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To be truly compelling the process of momentum design must be iterative and interactive – it is not a “once through” one-way process.

Power offers can be achieved only through an iterative process involving true interactive cooperation between business functions. BMW’s “Ultimate Driving Machine” slogan is a case in point. At the heart of BMW’s power offer is engineering and design. It is the heritage of the firm, continuously nurtured and developed. But every aspect of BMW must contribute to reinforcing the compelling value, equity and insights on which it is based, including pricing, distribution, advertising, promotions, and service.

Momentum execution is a cumulative force, delivering exceptional growth by feeding on a virtuous circle of vibrant execution

The execution of the power offer must first flawlessly unleash the customer traction built into its design. Then it must be on the look out for any opportunity to boost momentum. The vibrancy of the satisfaction, retention, and engagement increases with each cumulative iteration.

Design and Execution cannot be regarded as separate elements – they are intrinsically linked through the symbiotic energy of the power offer.

The traction built through the design process is transferred through the power offer, the spark that fires momentum. Momentum is then constantly boosted through vibrant execution and the momentum feeds back into the power offer enabling the firm to make the design even more compelling and thus increase the vibrancy of the execution. Momentum continually replenishes and reinvigorates the offer.

Compelling design and vibrant execution are based on the ambition to uncover and harness the powerful emotions that drive customer behavior.

The word compelling is central to momentum design. It describes the powerful and irresistible force that the process generates, and it sets the bar ambitiously high. Vibrant represents an essential element to the execution process. Momentum execution must vibrate with the resonance of the power offer. Momentum-powered firms set much higher and more ambitious goals for customer satisfaction, retention, and engagement than do their momentum-deficient counterparts.

Engaged employees are passionate believers their firm’s offering and can massively boost a firm’s momentum. Disengaged ones can kill it dead. The Momentum process can be applied to employees in the same was as it applies to customers to build the vibrant employee engagement that has a synergistic relationship with customer momentum.

Customer momentum and employee momentum fuel each other, creating a feedback effect that generates a result greater than the sum of their individual parts. Provided they

are running with equal energy, their combined power will be enormous but if they are out of sync, however, the slower one will be a drag on the performance of the faster one.

The momentum process is universal – although we focus on customers, the same process can be applied to employees to build internal momentum and all other stakeholders to build total momentum. It can be applied in any business of any size in any market as well as to the public sector and non-business arenas such as politics or non-profit organizations.

Momentum-powered firms focus on key stakeholders and understand that the concept of “customer” is much wider than simply the product purchaser. Great leaders balance and juggle differing demands by originating value targeted at each separate group in such a way as to engage them all.