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"Competing in the new economy requires running faster and thinking differently,swiftly, and smarter"


We live in a highly personalized and customer-driven time where success is measured not only by how much you sell but by how deeply committed your customers are. Armed with new technologies in this age of hyper-connectivity, customers wield their power to collaborate with you in ways that can build your business or, if they are sufficiently dissatisfied, actively work to undermine it. This is a world where customers, as the only true and legitimate arbiters of value, will determine the direction and focus of even the largest corporation.

As globalization and the convergence of industries and technologies rapidly dissolve conventional boundaries—enterprise, industry, technology, knowledge, geography—the very concepts of value creation are being reinvented. The traditional, firm-centric approach to value creation with its well-defined organizational borders and linear value chains is being upended by an approach that recognizes that value is no longer created within the walls of a single enterprise, but across a dynamic network of value-creating participants, including the customer. Harnessing the competencies of the extended enterprise is at the center of the new frontier of value creation, challenging old assumptions and approaches that have been embedded in management thinking for the last several decades.

Competing in the new economy requires running faster and thinking differently, swiftly, and smarter.

Eton Bray Group leverages its resources and deep customer insights to help you develop winning responses in this radically different world. We begin by helping you to ask the right questions. Right questions change the framing, allowing new ideas and strategic options to emerge.

  • What are the new rules of customer engagement in this nonlinear world where the definition of value is undergoing fundamental changes?
  • How do we mobilize external assets to co-create value and manage processes to support the extended enterprise?
  • How are the traditional concepts of strategy, marketing, and sales at the foundation of today’s approach to customer acquisition and retention being reinvented in light of fast-changing market dynamics?
  • How do we compete in the networked setting where conventional roles, practices, and boundaries no longer exist?

This is an era where value is no longer created in sequential chains but in complex networks that are mobilized to creatively and quickly reinvent value. It’s about all the strengths of an extended enterprise—customers, employees, channels, partners, competitors, suppliers—seamlessly brought to bear on a particular customer. The competitive race has migrated from firm vs. firm to value network vs. value network.

Morgan ChungManaging Partner
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