Vice President of Global Marketing at FOSS, Troels Rygaard explains how the company successfully tackled the innovation challenge of modern day by fully comprehending the completion of customer jobs. It was essential to challenge silo-oriented business models to ensure predictable growth.
Why do you believe that many companies struggle to remain innovative?
Many companies struggle to remain innovative due to a misconception of customer proximity. Products are refined, without being committed to the job that customers actually seek to get done. In a race to become the first to invent groundbreaking products, companies are presenting solutions too complex or too technology driven for customers to have any use of them. Being first is essential, and companies should aim to create real value from being the first to solve a specific pain related to a customer job.
“Being first is essential, and companies should aim to create real value from being the first to solve a specific pain related to a customer job. ”– Troels Rygaard, Vice President of Global Marketing at FOSS
What is your take on predictable growth?
Predictable growth addresses the entire marketing value chain and bridges pipeline management and growth potential. We can predict growth, when we target intelligent initiatives towards a transfer from the lead pipeline to opportunities in the sales pipelines. Customer proximity must be integrated into the entire value chain, certifying a comprehensive understanding of the customer’s end-to-end job completion. We must manage the inflow of customers whilst understanding customers in the early stages of the life cycle. If we succeed, ideal growth scenarios can be identified to target strategic marketing decisions, i.e. solutions, service and delivery models towards specific customer pain-points.
What are the benefits of the Job Completion Model?
Multiple models and use cases are challenged by a silo-oriented approach. The Job Completion Model addresses the entire business model, enabling an entirely different level of consolidation. The model has created an internal language at FOSS, which resonates with our entire operating model. It has inspired great innovative thinking and established consensus across teams, sharing knowledge and customer insights.
“The model has created an internal language at FOSS, which resonates with our entire operating model.”– Troels Rygaard, Vice President of Global Marketing at FOSS