In the previous blog post, we discussed about how customer-centricity is defined, the different perceptions between companies and their customers with regards to it and what are the challenges that the organisations are faced with that prevent them from being customer-centric.  The article did close with the question: ““Is there anything that we can do about it?”.

According to Australian professors Adrian Payne and Pennie Frow, authors of the book “Strategic Customer Management”, there are five general processes that are necessary for an organisation to be customer-centric. First, the strategy-development process must also include a customer strategy.  Second, the dual value creation process in which initially we create value for the customer and consequently for the company.  Third, the multichannel integration process that involves all the customer touch points.  Fourth, the data-management process that includes the collection and analysis from all different functions, and finally, the setting of the correct metrics and reporting procedures that link actions to results and overall performance.

Based on these findings, the process of becoming an organisation that is customer-centric, would appear to be extensive and complicated, but in my view, even the slightest amendments in our strategy and procedures may have a positive impact towards this direction, as after all, every single big journey commences with a small step.  For this to happen though, we need to constantly put ourselves in the customers’ shoes, as customer-centered companies are held together by the notion that all their decisions begin with the client in mind.    

From the above, it is clear that customer-centricity is ultimately a strategic choice, and when strategy is defined then the leaders of the company must be involved, in order to provide a vision and a clear sense of purpose for the entire organisation.  Moreover, it is imperative that leaders are committed to serve as role models and in any given instance to set the tone for the rest of the employees.

If this is the case, then all employees will act as the advocates of the client, which is one of the most common characteristics of customer-centered organisations.  Furtermore, a customer-centric culture would encourage workers to share information with their colleagues across all functions, so that the entire company would be in a much better position to meet customer needs.  Unfortunately, in most firms the norm is that Sales “own the customers” and that it is they that should care about them.

With the advance of technology and the abundance of information, companies are struggling to find ways to differentiate themselves from competition.  Being product-centric for competitive advantage may have worked well in the old days, but moving forward, it is about how firms will be able to focus on customer-centricity.  Undoubtedly, this is not an easy task, but in my opinion, exactly because is that difficult to implement, it will be also difficult for the competition to copy.