Introducing new processes, mastering transformations, overcoming challenges: A company that is intensively concerned with itself can be highly satisfied with its performance. But where is the customer? The needs of customers change at least as fast as the markets. A company must keep up if it does not want to be left behind by the competition. This calls for a consistent change of perspective from time to time: the focus is not on the company and its products, but on the customer and his or her needs.

Change of perspective: Customer Centricity for more growth

Customer Centricity Management provides the necessary tools for an agile and customer-centered implementation. The customer need is the starting point for all strategies and development steps of the company. It is possible that a company will need new capabilities for this or will have to change its business model. Based on this customer-oriented corporate approach, the appropriate strategies, concepts and methods are developed for the medium-sized company and implemented in the company.

The core question for a company remains: What does our customer want? In order to really recognize and understand the needs of the customer, one needs data. This can come from customer relationship management systems, online shops, platforms or other sources. Data plays a key role in a customer-centric orientation and, in combination with a touchpoint analysis, provides essential information about the customer. The analysis also reveals the pain points, i.e. the brand contact points where the customer is disappointed.

Sharpening one’s own customer orientation and constantly developing it further is an important factor for a company to position itself well in competition. In this way, services can be offered that fully meet customer needs and are sustainably better and more satisfactory than those of the competition from the customer’s point of view.

The degree of customer orientation is decisive for success and it is the task of the entire company to implement it. The goal is not only to retain customers in the short term, but also to build up a loyal customer base in the long term in a customer ecosystem that offers them tailor-made experiences – including a customized after-sales service.

Think big: approach change together with the customer

For a refocused customer-centric approach, there are several set screws that are relevant:

  • Attractive customer touchpoints: When does the customer make contact and how does he or she experience the customer journey? A precise analysis of the customer decision cycle from research to decision and purchase to recall provides important insights, sometimes also aha experiences and recommendations for action for an optimised sales strategy. To ensure the greatest possible individuality for the customer and at the same time the greatest possible flexibility for the company, we recommend omni-channel sales.
  • Customer-centred sales: A flexible sales model that operates via analogue and digital channels ensures that the customer himself can choose the preferred way of contacting the company – regardless of whether he wants to interact with the company, seeks information or wants to buy. In the course of this, the company’s own IT infrastructure is also scrutinised and optimised if necessary.
  • Direct exchange: There are various ways for a company to enter into dialogue with its customers. The company can get a customer advisory board in-house or set up portals to receive customer opinions directly and in real time. The feedback from the communities provides important information for a successful strategic orientation and the company can expand and advance its customer-centric approach in a targeted manner – in a customised customer ecosystem.
  • Make targeted use of customer data: Only a company that has sufficient customer data and an overall view can really know its own customers well. AI systems in which customers are created with an ID and which manage and merge the data volumes in a structured and transparent manner are indispensable for this.
  • Agile implementation: By implementing pragmatic approaches and agile Scrum methods, cumbersome and inflexible approaches are thrown overboard. Instead, methods, tools and procedures are chosen that help to achieve the project goal quickly and easily. The team gets down to business quickly, coordinates regularly, develops iterative pilot solutions and keeps moving. Various tools and processes such as Kanban Boards, De-sign Sprints or User Stories support the team in managing projects skilfully and steering them in a customer-oriented way. Interdisciplinary project teams can also be used as a driving force to quickly develop new pilot projects – also together with experts.

Conclusion: If the customer’s requirements are becoming more individual and change more quickly than yesterday, a company should take this development into account in its structure. THE MAK`ED TEAM analyses the strategic orientation for customer-oriented corporate development, draws up an individual roadmap and accompanies companies in the successful implementation of customer-centricity management in the various corporate divisions. In this way, medium-sized companies can successfully set themselves apart from the competition with a customer-centric orientation – and achieve a unique position in the eyes of the customers.


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