以顾客为中心之真正含义Customercentric is the real meaning.docx

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