Allegedly, between 30% and 70% of customer relationship management (costly) fails. So why not plunge into so-called immersion (cheap) to win over customers? Sean Meehan and Charlie Dawson, in Business Strategy Review, report that Tesco directors visit stores three days each week, while Sainsbury's CEO Peter Davis 'spends most Fridays in stores' (sporting a badge for identification). At Shire Pharmaceuticals, bosses watch professors of surgery operate for the same reason: to garner customer knowledge at first hand. It's not the initial immersion that pays, but the follow-up. How that works at Bank of Scotland is unclear: directors supposedly immerse themselves in the homeless bible, The Big Issue. Courting the no-time buyer?
Alastair Scott assumed he understood his employees, until an acquisition threw up some surprises.
Radical transparency and peer pressure can have a moderating effect, argues author Aaron Dignan.
FITCH global CEO David Blair spent five years in India - and he was impressed.
Brand loyalty won't save traditional business models from the rise of disruptive 'direct to consumer' brands, says consultant Alan Treadgold.
The EU's lifeline is no mercy for the PM and makes a long delay more likely, says our undercover corporate lobbyist.
It's smart to adapt your style to different countries, but some things are true everywhere, says MullenLowe Group UK CEO Jeremy Hine.