以顾客为中心之真正含义Customercentric is the real meaning.docx
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以顾客为中心之真正含义Customercentric is the real meaning.docx
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以顾客为中心之真正含义Customercentricistherealmeaning
以顾客为中心之真正含义(Customer-centricistherealmeaning)
Toresolve"customer-centric"--tochangeideas,tochangeinorganization
Mostmodernmanagersacknowledgethat"customerorientation"isimportanttoenhanceenterprisecompetitiveness.Buttheireffortstowincustomershaveoftenbeencostlyandhavelittleeffect.Thereasonforthisisthattheirunderstandingistoosuperficialforthetruemeaningofcustomerorientation.Fortunately,therearesomebusinessesthatgobeyondthedevelopmentofnewtechnologies,newproductsandservices,andthroughcomprehensiveorganizationalchange,itisachievingadeeplycustomer-orientedapproachthatisalmostimpossibletoemulate.
Depthofcustomerorientationisnotboughtcustomerrelationshipmanagement(CRM)softwaretotrackthecustomer'spurchasebehavior,isnotsomesophisticatednewproductsdesign,norevencustomcarproductionprocessaccordingtocustomerrequirements.Itisdeeplyrootedintheenterprise,anditisarecognitionofwhy,whatandwhy.
Deeplycustomer-orientedcompaniesareconstantlythinkingaboutbetter,faster,andmoreconvenientwaystomeetcustomers'needs,andthusultimatelymakecustomersfeelinseparable.Whateverthecustomerneedstodo,adeeplycustomer-orientedcompanycanoutperformwhenitofferstheresultseverycustomerseeks.Throughcontinuousinnovation,customerfeedbackandtheapplicationofknowledge,companiesbecomeindispensable.Whenthisrelationshipgrowsstronger,therealsustainablegainscomewithit.Noproductorservicepersecanachievethiseffect.Thebehaviorofthecompanyiscloselyrelatedtothebehaviorofcustomers.Inthelongrun,customerswillpaymoreformorediversifiedproductsandservices.Inthisway,customers"reward"businesses,givingitopportunitiesforprofitablegrowth.
Imagineyourselfasacustomer.Forexample,youwantahealthplanaddedsomefreshcontent,orwouldliketowithafocusonsolvetheproblemofyoualotofhealthandsafetyhealthinsurancecompanieskeeparelationship?
Acompanynotonlyprovidesinsuranceproducts,butalsohelpyoutosolveabouthealthandsafetyaspects,soalotofproblemscanprevent,evenifyouareold,therewillbenounnecessarytroubleandextraspending.DanishInternationalHealthInsuranceissuchaninsurancecompany,itoperatesin150countries.Itisalsothebreakthroughprocessandtoolsthatthecompanymanagershaverealizedwhentheyunderstanddeepcustomerorientation.
Suchaprocesscanbedividedintotenkeybreakthroughpoints,whichcanhelpdescribethestagesthatabusinessmustgothrough.
Createstrategicexcitement
Thisisthefirstbreakthroughwhenthereareenoughimportantpeopleintheenterprisetocreateasenseofcrisisandrecognizethatyouhavetofindnewwaysofdoingthings,otherwiseyouwillmissoutonbusinessopportunities.
Butsomeoneelsehastohelpthemseeitandfeelit.Itiseasytospotthebreakthroughwhencompaniesarriveatacrisisturningpointoraslowdowninsomekeyfinancialindicators.Hardertodo,andmorerewarding,istoinjectanewdirectionofexcitementbeforethetransitionperiod,sopeoplefeelinspiredratherthanscared.
Whencustomersstarttocutbackonspendingonmaterials(becausetheycannowgetpublicationsfromtheweb,andoftenfree),that'swhatpatudoes.Thegroupisoneoftheworld'sleadinginformationproviders,andpaduhasservedaschairmanandCEOofitsU.S.companyandfederalmarket.Atthebeginning,itwasintendedtocutcostsanddiscovernewinformation.Butpatuintuitedthattheoldapproachcouldneithersecuremarketpositionforlong,norcreatenewsourcesofwealth.Inordernottoletcustomersleave,heofferedapointofviewthatupliftshisseniorteam.Theideaisthatprofessionalsarewillingtopayforinformationthathelpsthemmakebetter,quickerdecisionswhentheyhavetomakerisky,high-payingdecisions.Mr.Paduandhisteamhavedevelopedinformationproductsthathelpprofessionalcustomersmakedecisions,outpacingrivalsinthreeyears,boostingcustomers'purchasesandincreasingprofits.
Exploretheinnerguide
Becauseofthedepthofcustomerorientationrequiresnewwaysofdoingthings,notjusttolistentoyourcustomersandrespond,sothecompanyneedstohavesomeopenmanagers,theyaredeterminedtosaygoodbyetothepast,intheformidableunknownfeeling.Suchmanagersaretheleadersofacompany.Theseguides,inadditiontoacceptingnewideas,inspiretheircolleagueswiththeiractionsandconfidence.Theirenthusiasmwilleventuallypermeatetheenterprise,butatthebeginning,noneofthemknewhowtochangethestatusquoandcreatethefuture.
Third,definemarketnewspace
Businessesmustdefineanewmarketspace,whichdependspartlyonresearch,butmoreondeepinsight.Manybusinessesrelyheavilyonmarketresearch,butmarketresearchisnothelpingtocreatethefuturethatevencustomerscan'timagine.
Todefinemarketspaceistoachievecustomersthroughhardwork.Itenablesanisolatedproductdepartmentandfunctionaldepartmenttovisuallyseehowitcanworkwithotherdepartmentstoprovidefirst-classproductstocustomers.Forexample,LexisNexisemployeesoncethoughttheywereworkingforasingledatabaseorbusinessdepartment.Theyneverrealizedthatitwouldbebetterforprofessionalstomakebetterdecisions,or,inthewordsofthecompany,toparticipateinthemarketspaceofaseniordecisionsupportmanagement.Thisspaceisnamedafterthecustomer'sachievements,givingemployeesclearideas,senseofdirectionandcommongoals.
Relyonmarketresearchtoletcustomerstelluswhattheywant,becausenewwaysofdoingthingsoftenconflictwithpasthabits.Inthepast,thepatienthasbeeninhospitalforrehabilitation,untilBaxtermedicalproductscompanygeneralmanageroftheGermanbranchstaffaskedtoputtheirfamilyrehabilitationafterstrengtheningworkasdoing,notjusttothehospitaltoprovidepostoperativenourishment,thispracticewasnotabletochange.Inthepast,whenpatientsreturnedhome,thecompanyusuallyprovidedbasicservicesandequipmentsuchasnursesandwheelchairs.Whenanewmarketspaceisexpressed,however,anewdirectioncanbeclearlycommunicatedtodoctors,hospitals,patients,Baxter'sheadquartersandpartners.
Eventually,theGermanbranchandsomeofitspartnerscreatedanew,profitablebusinesscalledhomesupplyandrecovery
4.Identifyvalueopportunities
Thenextstep,identifyingvalueopportunities,requiresasmallteamofthebestminds.TheCEOorheadofabusiness,district,orbusinessunitmustleadorsupporttheteamtoensurethatithassufficientresources,time,andstaff(usuallytwoorthree).Youcanaddorsubtractitsmembersasneeded,butyoumusthavealeaderwhowillsticktothenextfewstages.
Inthisstageofidentifyingvalueforthecustomerandultimatelyforthecompany,themanagerreflectsthathefeelsenergeticandthebusinessconceptbeginstoform.Thetoolofvaluerecognitioniscustomerbehaviorcycleanalysis.Usingthistool,canbesystematicallyobservecustomerstocompleteataskthroughwhatbehavior,thusfoundthegapwhichbehaviors(customercanorshouldbe),andcanuseanywaytohelpcustomersachievethegoaltomakeupforthegap.Baxtermedicalsuccessfullydefinesanewmarketspace,butonlywhenthecustomerbehaviourcycleanalysisrevealstheprecisetheneedsofthepatientinthepreoperative,intraoperativeandpostoperative,Baxterwasabletoclearwhatitmustbeprovidedtopatients,aswellasprovidedbythewho.
Profitableopportunitieslurkinthedetailsofcustomerbehaviorcycles.BP'scommercialtransportarm,forexample,wantstoleavecarriersintheenergyandenvironmentalmanagementofitslatestmarketintegration.Theideaistoprovidetransportcompanieswithanewwaytobuyanduseenergytoreducecostsandharmfulemissions.Throughthecustomerbehavioralanalysistool,BP'steamfoundthatthetruckcompanywasdrivingthecargowhilethedriverwassleepingwithanenginetokeepwarm.Engineidlingcoststransportcompaniesfuelcostsandaccountsfor20percentofharmfulemissions,addingtovehiclewearandtear,equivalentto10percentoftotalfuelexpenditure.FindinganewwaytokeepdriverswarmwhilesleepingisbothacostsavingsfortransportationcompaniesandmillionsofdollarsforBPandpartners.
V.providebusinesscases
Customercycleanalysisnotonlyrecognizesthevalueproposition,butalsoenablesthecompanytoimprovetheoperatingresultsfrombothinternalandexternalaspects.Casesaremorepowerfulthanbusinessplansandaremorebeneficialtoacompanyinaprocessofdeepcustomerorientation.Peopleoftenfeeluncomfortableaboutbusinessplans,butacreativebusinesscasecanshowanexcitingpicturethatstrikespeopleatbothrationalandemotionallevels.Thecasecanalsoshowhowcompaniescancontributetomarketspace,andbusinessplansaregenerallyjustalistofthedifferentpartsofacompany'sdifferentdivisions.Theycanneitherhelpcustomersproduceresultsorachievegoals,nortellpeoplehowtodothatorwhyemployeesvalueit.
TheIHIinsuranceserviceisaimedatexpatriatesandlegalpersonswithlargeoverseasoperations.UndertheleadershipofCEOjorgensen,
TheIHI,fromofferingamaturehealthpolicytoalifetimeofhealthyandsafemarketspace,hasgrownata20percentannualrate,whileitsrivalshavemostlydeclined.
IHIhascomeupwithabusinesscasetothecompany'scustomers,forcefullyprovesthattheinvestmentonthehealthofbodyandmindtoemployeeshealthproblemsforprocessingsaves70%o
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