INNOVATION TO THE RESCUE
In the late 1990s, it became apparent to Whirlpool's CEO and Executive Committee (the top nine leaders in Whirlpool) that one of the best ways to create growth was through a long-term strategy focused on customer loyalty, whereby customers would demand and pay a premium for Whirlpool brands. (For the purpose of this book, we use the term customer to mean the end user.) In order to sustain this type of loyalty relationship, Whirlpool first had to satisfy customers' expressed needs on the basics. But we had to create more than just the basics. We determined that we had go beyond satisfaction to providing unique solutions for new and unarticulated needs.
Think about how you experience relationships with your favorite brands. ...
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