Written by Monique Jansen for Buljan & Partners Consulting
Today the majority of businesses continue to be structured in a traditional manner, either through an organizational chart or a mixed approach (a combination of conventional methods and project management). On the other hand, although businesses are starting to enter the digital era, they are still very much in the process of adapting. As a result of this situation, there is a huge amount of confusion between different departments and project teams over who is the customer ‘owner’. Continue reading →
Written by Raquel Calleja for Buljan & Partners Consulting
This year marks the 15th anniversary of Buljan & Partners Consulting and as part of the commemorative events we’ve arranged visits to some companies of reference in CX like Loewe and Inditex. But we also wanted to pay a visit to the company we’ve always dreamed of being: the one that abandons the traditional silo structure and evolves for the good of its customers into a company organized around Customer Journey. Continue reading →
Written by Ignacio de Andrés for Buljan & Partners Consulting
Know your customer: easy to say, much harder to perform. It’s been a while since the first time I heard about “know your customer” as a key factor in many Sales & Marketing strategies. In most of the cases, the excitement seemed to stop right after implementing an IT solution and filling it with loads of data. Why?
Written by Ana Mateu for Buljan & Partners Consulting
I always like putting things into perspective. I guess it comes from my school days, and I find it very interesting and helpful. At times, it may seem distressing to realize that there is always more than one alternative, more than one side, more than one outlook, more than one way… However, practicing the art of perspective in everything in life can also be very rewarding.
I first came into perspective and its meaning in drawing class. It is of key importance when learning how to draw, to know how to place the objects in their framework.
When applying perspective to Customer Centricity, its own name implies that the Customer ought to be at the center of the picture. That is: at its core. The axes support the center, the angles flow and the whole picture is framed within the horizon line and the outlook of the viewer.
Written by Luis Hergueta for Buljan & Partners Consulting
There is a very meaningful and unique icon in our company and it is sunflowers. And the explanation to this is because sunflowers turn to its origin of life -the sun- as well as a company turns to its reason of existence -the customer-. And that is clear. The sun never stays exactly in the same position since days and nights start all over again every 24 hours.
Written by Silvana Buljan for Buljan & Partners Consulting
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 Consulting
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.