Triple Fit Strategy: How to Build Lasting Customer Relationships and Boost Growth

In this disappointing manual, Senn (Case Studies in Managing Key, Strategic, and Global Customers) and Gandhi—the founder and research director, respectively, at business consultancy Valuecreator—argue that business-to-business companies should focus on customer priorities rather than self-directed product development. Demonstrating the downsides of a product-centric approach, the authors point out that Xerox’s decision to manufacture increasingly sophisticated printing and copying machines backfired after it became clear that most small business wanted smaller, more affordable machines. Senn and Gandhi explain how to prevent such outcomes by following their five-step “triple fit process,” which involves asking customers to indicate how much they agree with such statements as “[supplier] develops unique offerings and value propositions for us,” using the answers to “identify areas of improvement,” and developing short- and long-term plans to meet customers’ needs. The authors put forward a strong thesis, but the supporting client anecdotes mostly just report that the companies benefited from following the triple fit process, instead of detailing the specific actions clients took to improve their standing with customers. Additionally, readers’ eyes will glaze over at the jargon-heavy discussions of “orchestrating value creation” and “calibrat[ing] the growth journey.” This boasts a potent central argument that’s let down by lackluster execution. (Nov.)