以顾客为中心之真正含义(Customer-centricistherealmeaning)

1、Customer-centric is the real meaning)To resolve "customer-centric" - to change ideas, to change in organizationMost modern managers acknowledge that "customer orientation" is important to enhance enterprise competitiveness. But their efforts to win customers have often been costl

2、y and have little effect.The reason for this is that their understanding is toosuperficial for the true meaning of customer orientation.Fortunately, there are some businesses that go beyond the development of new technologies, newproducts and services, and through comprehensive organizational change

3、, it is achieving a deeply customer-oriented approach that is almost impossible to emulate.Depth of customer orientation is not bought customer relationship management(CRM)software to track the customer's purchase behavior, is not some sophisticated new products design, nor even custom car produ

4、ction process according to customer requirements. It is deeply rooted in the enterprise, and it is a recognition of why, what and why.Deeply customer-oriented companies are constantly thinking about better, faster, and more convenient ways to meet customers' needs, and thus ultimately make custo

5、mers feel inseparable. Whatever the customer needs to do, a deeply customer-oriented company can outperform when it offers the results every customer seeks. Through continuous innovation, customer feedback and the application of knowledge, companies become indispensable. When this relationship grows

6、 stronger, the real sustainable gains come with it. No product or service per se can achieve this effect. The behavior of the companyis closely related to the behavior of customers. In the long run, customers will pay more for more diversified products and services. In this way, customers "rewa

7、rd" businesses, giving it opportunities for profitable growth.Imagine yourself as a customer. For example, you want a health plan added some fresh content, or would like to with a focus on solve the problem of you a lot of health and safety health insurance companies keep a relationship? A comp

8、any not only provides insurance products, but also help you to solve about health and safety aspects, so a lot of problems can prevent, even if you are old, there will be no unnecessary trouble andextra spending. Danish InternationalHealthInsurance is such an insurance company, it operates in 150 co

9、untries. It is also the breakthrough process and tools that the company managers have realized when they understand deep customer orientation.Such a process can be divided into ten key breakthrough points, which can help describe the stages that a business must go through.Create strategic excitement

10、This is the first breakthrough when there are enough important people in the enterprise to create a sense of crisis and recognize that you have to find new ways of doing things, otherwise you will miss out on business opportunities.But someoneelse has to help them see it and feel it. It is easy to s

11、pot the breakthrough when companies arrive at a crisisturning point or a slowdown in some key financial indicators.Harder to do, and more rewarding, is to inject a new direction of excitement before the transition period, so people feel inspired rather than scared.When customers start to cut back on

12、 spending on materials (because they can now get publications from the web, and often free), that's what patu does. The group is one of the world's leading information providers, and padu has served as chairman and CEOof its U.S. companyand federal market. At the beginning, it was intended t

13、o cut costs and discover new information. But patu intuited that the old approach could neither secure market position for long, nor create new sources of wealth. In order not to let customers leave, he offered a point of view that uplifts his senior team. The idea is that professionals are willing

14、to pay for information that helps them make better, quicker decisions when they have to make risky, high-paying decisions. Mr. Padu and his team have developed information products that help professional customers make decisions, outpacing rivals in three years, boosting customers' purchases and

15、 increasing profits.Explore the inner guideBecause of the depth of customer orientation requires new ways of doing things, not just to listen to your customers and respond, so the companyneeds to have someopen managers, they are determined to say goodbye to the past, in the formidable unknown feelin

16、g. Such managers are the leaders of a company.These guides, in addition to accepting newideas, inspire their colleagues with their actions and confidence. Their enthusiasm will eventually permeate the enterprise, but at the beginning, none of them knew how to change the status quo and create the fut

17、ure.Third, define market new spaceBusinesses must define a new market space, which depends partly on research, but more on deep insight. Many businesses rely heavily on market research, but market research is not helping to create the future that even customers can't imagine.To define market spa

18、ce is to achieve customers through hard work. It enables an isolated product department and functional department to visually see how it can work with other departments to provide first-class products to customers. For example, LexisNexis employees once thought they were working for a single databas

19、e or business department. They never realized that it would be better for professionals to make better decisions, or, in the words of the company, to participate in the market space of a senior decision support management. This space is named after the customer's achievements, giving employees c

20、lear ideas, sense of direction and common goals.Rely on market research to let customers tell us what they want, because newways of doing things often conflict with past habits. In the past, the patient has been in hospital for rehabilitation, until Baxter medical products company general manager of

21、 the German branch staff asked to put their family rehabilitation after strengthening work as doing, not just to the hospital to provide postoperative nourishment, this practice was not able to change. In the past, whenpatients returned home, the company usually provided basic services and equipment

22、 such as nurses and wheelchairs. Whena new market space is expressed, however, a new direction can be clearly communicated to doctors, hospitals, patients, Baxter's headquarters and partners.Eventually, the Germanbranch and someof its partners created a new, profitable business called home suppl

23、y and recovery4. Identify value opportunitiesThe next step, identifying value opportunities, requires a small team of the best minds. The CEO or head of a business, district, or business unit must lead or support the team to ensure that it has sufficient resources, time, and staff (usually two or th

24、ree). You can add or subtract its membersas needed, but you must have a leader who will stick to the next few stages.In this stage of identifying value for the customer and ultimately for the company, the manager reflects that he feels energetic and the business concept begins to form. The tool of v

25、alue recognition is customer behavior cycle analysis. Using this tool, can be systematically observe customers to complete a task through what behavior, thus found the gap which behaviors (customer can or should be), and can use any way to help customers achieve the goal to make up for the gap. Baxt

26、er medical successfully defines a new market space, but only when the customer behaviour cycle analysis reveals the precise the needs of the patient in the preoperative, intraoperative and postoperative, Baxter was able to clear what it must be providedto patients, as well as provided by the who.Pro

27、fitable opportunities lurk in the details of customer behavior cycles. BP's commercial transport arm, for example, wants to leave carriers in the energy and environmental management of its latest market integration. The idea is to provide transport companies with a newway to buy and use energy t

28、o reduce costs and harmful emissions. Through the customer behavioral analysis tool, BP's team found that the truck companywas driving the cargo while the driver was sleeping with an engine to keep warm. Engine idling costs transport companies fuel costs and accounts for 20 per cent of harmful e

29、missions, adding to vehicle wear and tear, equivalent to 10 per cent of total fuel expenditure. Finding a new way to keep drivers warm while sleeping is both a cost savings for transportation companies and millions of dollars for BP and partners.V. provide business casesCustomer cycle analysis not o

30、nly recognizes the value proposition, but also enables the company to improve the operating results from both internal and external aspects. Cases are more powerful than business plans and are more beneficial to a company in a process of deep customer orientation. People often feel uncomfortable abo

31、ut business plans, but a creative business case can show an exciting picture that strikes people at both rational and emotional levels. The case can also showhowcompanies can contribute to market space, and business plans are generally just a list of the differentparts of a company's different d

32、ivisions. They can neither help customers produce results or achieve goals, nor tell people howto do that or why employees value it.The IHI insurance service is aimed at expatriates and legal persons with large overseas operations. Under the leadership of CEO jorgensen,The IHI, from offering a matur

33、e health policy to a lifetime of healthy and safe market space, has grown at a 20 per cent annual rate, while its rivals have mostly declined.IHI has comeup with a business case to the company's customers, forcefully proves that the investment on the health of body and mind to employees health p

34、roblems for processing saves 70% of the time, so as to improve the productivity, reduce the cost.This case includes the rich details of using customer behavior cycle analysis.VI. Quantitative improvement objectivesWhensuch a deeply customer-oriented companysees how muchits business metrics can impro

35、ve, it is the next breakthrough.Cycle analysis to help the customer behavior LexisNexis measure how much the gap need it to fill, to fill the way is to set up new customer database, and constantly update and maintenance, to the user are better able to ask questions and get a better answer. For examp

36、le, customers can refer to the patent application information, not only the patent examination and approval of the information, so that they can judge whether their own innovation can apply for a patent. The business has an 88 per cent chance of generating more opportunities than its core patent pub

37、lications.The goal of quantitative improvement also means recognizing that customers who buy new products have established stronger business relationships with the company, often increasing purchases of existing products. Longer, wider and more diverse income streams mean more wealth.The rational pe

38、rson must be alert to a deep-seated tendency in the company to find evidence of success in providing customer orientation in advance. The only way to assess the superiority of a deeply customer-oriented approach is to assess its value based on time, and other corporate assets are evaluated.Companies

39、 that prefer complex details can use the net present value of cash flows. But if the companythinks the opportunity is rare and worth a try, it can also use a more cursory calculation.7. Modeling business conceptsIn a future stage, companies must demonstrate the viability of business concepts to cust

40、omers and employees. The best way is to makecustomers part of the action and share the joy of initial success. Modeling means forming a concept or new way of doing things (rather than just a new product or service) and making it feasible. It requires the best internal resources and a carefully selec

41、ted group of customers, the leader of the customer.The first step in modeling is to organize a seminar with customers in a spirit of exploration. The full display of customer behavior cycles gives customers an opportunity to identify their value proposition and to show that their "hot spots&quo

42、t; are key areas. The practice shows that the involvement of senior managers in the companies hosting these seminars is helpful for the customer to fully identify with the concept and to facilitate the next step.It takes three to eight months to prove a business concept to a customer, and sometimes

43、longer. Some companies, such as BP, are very confident at the modeling stage that they can generate value immediately, so they are required to sign a contract to share the proceeds with customers. In the modelling phase of its fuel economyconcept, BPworks with its main manufacturing customers,Help t

44、hem use, convert, and reuse their energy to reduce their overall energy expenditure and emissions. Customers will share the savings with BP.Let colleagues work togetherThe whole process is the most challenging one of the most confusing part is to let those in the companyengaged in daily business col

45、leagues seriously new concept, this is even more difficult than looking for external partners. But colleagues ultimately have to work together. Closed, isolated corporate structures, ideas, and behaviors can't produce the desired results. To get a colleague's cooperation, it is necessary tob

46、e attractive in both sense and emotion. BP has long been known for its work model based on business units. Once an enterprise decides to try a deep customer orientation, the initiated business unit invites some of the leading people from otherbusiness units to work together in the early stages. The

47、invitees felt more engaged and relaxed than the others, and the project sponsors found that expanding the scope of the staff helped the work. The project initiator proves that the end result of each business unit is win-win. For example, BP even told customers how to cut their energy bills, and cust

48、omers eventually gave BP a bigger share of their energy spending.Celebrating successes also helps people to work together. When a group of LexisNexis managedto model a business concept, the whole LexisNexis celebrated the team's results. This kind of identity promotes the customer orientation of

49、 the whole company and also drives the actual action.9. To achieve scaleHow companies can move faster from conceptual modeling to winning enough customers to reach a critical mass is the beginning of a profitable business when the number of customers is critical.Method one is to make it easier for c

50、ustomers to say yes. Take a public sector. The government's reform of medicine has allowed pharmacists to control their patients more consciously. Part of the reason for this success is that neither the patient nor the pharmacist is worried about the loss of approval. If patients need to see a d

51、octor, they can get a faster service.When pharmacists are committed to preventing disease and helping people properly use drugs or promote a healthy lifestyle, their income from prescribing drugs is reduced.However, they can get the fees and training and contract support from the government, thus el

52、iminating the dispute over fees.Another way to get customers to accept it and benefit the company is to make it affordable. For example, when checking to determine whether a patient has the necessary equipment and loved ones for homecare, the company is free of charge. Also, make sure that customers

53、 can afford on-demand computing services, only when they actually use this service requires payment, such as electricity and water utilities sector that's what they do.10. Apply knowledge updateWhencustomers seeking a product find out that they are not your company, they also influence other pot

54、ential customers. The financial gain you expect is flowing in, and the business returns from a deep customer orientation.Remarkably,Because most of the investments that create customer value are intangible (skills, information, knowledge, expertise, partnerships, etc.), they can be reused without frayi