Two Pyramids
A year ago I hit publish on — ironically — Amazon. What I didn't expect though is how quickly dated some of the content in my Ubernomics book would become — Travis Kalanick is no longer the CEO of Uber, Mark Fields is no longer the CEO of Ford and Whole Foods has been acquired by Amazon. However, the "shell, heart, soul" customer value proposition thesis I discuss in "Chapter 5: The Value of Advocacy" is starting to play out. Interestingly, I came up with this framework back in 2010 based on my belief that in the new social era of Facebook and Twitter, investors would need to start looking beyond the numbers to the depth and authenticity of a company's customer relationships. But what I didn't realize then is that Amazon would be the real catalyst for companies to start advancing up the customer value pyramid.Target provides its customers everyday essentials and merchandise. The company sells an assortment of general merchandise and food. The majority of the company's general merchandise stores provide an edited food assortment, including perishables, dry grocery, dairy, and frozen items. The company's small format stores provide curated general merchandise and food assortments. The company's digital channels include merchandise assortment, including various items found in its stores, along with a complementary assortment. The company also sells merchandise through periodic design and partnerships. The company's owned brands merchandise include: A New Day?, Archer Farms?, Art Class?, Ava & Viv?, Cat & Jack?, and Cloud Island?, among others.
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