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Today's competition demands problem-solving-for customers
Book Review by Jennifer Cuthbertson
Most companies are centered on the product-making it and selling it. Authors Keith M. Eades and Robert E. Kear maintain that increasing competition demands that today's companies become solution-centric organizations rather than product-centric organizations.
Solution-centric organizations define themselves by the problems they solve for customers, rather than by the products or services they provide, according to the authors. Every element of those companies-from marketing to research and development to manufacturing-is completed with customers and their problems in mind. The value that companies provide should be gauged not just by revenue or earnings, but also by the results and positive outcomes for their customers.
Solution-centric organizations do not depend solely on their products and services to sustain growth and profitability. They seek to stand apart from their competitors through the integrated way they market, sell and deliver offerings that address their customers' critical problems.
Many companies say that they provide solutions, and the reality is that their products and services usually do address some of the customers' problems and needs. Otherwise, the products and services would not continue to sell. However, it is the extent to which products and services are aligned to successfully and consistently address the customer's problems-more so than the competitors' products and services-that makes a company solution-centric.
Generally, the product and service offerings of a solution-centric company are more complicated and complex than those of a product-centric company. Unfortunately,...