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The European-born CEO of China’s leading tissue manufacturer discusses the changing nature of competition in the region and describes how learning to lead through trust and authenticity proved to be a personal turning point.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
With customers calling the shots like never before, companies need a new kind of customer experience leader. The best of these will excel in three areas.
Banks, asset managers, and insurance companies can no longer get by with an incomplete understanding of their customers. Thriving in the new era of customer centricity requires a new kind of leader.
US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.
Why has customer experience improvement become such a hot topic today? Consumer expectations are higher. Word of mouth travels faster. Consumers are empowered like never before. And great customer experience drives loyalty and revenue. Downplaying the importance of the customer experience is no longer an option as the voice of the customer continues to get louder.
Retail and consumer product companies are facing an increasingly challenging environment. Digital convergence remains pervasive and informed consumers continue to become more health-conscious and aware of sustainability issues. This combination of dynamics is placing pressure on the extended supply chain of companies in the sector.
The roster of consumer products companies spinning off divisions or business units into pure plays has grown long in the past several years and is getting longer. Whether a particular spinoff is driven by impeccable business logic, activist investors, or inexorable market forces, one thing is certain: the move triggers a host of talent challenges.