![]() ![]() There were many setbacks and challenges along the way. The journey to understand customer needs and unite them was a long-term one for JLL, Best Buy, GE Healthcare and JLL. JLL responded by adopting a solution-oriented structure which helped to attract many large, highly profitable accounts. Corporate customers demanded the same people who built or found property to manage it. Large customers started demanding integrated real-estate services. Jones Lang LaSalle, a commercial real estate provider, made a similar strategic shift when it was faced with serious price competition in 2001. Best Buy’s stock prices grew by almost 30% annually between 20. Although it tried various marketing strategies to stimulate growth, the company didn’t succeed until it launched a major restructuring initiative that focused on customer solutions. In the late 1990s, Best Buy was almost saturated in the market by the opening of new stores and was now facing increased competition from Wal-Mart and suppliers like Dell. There have been some notable exceptions: Companies like GE that found ways to break down silos to meet customer needs are a few of the most noteworthy. They have difficulty leveraging their resources within those boundaries to provide value for customers and a service they are willing and able to pay for. Their knowledge and expertise is held in organisational Silo Entertainment. ![]() In fact, a survey I conducted several years ago found that more than two-thirds (or more) of senior executives cited this shift in their strategic priorities for the next decade. They believe it is important to shift from products to solutions. I have discovered that many companies make the exact same mistakes. I have been studying the challenges of top-and bottom-line growth in the context of commoditization for five years. In the hope that customers would appreciate the whole, it was putting together all of the products available. It was trying to solve customer problems, but instead of looking at them from the perspective of the customer, it was focusing on its products. The company fell into a trap when it tried to avoid the dangers of commoditization. In 2006, the solutions group won new contracts worth more than $500,000,000. The majority of solutions are now focused on consulting services, and not marketed with GE equipment. GE restructured the unit in order to address customer needs more effectively and better align sales organisations Silo Entertainment. This allowed GE to create solutions that were both useful for customers whose problems could be easily solved by GE’s equipment, but less compelling for those whose requirements were only partially related to imaging products. GE combined its consulting services and product portfolio to market the unit’s solutions. These reps also refused to let Performance Solutions salespeople contact customers. The problem was that equipment salespeople struggled to explain the value of consulting services and so they were unable to help customers sell additional services. However, the unit’s rapid growth began to slow down by 2005. These moves resulted in millions of dollars in new revenue and significant cost savings. It was able to help Stanford University Medical Center make the switch to all-digital imaging at its adult and children’s hospitals, as well as an outpatient facility. Performance Solutions enjoyed strong revenues in the beginning, partly because new contracts often included additional consulting services worth $25,000 to $50,000. Many companies made the transition from selling products to offering solutions to stand out in increasingly competitive markets. These solutions Silo Entertainment were priced high and intended to increase productivity, such as reducing patient backlogs. GE Medical Systems (now GE Healthcare), under pressure from the government, and managed health care organisations, created Performance Solutions in 2001 to sell integrated consulting services that were packaged with imaging equipment. ![]()
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