Unlike many B2C benefits, e.g. amusement, comfort, and self-esteem, B2B customer benefits are usually measurable, economic and—wait for it now—predictable. This predictability means B2B suppliers who study customer outcomes, like a science, will be handsomely rewarded. B2B customers will eagerly help you… if you know how to ask them.

More in article, The Science behind Great Value Propositions (Originally published in B2B Organic Growth Newsletter).

Of course, employees will be laughing; they’ve heard this one before. When satisfying the expectations of Wall Street analysts conflicts with building the firm’s long-term competitive strength, guess which usually wins? Any employee who’s been through travel restrictions, investment delays, hiring freezes, etc. knows the answer.

More in article, Why Maximizing Shareholder Value is a Flawed Goal (Originally published in B2B Organic Growth Newsletter).

Many companies think they have learned about customer needs when they visit customers to validate their hypothesis or potential solution. They have not. They have learned about market reaction. To a single idea. Their idea. On top of this, it’s likely this customer reaction was distorted by confirmation bias.

More in white paper, Timing is Everything (page 15).

Some executives expect employees to deliver innovation-driven growth without investing in company-wide tools and skills. Either nothing changes, or employees run off changing things in random (Brownian) directions. Be intentional about what new behavior is needed, and take unwavering steps to drive it.

More in article, 3 Problems with Innovation Metrics (Originally published in B2B Organic Growth Newsletter).

Initially, you are aware of the first three, but completely unaware of the fourth—surprises. When you begin your project, list the first three, and try to convert A’s and Q’s into F’s. Then uncover the surprises through customer interviews, tours and observation. Seek to understand the first three, and discover the last one.

More in white paper, Innovating in Unfamiliar Markets (pages 12-13).

Some leaders are Interior Decorators, trying to make the place look good every quarter… but not building anything. Others are Realtors. Their hearts are in buying and selling… reaping reward when the work of others’ hands changes hands. Others are Landlords, who apply themselves at work, but their hearts are elsewhere. Be a Builder if this is within you.

More in article, Are You a Builder or a Decorator?

You shift resources “up” by investing manpower earlier in understanding market needs. This lets you be more successful later in developing solutions. You shift resources “out” when employees spend less time talking to each other… and more time directly engaging customers, through interviews and tours. Develop new skills for this, and create a new company culture.

More in white paper, Catch the Innovation Wave (page 6).