by Philip Boxer BSc MBA PhD What happens when an enterprise must respond to its client-customers one-by-one? The enterprise will face demand asymmetry and therefore will need to be able to make under-determined choices at its edges…
Category: Effects Ladder
The representation of the context(s)-of-use from which asymmetric demand emerges.
by Philip Boxer BSc MBA PhD Demand asymmetry is a fourth asymmetry: the client-customer’s experience always leaves him or her with something more to be desired.[1] It means that a client-customer’s demand can never be fully…
by Philip Boxer
Strategy-at-the-edge requires that a double challenge be met which balances internal changes with external opportunities. The effects ladder provides a way of agreeing what this means for both customer and supplier where the customer’s demands are necessarily asymmetric.
by Philip Boxer
Different kinds of service are described, depending on the way in which a customer chooses to internalise or externalise its learning as it responds to its own value deficit.