HomeDissertation:The ASICA Model and the Coming Hospitality-Powered Renaissance

The ASICA Model and the Coming Hospitality-Powered Renaissance

5.Can the Transformation into Customer Consultancies Be Made?

Up to this point, I have discussed the presence of hospitality as a key perception in BtoB communications, marketing, and other fields. Now I would like to stress that hospitality is a concept that comprises the very foundation of the ASICA Model.

The initial trigger (i.e., the first stage) in the ASICA formula is “Assignment” (A). Here, the defining question lies in the extent to which a truly penetrating grasp of client company themes has been established. In more specific terms, “Assignment” refers to the issues to be encountered by customer firms in the future (as well as the present) and at times includes the existence of challenges that even clients themselves remain oblivious to. “Needs,” in contrast, indicates necessities faced by customer companies right now. In the present era, which is characterized by the tremendous speed of technical innovation, existing needs will be resolved sooner or later, with new needs then appearing on the scene. Consequently, the practice of simply pursuing need after need after need will result in the continuation of circumstances under which no genuine satisfaction will ever be reaped.

The starting line (second stage) for the ASICA Model, therefore, lies in sharing future Assignments with client companies, as well as seeking out viable Solutions (S). The idea of sharing Assignments with clients may sound somewhat familiar. Indeed, this is the method adopted by consultants. In other words, the feasibility of becoming the central axis in BtoB marketing lies in whether or not there is involvement as a functional “customer company consultancy.”

As noted above, in the quest to uphold communities as organizations, retail stores advanced the two previously mentioned approaches of “forward-focused marketing” and “home-call marketing” as a natural matter of course. Method-wise, this amounts to the grasping and sharing of assignments―a technique that must not be forgotten in the present-day BtoB business arena as well. To function as a client company consultancy means not only wielding the ability to analyze the situation at that firm but also zeroing in on the overall market, social landscape, and other aspects surrounding the company in question. This includes not only the technological aspects of the customer but its products as well.

“Market research” is certainly a well-known term. Here, however, it refers not to the positioning of your company’s own products in the marketplace but rather to the precise grasp by a vendor of the positioning in society and future prospects for the client’s products, technology, and other assets. Within this process, recognition of the client’s situation and discerning what types of assignments that particular company is facing comprises the so-called “home-call marketing” mode. The sharing of such assignments and the proposals of solutions for those challenges may be construed in the context of “forward-focused marketing.”

At present, most companies operate in-house market research divisions. There is a lack, however, of divisions that are well versed in the situation at client firms and capable of accumulating levels of knowledge exceeding those of their customers and pursuing research into workable solutions. To serve as potent consultancies for customer companies, therefore, it is first necessary to bring onboard intelligence divisions (for example) or other departments along these general lines.

In addition, while this may be asking a bit too much, I feel that marketing division managers, and especially those in charge of advertising, catalog production, and other work, must foster the knowledge and problem-solving skills required to propose their own original solutions to client firms.

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