Published by:
International Commerce Institute
Length: 6 pages
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Abstract
Established by a former Procter & Gamble executive, Ten Group is different from most businesses. It doesn’t 'sell' anything. Instead, it waits for its customers to tell it what they want - and does its best to act on their instructions. At first sight, such a business model seems unworkable. But customers value the intelligent support Ten provides, and many are prepared to pay for it. More important, Ten has discovered new ways to unleash 'economies of knowledge' that mean its unit costs per request continue to fall, while its expertise in customer problems and solutions continues to rise. Now Ten’s core problem-solving community concept is being extended into new areas, such as on-the-job support for busy school leaders, and home-owners wanting to go green. What lessons can retailers and manufacturers learn from such a counter-intuitive business model?
About
Abstract
Established by a former Procter & Gamble executive, Ten Group is different from most businesses. It doesn’t 'sell' anything. Instead, it waits for its customers to tell it what they want - and does its best to act on their instructions. At first sight, such a business model seems unworkable. But customers value the intelligent support Ten provides, and many are prepared to pay for it. More important, Ten has discovered new ways to unleash 'economies of knowledge' that mean its unit costs per request continue to fall, while its expertise in customer problems and solutions continues to rise. Now Ten’s core problem-solving community concept is being extended into new areas, such as on-the-job support for busy school leaders, and home-owners wanting to go green. What lessons can retailers and manufacturers learn from such a counter-intuitive business model?