Customer Obsessed. Berridge Eric

Чтение книги онлайн.

СКАЧАТЬ action based on what the customer has said or maybe not said. If you actually listen, you'll figure it out.

      Here are some other rules that will assist in establishing a customer-obsessed organization:

      • No one owns the customer but someone always owns the moment. Seize each of those moments before somebody else does. Everyone in the enterprise should act like they own the customer and feel empowered to seize each moment expressly for the purpose of delivering outstanding customer service.

      • Find your equilibrium. This really is about you and your organization. You need to define what your enterprise is and what it means to every customer. Unfortunately, for some customers, your organization may not mean much to them at all; it may be just another replaceable cog. (That may be the most important thing you hear – if you are astute enough to catch it, probe for more insight, and then act on it.)

      • Identify and establish the natural rhythm of your organization – every organization has one. When people are puzzled by this statement, I point to the Salesforce product release cycle as an example of an organization's natural rhythm. Once you have identified your organization's natural rhythm, try to sync it with that of your customers, partners, staff, and other key stakeholders.

      • Keep your bearings in a fluid landscape. Since the advent of the cloud and cloud computing, the business landscape has been as fluid as it gets. Things continually change. The only sensible response is to avoid setting your business process, architecture, policies, and procedures in concrete. Design your business for maximum flexibility, but also maintain consistency.

      • Engage your people to the max. They want to be engaged and contribute in ways you may not even realize. Your staff produces the multiplier effect, the added profitable production that comes from the efforts of your staff, a gain MBA professors like to harp on. The more you can engage your staff, the more you can stimulate the multiplier effect.

      • Tap into human emotion. Done in the right way, at the right time, it is the most powerful tool you have. Automation is great, but it has known limits and constraints.

      • Be constantly alert to new, existing, and vampire competition. These are unnoticed competitors that ghost around in the background and shadows until they suddenly emerge into the light and quickly become a force to be reckoned with. These can often be the most dangerous, especially vampire competitors (those previously dead). They can and do arise; just look at Nokia and BlackBerry.

      Конец ознакомительного фрагмента.

      Текст предоставлен ООО «ЛитРес».

      Прочитайте эту книгу целиком, купив полную легальную версию на ЛитРес.

      Безопасно оплатить книгу можно банковской картой Visa, MasterCard, Maestro, со счета мобильного телефона, с платежного терминала, в салоне МТС или Связной, через PayPal, WebMoney, Яндекс.Деньги, QIWI Кошелек, бонусными картами или другим удобным Вам способом.

      1

      John F. Gantz, Darren Bibby, Chris Ingle, Philip Carnelley, Maria Gabriella Cattaneo, and Bo Lykkegaard, “The Salesforce Economy: How Salesforce, Its Ecosystem of Partners, and Its Customers Will Create More Than 1 Million Jobs and Add $272 Billion to Local Economies in the Next Four Years,” IDC White Paper, August 2015,

1

John F. Gantz, Darren Bibby, Chris Ingle, Philip Carnelley, Maria Gabriella Cattaneo, and Bo Lykkegaard, “The Salesforce Economy: How Salesforce, Its Ecosystem of Partners, and Its Customers Will Create More Than 1 Million Jobs and Add $272 Billion to Local Economies in the Next Four Years,” IDC White Paper, August 2015, http://www.sfdcstatic.com/assets/pdf/misc/The-Salesforce-Economy-White-Paper.pdf, November 2, 2015.

2

Gantz, et al., “The Salesforce Economy.”

3

Mat Honan, “Remembering the Apple Newton's Prophetic Failure and Lasting Impact,” Wired, August 5, 2013, http://www.wired.com/2013/08/remembering-the-apple-newtons-prophetic-failure-and-lasting-ideals, October 17, 2015.

4

Jim Clifton, The Coming Jobs War (New York, NY: The Gallup Press, 2011), 10–11.

5

Clifton, The Coming Jobs War, 10–11.

6

“Change.org,” Wikipedia, https://en.wikipedia.org/wiki/Change.org, June 6, 2016.

7

Zac Hall, “iOS 8 adoption bumps up to 81 % with help of Apple Watch,” 9TO5Mac, April 29, 2015, http://9to5mac.com/2015/04/29/ios-8-adoption-rate-2, October 10, 2015.

8

Nir Eyal, Hooked: How to Build Habit-Forming Products (New York, NY: Penguin Publishing Group, 2014).

9

Eyal, Hooked.