©2006-2010 GVG Capital Group. All rights reserved.
Who should own customer experience
across channels?- Essay, Chief Marketer

For decades, it was enough to market a
company by promoting its pricing, its breadth
or depth of merchandise, or unique qualities of
the brand. That's no longer enough, according
to Love Goel, Chairman & CEO of GVG Capital
Group, a private equity firm focused on
multichannel retailing. Because the Internet
has made it so easy for consumers to
comparison-shop and find a multitude of
similar products and services, "companies
must now employ the customer relationship
skills of the 19th-century neighborhood tailor
combined with the merchandising superiority
of today's large retailers," he contends.  
That's why he believes that the CEO or the
CMO--not the CIO or COO or the heads of
each siloed selling or marketing
channel--should be in charge of the customer
experience and customer interactions.
mc3: Formula for Retail Growth
How retailers can double revenues and
profits in 3-4 years

Based on discussions with 250 top retail
CEOs, analysts and investors over the
course of a 3 year study, the multi-channel
customer-centric (mc3) formula enables
retailers to capitalize on the most powerful
trends that will drive retailing over the next
decade - internet advertising, social
networking, lifestyle/lifestage and experiential
marketing, multi-channel commerce,
globalization across China and India,
consumer profiling and cross channel
integration.  This seminal paper has been
featured by Barron’s, CNN and others.
Retail Nirvana- Indian Style.  Blueprint for
capitalizing on the best international growth
opportunity.  FDI rules do not prevent market
entry to Indian retail market

India finally opened up retailing, its largest
industry, to partial Foreign Direct Investment
(FDI) in early 2006.  The $286 billion retail
sector is several times the size of its much
ballyhooed IT, software and outsourcing
sectors combined.  Just like the telecom sector
where India jumped two generations, and now
has twice as many cell phones as landline
phones, the retail sector also could fast
forward to a new model that is more
satisfying for customers and more profitable
for retailers.  
Surviving Wal-Mart..Internet...China:
Tuning to Customers in a Multi-Channel
World - strategic and operating framework
for a customer driven enterprise

Kmart-Sears.  Lenovo-IBM.  Movie
Gallery-Hollywood Video.  A slew of
venerable American companies may not
survive the squeeze between large scale
players like Wal-Mart, efficient internet players
(e.g. Dell, Netflix) and globalization that
enables yesterday's low cost Chinese
supplier to emerge as today's competitor.
They hope these acquisitions will give them a
scale and cost advantage. Unfortunately,
these acquisitions may end up hurting rather
than helping them. Wal-Mart's growth, just
next year, might eclipse the combined
revenue of Kmart-Sears. Dell and Netflix's
direct, internet model will continue to be
dramatically more profitable and
customer-friendly than IBM-Lenovo or Movie
Gallery-Hollywood Video. Instead of using
limited resources to build the right operating
model, they will be focused on culture and
integration issues.
Please contact us for a copy of any of the white papers.

Our thought leadership, research base of over 1,000+ companies, regular interviews and
conversations with hundreds of top retail/consumer executives, and 50+ years of best in
class operating experience yield superior, proprietary investment insights.
Unmatched, Actionable Thought Leadership - Proprietary Insights
                                                
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