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1、以顾客为中心之真正含义（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 costly and have l
2、ittle effect. The reason for this is that their understanding is too superficial for the true meaning of customer orientation. Fortunately, there are some businesses that go beyond the development of new technologies, new products and services, and through comprehensive organizational change, it is
3、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 customers purchase behavior, is not some sophisticated new products design, nor even custom car production proce
4、ss 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 customers feel insepa
5、rable. 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 stronger, the r
6、eal sustainable gains come with it. No product or service per se can achieve this effect. The behavior of the company is 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 reward businesses, giving
7、 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 company not only provides insur
8、ance 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 and extra spending. Danish InternationalHealthInsurance is such an insurance company, it operates in 150 countries. It is also the br
9、eakthrough 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 excitementThis is the first breakthr
10、ough 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 someone else has to help them see it and feel it. It is easy to spot the breakthrough when
11、 companies arrive at a crisis turning 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 spending on materials
12、(because they can now get publications from the web, and often free), thats what patu does. The group is one of the worlds leading information providers, and padu has served as chairman and CEO of its U.S. company and federal market. At the beginning, it was intended to cut costs and discover new in
13、formation. 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 to pay for information that hel
14、ps 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 increasing profits.Explore the inne
15、r guideBecause of the depth of customer orientation requires new ways of doing things, not just to listen to your customers and respond, so the company needs to have some open managers, they are determined to say goodbye to the past, in the formidable unknown feeling. Such managers are the leaders o
16、f a company. These guides, in addition to accepting new ideas, 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 future.Third, define market new spa
17、ceBusinesses 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 cant imagine.To define market space is to achieve customers through ha
18、rd 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 database or business department. They never
19、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 customers achievements, giving employees clear ideas, sense of direction and common
20、goals.Rely on market research to let customers tell us what they want, because new ways 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 the German branch staff asked to put the
21、ir 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, when patients returned home, the company usually provided basic services and equipment such as nurses and wheelchairs. When a
22、new market space is expressed, however, a new direction can be clearly communicated to doctors, hospitals, patients, Baxters headquarters and partners.Eventually, the German branch and some of its partners created a new, profitable business called home supply and recovery4. Identify value opportunit
23、iesThe 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 three). You can add or subtract its members
24、as 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 value recognition is customer behavior cyc
25、le 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. Baxter medical successfully defines a new mar
26、ket 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 provided to patients, as well as provided by the who.Profitable opportunities lurk in the detail
27、s of customer behavior cycles. BPs 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 new way to buy and use energy to reduce costs and harmful emissions. Throug
28、h the customer behavioral analysis tool, BPs team found that the truck company was 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 emissions, adding to vehicle wear and tear, equiv
29、alent 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 only recognizes the value proposition, but also e
30、nables 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 about business plans, but a creative business case
31、can show an exciting picture that strikes people at both rational and emotional levels. The case can also show how companies can contribute to market space, and business plans are generally just a list of the different parts of a companys different divisions. They can neither help customers produce
32、results or achieve goals, nor tell people how to 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 mature health policy to a lifetime of healthy and safe
33、 market space, has grown at a 20 per cent annual rate, while its rivals have mostly declined.IHI has come up with a business case to the companys customers, forcefully proves that the investment on the health of body and mind to employees health problems for processing saves 70% of the time, so as t
34、o improve the productivity, reduce the cost. This case includes the rich details of using customer behavior cycle analysis.Vi. Quantitative improvement objectivesWhen such a deeply customer-oriented company sees how much its business metrics can improve, it is the next breakthrough. Cycle analysis t
35、o 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 example, customers can refer to the patent applicatio
36、n 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 publications.The goal of quantitative improvement a
37、lso 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 person must be alert to a deep-seated tendency in
38、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 that prefer complex details can use the net pr
39、esent value of cash flows. But if the company thinks 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 customers and employees. The best way is to make c
40、ustomers 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 selected group of customers, the leader of the cus
41、tomer.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 are key areas. The practice shows that the involvement
42、 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 longer. Some companies, such as BP, are very confident at
43、 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 economy concept, BP works with its main manufacturing customers,Help them use, convert, and reuse their energy to reduce thei
44、r 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 company engaged in daily business colleagues seriously new concept, this is even more diffi
45、cult than looking for external partners. But colleagues ultimately have to work together. Closed, isolated corporate structures, ideas, and behaviors cant produce the desired results. To get a colleagues cooperation, it is necessary to be attractive in both sense and emotion. BP has long been known
46、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 other business units to work together in the early stages. The invitees felt more engaged and relaxed than the others, and th
47、e 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 customers eventually gave BP a bigger share of their energy spendi
48、ng. Celebrating successes also helps people to work together. When a group of LexisNexis managed to model a business concept, the whole LexisNexis celebrated the teams results. This kind of identity promotes the customer orientation of the whole company and also drives the actual action.9. To achiev
49、e 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 customers to say yes. Take a public sector. The governments reform of medicine has allowed pharmacists to control their patients more consciously. Part of the reason for this success