Commentary on the Quest for Customer Focus
Commentary on The Quest for Customer Focus
Many companies have invested in CRM systems in their quest to get close to their customers. However, getting closer to customers requires not only technology and tools but also an organization-wide journey of learning new ways of thinking and acting. In the article, Gulati and Oldroyd illustrate a journey of four stages with the obstacles and essential changes along the way.
Authors explain that 17 diverse companies all took a very similar passage to their destination of becoming more customer-oriented. Customer-focused companies such as Continental Airlines and Royal Bank of Canada followed a meticulous four-step process begins with communal coordination, proceeds to next stages; serial coordination and symbiotic coordination, and complete with integral coordination. Communal coordination involves the creation of a central customer information repository. In the second stage, serial coordination from neutral centralized IT through analytical experts and on to the business units enables firms to draw assumptions from the accumulated customer information. The stage three, symbiotic coordination, requires shifting the focus to future behaviour of customers from past interactions. Lastly, at the integral coordination stage, companies focus on bringing a more sophisticated understanding of customers into all daily operations.
These companies recognize three essential concepts: learn about individual customers and their past, current and future needs and behaviours; this information is worthless if employees do not or cannot share it; and use this customer insight to design and deliver its products and services, and shape the organizational structure and strategy.
Successful customer-orientated companies like General Electric (GE) constantly endeavour to find new ways of managing the flow of information about their customers. Among other things, after collating and analyzing