless customers, who have to listen to endless recorded messages, hunt for phone number that no longer exist etc. before you give up in frustration. Hope the customer care executives read your excellent piece.
Anil Pillai Director (Terragni Consulting (P) Ltd)
Great read, Gautam.
Thank you!