Customer-Centered Growth

Customer-Centered Growth

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Whiteley, Richard | Hessan, Diane Addison-Wesley, 1996
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IN THIS SUMMARY

Many organizations are struggling today because unlike successful customer-centered enterprises, they have remained internally focused. Their distracted managers and employees seek business opportunities everywhere instead of focusing on providing world-class value for well-defined customers. They invest heavily in poorly coordinated customer research, taking little action on the gathered data, and failing to develop clear listening strategies to predictably deliver what customers seek. Instead of producing a collaborative way of working, they have allowed "new" management trends to disrupt traditional processes- but without acquiring a consistent way of getting things done. Service is a "support function," treated as a necessary evil rather than as a "branded" proprietary process. And executives attempt to "facilitate" growth from their offices rather than fight in the trenches alongside their employees and customers. Customer-Centered Growth employs accessible conceptual insights and hands-on practical advice to break through the mystique surrounding successful companies showing how any organization can provide worldclass value for its customers by predictably delivering what the customer seeks, and in this manner build competitive advantage. The authors’ concept of customer-centered growth and the five strategies they so thoroughly detail for achieving that growth are the result of Forum Corporation research that includes the real experiences of managers and experts in nearly 200 companies on six continents. Thus, the extensive array of specific guidelines, techniques, and action steps they share with the reader are actual practices employed in successful enterprises worldwide. Every insight, premise, and/or technique is accompanied by several real-life examples-examples drawn from well over 100 enterprises-from convenience store chains to global telecommunications giants. Conscientious executives and managers who are serious about moving beyond rhetoric and actually doing something to achieve dramatic growth will find that this work is a well-organized and dynamic "toolkit" that they can practically and effectively use to tailor customer-centered strategies to their own unique situations.