In order to be
successful & viable firm the twenty first century a company must have a
customer centric capability. The early movers will gain a competitive
advantage, while straggles will scramble for competitive necessity
Today, nobody
owns the customer, the customer own you. The customer may want to talk to the
salesperson or to the distributor. The customer may want to talk directly to
the service department. He or she may want to deal face to face or by
telephone, fax, or e- mail. And customer who poses a question or complaint be
email expects the salesperson to provide an answer to query during their next
face to face meeting. If the salesperson cannot answer the question, the
customer sees no relationship. To have a relationship, the company need to be
able to do business the way the customer wishes.
1.
Surviving the customer
revolution
o
That being customer- centric
means literally organizing around the customer
o
The complete definition of
organization (its more than just structure)
o
The definition of
customer-centric organization and its contract to a product centric
organization
o
How your organization compares
to a complete customer centric design
o
How customer centric your
organization really is
2.
Customer Centricity
o
That different solution
strategies require different levels of customer centric organization
o
The solution strategies very in
their scale and scope and integration requirement
o
How do determine your solution
strategy with strategy locator
o
How to use the strategy locator
to position your company on the customer-centric continuum
o
Hoe to use lateral form or
organization to align the power and authority of your organization with your
solutions strategy
3.
Light Level Application
o
How to apply the strategy
locator to the light version of customer centric strategy
o
How to use customer tern as the
structural form for light strategy
o
How to implement the total
organization design by using management process, measure, reward, and people
practice to complement the strategy and structure
o
That the leadership is the key
ingredient for putting all of the pieces together
4.
Medium Level Application
o
How to apply the strategy
locator to a more complex customer strategy.
o
The more complex strategy
requires more complex organizations
o
How to evolve the organization
by building, capabilities and then moving to more complex forms
o
How to use customer account
units to customize package for different customers.
o
How to use CRM systems in the
customer – centric organization
5.
Complete level application
o
How to apply the strategy
locator to the most complete solutions strategies
o
How IBM created an organization
that can act as One Company”
o
The definition of the front
back organization model, which combines a customer centric front end with
product centric back end
o
The different between
horizontal generic solution and vertical industry specific solutions
o
How a solution process like CRM
are used to manage the complex interface that go with high scale and scope
solutions.
o
About the Kind of Human
resources practice that are needed to support customer-centric organization.
6.
Alternate High Level Solution
Companies
o
About the companies in their
industries that have
o
That there are variation in the
front back structure. Samsung applies it to division: Procter & Gamble,
Like IBM, Applies it to the whole company.
o
That a successful solutions strategy
requires the selection of customer who desire solution
o
That doing business the way the
customer wants to do business causes a complex front end of the structure and
value for the customer
o
That Procter & Gamble
evolved first in the United States and then moved globally
o
How to manage the change
process itself
Conclusion
The effective
solutions providers are those with strong leadership teams that confront and
resolve the contentious issues. These conflict are channelled into three key
management process for discussion, debate, and resolution. These process are
the strategic reconciliation of product and customers plans, the product
portfolio, and opportunity management process. These process are the forum for
exercise of strong leadership.
Adopted book of Jay R. Galbraith (Author of Design Organization)
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