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What is your organization’s claim to fame—operational excellence, customerintimacy or product leadership? If your focus is customerintimacy, do the employees who personally excel at operational excellence and product leadership feel engaged or disenfranchised in your workplace? How are you doing in the other two areas?
Upon review, the provision of a Web-based sales support product was determined to be needed as a condition of project completion; CustomerIntimacy Project: A regional financial services firm new it was losing customers because they lacked the necessary tools to give their customers the attention that they sought.
The authors argued that companies had to pick between one of three paths to value creation and success in the market – operational excellence, customerintimacy or product leadership. Back in my own days as an executive, I was hugely influenced by a book called The Discipline of Market Leaders.
Key findings from the IBM study: Today’s complexity is only expected to rise, and more than half of CEOs doubt their ability to manage it. The most successful organizations co-create products and services with customers, and integrate customers into core processes.They are adopting new channels to engage and stay in tune with customers.
Bar coded packaging today drives inventory control, P&L calculations, and all manner of financial management processes. And, maximizing the clerk’s productivity meant keeping her focused on the rules of the registry more than on the concerns of the customer. We seem to be getting longer on high tech; shorter on high touch.
As a direct marketer we have been good at customerintimacy. We know a lot about our customers. We have known for a long time that we needed to be operationally excellent, but in the past we''ve fixed problems reactively, after the event, to keep customers happy. But it isn''t easy.
While a focus on lowering costs, improving quality, and providing consistent, reliable service will continue to be important, I see a shift in the coming decade to combining operational excellence with customerintimacy: tailored solutions for individual customers based on a deep understanding of their needs.
Know your customers intimately. Never settling, IBM management charged a taskforce with developing a personal computer to compete in the young, growing market for smaller, more versatile machines. Newly appointed CEO Lou Gerstner logged thousands of hours visiting customers, industry experts and analysts.
Yet at the same time they use these standards as a springboard for creating unique solutions for each customer based on a deep understanding of their needs. (I I call this understanding and tailoring "customerintimacy" ). The result is a powerful combination that fulfills two customer value propositions at the same time.
Customer tracking data is typically sent to the location analytics vendor where it is analyzed and accessed via online dashboards that provide actionable data tailored to the needs of specific employees — from the store manager to the executive C-suite. We are in the Age of the Customer.
We spoke with Mike Moorman, a senior leader in ZS Associates'' B2B sales and marketing practice and a leading authority on sales management, about how inside sales (which refers to sales positions done remotely from headquarters, without face-to-face meetings with clients) is transforming the way that B2B companies interact with their customers.
Seed investors are mostly operating as growth investors, expecting that the entrepreneur will somehow manage to bridge the gap and bring a concept to realization. Through these kinds of dialogues, entrepreneurs diagnose real pain-points in customers, and end up building products that customers are willing to pay for.
In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customerintimacy, by changing methods, reengineering processes, and transforming culture. IBM: Applying a Hybrid Design-Thinking Approach.
having sacrificed customerintimacy for increased operational excellence gains through widespread cost cutting, are well documented. The danger is that their management approaches cannot sense or respond to shocks. Organizational managers and leaders should be worrying about fragility in the face of such shocks.
Heat map data can then be used to compare stores and departments (or theoretically, even create rankings of employees) which all could be used to optimize the retail experience for particular customer segments. The digital tools we describe here deliver this elixir.
Example: Carol owns a small business and needs a customer relationship management (CRM) platform. Supporters: These customers are aware of your company and brand, and buy from you consciously. They may be willing to share their opinions, skills, relationships, and even their real assets (cars, apartments, etc.)
By addressing common (and often difficult) questions in such an up-front way, the impression customers get, said Sheridan, is "Oh my gosh, these guys are so honest.". Developing customer trust requires managing interactions sensitively in an environment of increased transparency. This transparency works both ways.
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