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The Customer Culture Imperative reveals the key disciplines of customer culture that consistently predict enhanced, sustainable business results. Each one is linked to a particular strategy and drives predictable and measurable improvements in one or more business performance factors--from innovation and customer satisfaction to growth in sales and...
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... prerequisite for consistently good customer experiences is a strong customer culture. Figure 1.1 shows customer culture as the foundation that creates customer experience that in turn provides customer satisfaction and advocacy. When customer advocacy is created, you have consumers or business customers who are trusted, influential, and talking about your business in a positive way. ...
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... overall correlation we found between customer culture and business performance is high at 0.57, as shown in Figure 1.2. We compare this correlation with other commonly known correlations and see this is almost as strong as 'temperature and nearness to the equator' -indicating the further you are from the equator the colder it is. ...
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... expose the risks that a company's capabilities will not support its strategy. The names we have given these seven traits and their associated behavior summaries are given in Figure 1.3. ...
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... traits also have a decisive impact on sales growth, profit growth, profitability, customer satisfaction, new-product success, and innovation. In Figure 1.4 they show each trait as a driver of particular business performance outcomes. These customer culture traits predict better, sustainable business results. ...
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... may be considered a relative strength, whereas customer insight at the 60th percentile could be improved significantly by introducing behaviors and processes designed to improve current customers' experiences with the business. Figure 1.5 shows the customer culture model in which the seven cultural traits are measured. It depicts a hypothetical business with the highest level of customer culture in which all traits are measured at 100 percent. ...
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... Like? Figure 1.6 shows an example of the Market Responsiveness Index results of two real companies-one for a high-performing business, and the other for a low performer. The more shading reflects a stronger customer culture that drives better business performance. ...
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... more shading reflects a stronger customer culture that drives better business performance. The low-performing business (depicted on the right side of Figure 1.6) shows low benchmarked scores on customer disciplines being the 34th percentile on customer insight and 4th percentile on customer foresight, which indicates significant risk on those factors. ...
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... had achieved its revenue and profit goals for 21 straight quarters. In the Figure 1.6 image on the left it shows this firm is relatively strong on all elements of customer culture, which links to a sustainable competitive advantage. This business is highly likely to outperform its competitors for the foreseeable future if it maintains or adds to its customer culture strengths. ...
Citations
... The turn towards customers and adopting customer-centric orientation is mainly discussed in relation to large corporations, but as the study shows it also affects SMEs. [Kotler et al. 2010;Brown, Brown 2014;Peppers, Rogers 2016] The particular information about the enterprises does not heavily influence the general distribution of responses illustrated in Figure 2. For companies with limited liability taking into account the expectations of stakeholders seems to be more important than for stock corporations and companies which are run as single economic units. ...
... In order to be successful and remain competitive, organizations must know the needs and wants of their customers (Barwise and Meehan, 2011). The importance of customers has been highlighted by many researchers and academics including: Leather (2013), Brown and Brown (2014), and Van der Merwe (2014). Buttle (2009) fundamental reason why organizations want to build good customer relations with their customers. ...
... From the review the researcher identified five customer management frameworks that were critically reviewed as part of "documents". The five customer management frameworks were based on the following authors' work: Faulkner (2003), Leather (2013), Van der Merwe (2014), Brown and Brown (2014) and Gulati (2009). The decision to choose these frameworks was based on the approaches the authors adopted, the way they developed their themes, and their overall perspectives of the customer management phenomenon. ...
... The researcher critically reviewed five customer management frameworks as part of the primary document review. These frameworks critical reviewed were Faulkner (2003) Leather (2013) Van der Merwe (2014), Brown and Brown (2014) and Gulati (2009. Patterns that merged from these documents were noted and coded accordingly. ...
In this chapter, first of all, the basic concepts in the field of marketing will
be explained in order to understand the subject better, and then the historical development of marketing will be examined as well. In the last part, the way that companies should apply in a customer centric marketing approach to struggle in the intense competitive environment will be presented in details.
Unternehmen stehen in Zeiten der Digitalisierung und der Arbeitswelt 4.0 vor neuen Herausforderungen und müssen in kürzester Zeit Veränderungen bewältigen und Chancen ergreifen können. Dabei wird erwartet, dass sie Innovationen vorantreiben, Kunden binden und gewinnen sowie die Potenziale neuer Arbeitsweisen erkennen und nutzen. In diesem Beitrag werden hierzu zunächst Hintergründe und Entwicklungen in den Bereichen Management, Innovation und Arbeitswelt 4.0 - wie etwa der Wandel von der produkt-hin zur kundenzentrierten Unternehmensführung und die Relevanz der Nutzerintegration in Innovationsprozesse - angeführt, die Unternehmen herausfordern, Agilität zu fördern und Kunden in den Fokus zu rücken. Vor diesem Hintergrund gewinnen kundenzentrierte Managementansätze wie Customer Centricity und Innovationsmethoden wie Design Thinking, deren Vorgehensweise durch eine konsequente Nutzerorientierung gekennzeichnet ist, in der Unternehmenspraxis immer weiter an Bedeutung. Den Schwerpunkt des Beitrags bildet daher Design Thinking mit der Beschreibung der grundlegenden Arbeits-und Denkweisen in einem nutzerzentrierten Prozess: Es werden die zentralen Elemente und Prinzipien sowie Phasen in einem Design-Thinking-Vorgehensmodell dargestellt. Darüber hinaus werden ein Design-Thinking-Prozess und die einzelnen Phasen am Praxisbeispiel eines eintägigen Design-Thinking-Workshops näher erläutert. Hierzu wird eine Auswahl an Methoden vorgestellt, die entlang der Phasen des Design-Thinking-Prozesses praxisnah beschrieben und mit Aufgabenbeispielen aus dem Workshop veranschaulicht werden.
