Written by Monique Jansen for Buljan&Partners
A personal story about my “Nespresso-itis”
Image Source: http://es.globedia.com
It usually helps understanding the effects of Customer Centricity just by analysing one’s own experiences as a customer. I recently asked myself the following question: Having been a Nespresso customer for more than 3 years and having spent more on coffee then on my mobile phone bills:
- Is it because of George Clooney?
- Is it because the coffee is just better than the alternatives?
- Is it because of their easy to access sales channels?
- Is it because of the brand image?
- Is it because of their Customer Centric attitude?
Written by Silvana Buljan for Buljan&Partners
When positioning Customer Centric Management in conferences, meetings with clients and even in discussions with subject matter experts from the industry, I come to the same conclusion as about 10 years ago: focus is on consolidating customer information (“I want to know”), across channels evolving with technology (from phone via Internet to social networks), and seeing in the customer a profitable cash-cow in the short term (“I want to sell better and more”). The only difference is the nomenclature: we don´t talk about CRM any more, but about customer centricity, customer experience, customer co-creation and, and, and.
The holistic view on customer management is still missing, because in the top rows of most organizations long term and profitable economic growth based on “doing the right things right” has disappeared from the agenda, and all initiatives related with customer management are considered as candidates for “automation”. Why don´t we learn from all the real cases that we have seen in the CRM industry since so many years? Demonstrating with business cases that technology without a business proposal, based on the company´s strategy and corporate values, has absolutely no value for excellent relations with customers, who in the long term are THE asset for improved business performance?
Written by Lisa Rottmann for Buljan&Partners
The Spanish financial crisis challenges even the largest and most valued companies and changes strategic trends in different market sectors. A few years ago, El Corte Inglés comfortably occupied the first place in the distribution chain of Spanish supermarkets, now Mercadona has stolen the “throne”.
Mercadona’s success is due to a commercial strategy based on creating value for and satisfying the needs of all stakeholders: customers, employees, suppliers and society – all of equal importance.