Lessons Learned from Noncustomers
Author(s): KIM, W. Chan, MAUBORGNE, Renée, HUNTER, Jason
This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers. The case demonstrates that if Nintendo attempted to compete head-to-head against it’s Sony and Microsoft rivals they would be further marginalized in the game console industry.
- To clearly show the power of reorienting one’s strategic focus from current competition to alternatives and from customers to noncustomers. From this strategic perspective, one gains insight into how to redefine the problem the industry focuses on and reconstruct buyer value elements that reside across industry boundaries
- To illustrate that by looking to noncustomers and focusing on their key commonalities – not differences – one can aggregate new demand and offer the mass of customers and noncustomers a leap in value
- To understand that companies must concentrate not only on customers but also on noncustomers, equally vital for future growth. This allows companies to reach beyond existing demand to unlock a new mass of customers that did not exist before