According to experts in customer relationship management (CRM) solutions, CRM considers customers (customers) as the focus (customer orientation). Therefore, businesses that want to successfully apply CRM must be customer-oriented businesses. This article helps businesses change their perception before starting to apply software (PM).
From product/service oriented businesses to customer oriented businesses
Today, customers have more rights in choosing the products/services (products/services) they want to buy. Their choice is based on their own perception of the quality and value of the product/service. Companies need to understand the factors that determine customer value and satisfaction. Value for the customer is the difference between the total value the customer receives compared to the total cost the customer has to spend to receive the product/service. Customers often choose products/services that best satisfy (most suitable) their needs and desires.
Product/service oriented companies are often introverted and find it difficult to adjust to an extroverted culture. Signs of inward looking companies are many, for example: High inventory, increased customer complaints, high level of customer churn, reduced customer benefits
A customer-oriented company is a company that can clearly identify who its current and future customers are, where they are and what they want, where the company's production and business activities are viewed through the eyes of by KH himself. The company regularly monitors the value of the products/services it has been providing to customers and always finds ways to improve those products/services. The biggest difficulty for them is to ensure there is full awareness of everyone in the company about customers and to ensure that not only those directly involved in sales and service are the only people in the company who can evaluate and understand customers.
When companies shift from a product/service-oriented perspective to a customer-oriented perspective, they will create and implement programs to entice customers to come back, buy more products/services, and stay loyal to the company. ty. The challenge is to build a special relationship with the company's "best customers" so that they feel cared for, understood, and enjoy the special privileges and rewards that the company offers. again.
Activities of customer-oriented enterprises
As we all know, the success of an enterprise in customer orientation depends not only on the good work results of each individual department, but also on the good coordination of activities of different departments. Departments in an enterprise often tend to maximize their own department's benefits, not for the benefit of the company and customers. For example, the sales department rushes to immediately commit to customers about products/services without thoroughly finding out what their real needs and desires are, nor knowing whether the production department's capacity can meet them. Can it be met, but only to complete the department's revenue target. Purchasing departments often choose cheap means of transportation such as railways to send goods to reduce shipping costs, but delivery times are slow and force customers to wait for a long time. Each department puts up obstacles that delay deliveries and reduce the quality of customer service. To solve this problem, more attention needs to be paid to the harmonious management of core business processes, because most of these processes require cross-functional input and collaboration.
Every customer-oriented enterprise tries to serve and satisfy maximum customer requirements. However, not all of KH's suggestions are good, although most of them are useful ideas, there are also many that cannot be implemented or are not economically effective. Following those recommendations at random is fundamentally different from the market-centric perspective, which means having to carefully choose which customers you will serve and harmoniously combine benefits and prices. Need to know how to withdraw wisely from offers that the company cannot meet.
Customers need a unified point of communication. We want all employees of the organization to be working as a unified team so that all our transactions with customers are as comfortable as possible. Customers want to receive accurate and consistent answers. Each transaction with the customer is unique; Business policy cannot predict every situation that may arise in practice. Often those who are most involved in an event are the most qualified to determine the best course of action.
In short, to survive and stand firm in an increasingly fierce competitive environment, businesses need to know how to intelligently use available resources to meet the needs and desires of customers. Your business's efforts and dedication to customers today will determine its success and development in the future.
Becoming a customer-oriented enterprise to create value for customers is a process consisting of 3 basic steps:
• Step 1: Consider customer satisfaction as the goal and motivation for the entire enterprise.
• Step 2: Redesign and fundamentally improve the overall appearance of production and business activities, processes and capabilities to create this value. It includes redesigning key support processes and building the capacity of staff and organizations to support the organization's overall goals.
• Step 3: Make necessary changes or continuous improvements to best meet the ever-changing needs of customers and the market.
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