William F. Brendler

By William F. Brendler The CEO of a large manufacturing company was frustrated at the slow progress his company was making transitioning from a product-focused company to a customer-centric one. Each time the top management team met, the main topic reverted to problems executives were having regarding their customers. The meetings ended in conflicts that managers couldn't resolve. Problems were identified: It took five days on average to enter, process and fill orders—an eternity in today's fast-paced business climate. CSRs didn't have instant access to product information, and they delayed customers on the phone while they located account information. The inability

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