Cover -- Title Page -- Copyright -- Contents -- Introduction -- Connect -- Convert -- Collaborate -- The strategic case for customer understanding and market insight -- The antecedents -- Desperately seeking -- Firm-centric paradigm versus customer-centred perspective -- How to read this book -- Notes -- 01 Connect using the first lens -- Open up the channels of communication -- Immersive customer understanding -- Using every source of information you have -- Customers as a source of ideas -- Customers as developers -- Unleash new potential -- In short -- Get started -- Notes -- 02 Convert the first lens by innovating every day -- Leverage a connected development model -- Close the feedback loop -- Constant focus on micro-innovations -- Make it organization-wide -- Harness the full potential -- In short -- Get started -- Notes -- 03 Collaborate with customers -- Create a platform to bring customers together -- Harvest all customer roles -- Customers as advocates -- Customers as guides -- Customers as advisers -- Customers as idea screeners -- Customers as designers -- Customers as employees -- Go inside-out to enable outside-in -- Build the culture from the inside -- The empty chair in the boardroom -- Walk the talk -- Close the feedback loop -- In short -- Get started -- Notes -- 04 Connect using the second lens -- Consider the entire customer journey -- An opportunity to learn from customers -- An opportunity to create value for customers -- An opportunity to innovate by rethinking the customer journey entirely -- Focus on customer goals and outcomes -- Rethink segmentation -- In short -- Get started -- Notes -- 05 Convert using the second lens -- Outside-in value proposition -- The integration solution -- Shift in segmentation required -- Shift in pricing model -- Going from a product focus to an integration solution focus.

The disintegration solution -- Overshot customers -- Expert customers -- Low-end non-customers and budget-constrained customers -- The trap of competence thinking -- In short -- Get started -- Notes -- 06 Collaborate along the value chain -- Connect downstream value with upstream collaboration -- Assets with clout -- Defining the assets that ensure your role in the ecosystem -- What asset cocktail can you mix? -- Recreate the value chain -- Disintermediation -- Intermediation -- In short -- Get started -- Notes -- 07 Connect using the third lens -- The customer trap: learn from the customers you don't have -- The competitor trap -- On blinkers and biases -- Attention traps -- Interpretation traps -- Threat versus opportunity? -- The boiling frog syndrome -- Driving attention to the outside -- Active and passive scanning -- Learn beyond the usual suspects -- Train your muscles -- How to exploit the wide lens -- In short -- Get started -- Notes -- 08 Convert the third lens in business model renewal -- Business model innovation: fad or fab? -- Enemy number 1: The fear of cannibalization -- Rational and irrational inertia -- Resource imprisonment -- The tyranny of current markets -- Enemy number 2: Self-sabotage -- About hungry puppy dogs and fat cats -- How to organize to enable new business creation -- Do not 'wait and see'! -- Freedom to operate -- Identify assumptions -- Smart experimenting -- Postpone judgement -- Match investment with the level of uncertainty -- Enable smart borrowing -- When in doubt: separate! -- On persistence and patience -- In short -- Get started -- Notes -- 09 Collaborate in f lexible ecosystems -- Explore new horizons -- Think in terms of ecosystems -- Agility versus commitment -- In short -- Get started -- Notes -- 10 The playbook for enduring customer-based growth -- Diagnose your organization -- The playbook -- Note.

Index.