What Customer-Centric, Customer-Obsessed Companies Must Do
In building relationships with and value for customers, my longtime observation is most organizations tend to progress through several stages of performance: customer awareness, customer sensitivity, customer focus and customer obsession.
Here is the "executive summary" version of some conditions of each stage.
Customers are known, but in the aggregate. The organization believes it can select its customers and understand their needs. Measurement of performance is rudimentary, if it exists at all; and customer data are siloed. There's a traditional, hierarchical, top-down management model, with "chimneyed" or "smokestack" communication (goes up or down, but not horizontal) with little evidence of teaming.
Customers are known, but still mostly in the aggregate. Customer service is somewhat more evident (though still viewed as a cost center), with a focus on complaint and problem resolution (but not proactive complaint generation; internal groups tend to point fingers and blame each other for negative customer issues). Measurement is mostly around customer attitudes and functional transactions, i.e. satisfaction, with little awareness of emotional relationship drivers. The organization has a principally traditional, hierarchical, top-down management model, with "chimneyed" or "smokestack" communication (goes up or down, but not horizontal), with some evidence of teaming (mostly in areas of complaint resolution).
Customers are both known and valued, down to the individual level, and they are recognized as having different needs, both functional and emotional. The customer life cycle is front-and-center; and performance measurement is much more about emotion and value drivers than satisfaction. Service and value provision is regarded as an enterprise priority; and customer stabilization and recovery are goals when problems or complaints arise. Communication and collaboration with customers, between employees, and between employees and customers is featured. Management model and style is considerably more horizontal, with greater emphasis on teaming to improve customer value processes.
"Marketing Nuggets" will include observations regarding trends, and often study results, representing current, real-world issues of high importance to direct marketers. Those issues include omnichannel communication usage, mobile marketing, content, informal offline and online social communication, consumer behavior, message personalization, internal customer-centric processes and organization, strategic customer life cycle planning, proactive employee contribution, etc.