Publications

  • Digital-physical mashups

    September 01, 2014 | Harvard Business Review

    Customers now weave their digital and physical worlds so tightly together that they can't fathom why companies haven’t done the same. Even so, many companies still agonize over whether to invest significant resources in digital capabilities.

  • Why I deleted your survey

    August 25, 2014 | LinkedIn

    The next time you get a survey, ask yourself whether it’s worth your time to fill out, and whether you expect anything to happen if you do. If either answer is no, consider throwing it on the electronic trash heap.

  • Online shopping isn't as profitable as you think

    August 21, 2014 | HBR.org

    Retailers who fuse the best of digital and physical technologies can capitalize on digital advantages both online and in stores.

  • Reimagining IT for an omnichannel world

    August 20, 2014 | Bain Brief

    Customers expect more from their retailers just about every day, as mobile and social technologies create new possibilities for shopping. Most retailers have their hands full keeping the online store running and the cyber attackers at bay. So how can they stay ahead of the curve and offer

  • E-commerce is not eating retail

    August 14, 2014 | HBR.org

    Omnichannel retailers—those that seamlessly integrate the best of both digital and physical worlds at each step of the customer experience—are likely to enjoy significant advantages over retailers that try to pursue either one alone or both independently.

  • Cost-cutting with no regrets

    August 13, 2014 | Bain Brief

    Businesses have been squeezing more productivity from existing resources, but efforts to contain costs don't have to cause gloom and doom. In the best companies, cost programs spur major improvements in operating effectiveness along financial customer, employee and other metrics.

  • Focus on the customer

    August 13, 2014 | Bain Brief

    Many companies try to offer something to everybody. But the leaders take a different approach: they define their "design target" customers, tailor their products and services to appeal to these customers, and focus their organization to deliver exactly what these customers most value.

  • Use "both-brain" marketing to balance creativity and analytics

    August 13, 2014 | HBR.org

    Marketing was once largely the preserve of creative, right-brain types, but the function needs—and is getting—a much larger mixture of data and analytics. Sometimes, though, there's a danger of relying too heavily on analytics. What's needed is the right balance, what we call a "both-brain"

  • Why some merging companies become synergy overachievers

    August 13, 2014 | Bain Brief

    About 70% of merging companies overestimate synergies according to new Bain & Company analysis comparing deal announcements with the performance of 31,000 companies. They typically don’t know the level of synergies they can expect by getting bigger. Rare companies become synergy overachievers. They

  • The customer advocacy office: FAQs

    August 07, 2014 | Bain Brief

    Most Net Promoter® companies create some sort of customer advocacy office (CAO) to launch and lead the implementation of their systems. I argued in the previous issue of Loyalty Insights that a CAO is an essential support for the successful execution of Net Promoter.