Tagged: strategy competitive

Solution-dart Our last two posts, The Secret Life of Customer Advisory Boards, Part 1 and The Secret Life of Customer Advisory Boards, Part 2, showcased the definition and design of customer advisory boards. Let’s say you succeeded in these first two steps in your CAB strategy: Design and Recruitment. How can you keep the CAB vibrant for years to come?

In our previous post, we presented the common definition and traits of an effective CAB. If you have determined that a CAB is right for you, these nine strategies will help you design the right program for the right customers.

Focus group meetings and customer recognition events provide transitory business value. Today, transparency and deep dialog are the most effective path to customer retention and innovation. How can you create a cohesive customer community that has the potential to transform your organization? Customer advisory boards (CABs) just might be the answer.

Today, more than a week since Seventh Generation CEO Jeffrey Hollender was "let go" (read: fired) from the company he founded, this announcement arrived in my inbox:

http://tinyurl.com/7genblog

Jeffrey_Hollender_2010 
photo courtesy of Tom Starkweather/Bloomberg

Read this carefully crafted message. Here's the gist: "Our co-founder Jeffrey Hollender's employment relationship with the company has ended."

How much does this feel like it's coming from a corporate legal team versus an entrepreneurial, trail-blazing, transparent company? And what message does this send to the hundreds of thousands of Seventh Generation devotees? These announcements teach us important lessons about the often painful transition from startup to growth mode.

Few of us could ever predict when the rotting tree in our company is going to collapse. To make matters worse, even fewer of us know where the rotting trees are located. As a result, sales stagnate, clients leave, and innovation halts.