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Organizational Culture

Rebuttal: Customer Service is the New Marketing

By on January 18, 2013

In December, a panel of speakers on customer service topics discussed “Is Customer Service the New Marketing?”. The panel makes the case for marketing how well an organization serves its customers. This is not new. It’s the traditional ideas being warmed over. The panel’s message to organizations is, essentially, don’t change your approach to customer service; simply market it better.

Adaptability for Customers

By on November 14, 2012

What it means to work with customers is inevitably evolving. It’s crazy to believe that the culture which a company had twenty years ago could connect with customers today. It must be adaptive.

Inside Information

By on September 26, 2012

Thinking like a customer, when it is engrained in a culture, creates freedom – the willingness to point out shortfalls in current company processes and the passion to identify new opportunities that will make their company easier to work with.

Undiscussability

By on July 25, 2012

Most writers and speakers about customer service are focused on simply describing it, rather than paying attention to how to create the leadership characteristics that they want companies to develop. Their work seems to manifest itself mostly in generalizations and to imply that those generalizations will always work for your organization. Beware of what seem to be shortcuts.

Unfinished Business

By on February 1, 2012

In Customer 3D organizations, telling customer success stories helps to spread the behaviors that created the good ideas. What results is a shared passion for helping customers which manifests itself in greater employee empowerment and collaboration.

Enthusiasm for Customers

By on December 28, 2011

The Customer 3D system creates enthusiasm among employees because they are aligned around doing something meaningful for their customers. Work becomes much more satisfying and they become more effective.

What Will Be Different?

By on April 6, 2011

Put your organization on a journey that creates a customer-centered culture. Design a culture that is empowered to “own” the customer in every interaction. Where you are in two years will be dramatically different—and better.

Changing the Culture

By on January 5, 2011

Real customer-centricity will not happen without a strong culture that is empowered to think first about customer needs. Changing the culture of your business from product-centric and rules-driven requires leadership that expects employees to “do the right thing” for customers

Customers’ Perceptions of You

By on December 8, 2010

There is a pattern in all of the four pictures of Matisse, which allows the viewer to recognize him. Likewise, in organizations there is a wholeness, which is recognizable by customers. This wholeness is the real nature that determines everything about the organization.

Superficial Relationships

By on December 1, 2010

Customer-centered organizations create a deeper relationship with customers. By moving beyond a product-centric, “A to B” mentality, their culture of continuous improvement for all of their customers builds a more substantive relationship. They are legendary, rather than ordinary.

Sharing with Customers

By on October 27, 2010

A culture of sharing reinforces the belief that you and your customers have a common purpose. And this spirit of collaboration translates into a message that these customers can trust you to work on their behalf. It is empowering, both for employees and customers.

Linear Thinking for Customers Won’t Succeed

By on October 20, 2010

Highly customer-centered organizations believe they live in the same environment as their customers and they educate their employees to carry out a strategy that judges every action by the customer success it delivers.

How to Eliminate Customer Boundaries

By on October 6, 2010

Boundaries disappear with a customer strategy that is proactive and focused, not reactive. It should articulate a basic philosophy that aligns all employees and brings confidence and clarity to how they can contribute to stronger customer connections.

Making Sense to Customers

By on September 15, 2010

Making sense begins with the recognition that meaningful work involves finding a better solution for the customer. If the old structure was static, the new version is metamorphic: in readiness to become something else if that is what helps it connect with its customers.

Visual Thinking

By on September 8, 2010

All organizations should have a clean, clear vision of how they look to their customers—a 3D version that includes every aspect of the relationship. It doesn’t just happen. The organization must create a system to “shine a light” on itself in order to be useful to the customer.

Getting Past Task-Oriented Behavior

By on September 1, 2010

Educate task-oriented employees by demonstrating what a customer-centered culture would do. Then, measure the progress of the organization in galvanizing these new customer behaviors.

Timeless Customer Connections

By on December 30, 2009

There is a fundamental quality of great customer relations that many organizations have lost. The timeless system for customers is not going back, but beyond what exists today. The new paradigm represents congruence with your customers. It is authentic.