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Are%20you%20becoming%20customer-centric

Are%20you%20becoming%20customer-centric - Are you becoming...

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Are you becoming customer-centric? An OMC Group White Paper Version 4.0 November 1999 Written by Chris Lawer, Founder, The OMC Group Copyright © OMC Consulting Limited 2004. All Rights Reserved Contact: [email protected]
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Are you becoming customer-centric? | 2 An OMC Group White Paper Copyright © OMC Consulting Limited 2004 Version 4.0 IMPORTANT NOTE: This paper was written in 1999. An updated version will be available shortly. Executive Summary There is an ongoing debate about the scope and influence of relationship marketing and what is meant by customer loyalty. This paper synthesises opinion by arguing that loyalty can only be earned by having a superior customer value proposition in the first place. It describes a four-zone “customer value impact” framework for the measurement, planning and implementation of strategies designed to grow firm customer-centricity. It highlights the key principles that must be followed for any development programme to be successful. Although recognising that most initiatives will be highly context dependent, the paper concludes that in all situations, an optimised programme of change is the only route to enhancing levels of organisational “customer-centricity”. Introduction We all know that to we need to “get closer to the customer” to increase share and fight off the competition, particularly in these fast-moving and turbulent competitive times. But how can you be sure that your organisation is fully optimised towards meeting customer needs and if it isn’t, how do you go about changing what you do or the way you are organised? What are the key principles that have to be considered? In this paper, a simple framework is presented to help organisations overcome these challenges, to identify key barriers and to plan and implement an optimised set of strategies for the development of firm customer-centricity. Relationship marketing, CRM and customer-centricity There is confusion regarding the nature, scope, role and influence of customer relationship marketing. From a functional perspective , many marketers believe that the route to customer loyalty is through the operation of a number of mechanistic, tactical initiatives such as loyalty cards, points schemes, events and promotions. It is hoped that customer incentives and rewards are a sufficient basis to build loyalty, generate knowledge and change customer behaviour. On the other hand, an organisational perspective views relationship marketing as a total firm- customer orientation – one that seeks to integrate and align multiple sources, processes and activities for creating superior customer value on a consistent basis. In this paper, we propose a measurement, planning and strategy development framework for organisations wishing to embrace relationship marketing, and customer relationship management, as a total business philosophy. By focusing on each of the customer value “impact zones” of the framework, we argue that firms will be able to discover new means to boost their overall levels of “customer-centricity”.
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