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Vision

The Customer 3D™ Premium

By on October 12, 2013

All of us are well aware that basic knowledge is getting more basic, because it is more easily accessible. Google and other high-performance search engines have proven that. Customer 3D™ organizations are factoring this trend into the design of their services in order to creatively grow their businesses. It’s happening at two ends of the […]

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.

Big Picture or Small Picture?

By on September 5, 2012

Big picture thinking provides organizations with the best experience that the “picture” is changing over time. The behaviors of employees (executives and others) have a tremendously better probability of staying ahead of those changes by centering their actions and decisions on the biggest picture of all: customers.

Go Against the Flow

By on August 15, 2012

The mindset of many futurists, unfortunately, relies on the tendency to see the future as simply a variation on the present. Today, while most product-centered companies are focused on the limited, “predictable” ways of working for their customers, another movement is emerging — Customer 3D™.

The Customer 3D™ Premium

By on July 11, 2012

All of us are well aware that basic knowledge is getting more basic, because it is more easily accessible. Google and other high-performance search engines have proven that. Customer 3D™ organizations are factoring this trend into the design of their services in order to creatively grow their businesses. It’s happening at two ends of the […]

Becoming Customer-Centered

By on May 2, 2012

Jackson Pollock said “Every good painter paints what he is.” Customer-centering happens because an organization sees the customer as its purpose and it feels empowered to "paint" that into every action it takes.

Relevance for Customers

By on April 11, 2012

Organizations that become the “go-to” companies for information and expertise that their customers value are superseding the transaction-based model of customer connections by creating a network effect that is now far more important. That is the space which future customer loyalty will occupy.

The Future is Arriving

By on February 8, 2012

In every industry, there are exceptional performers that don’t have to look for customers. Instead, they draw them in by defining the future that these devotees want to be shown. Rather than trying to perfect what is already being done, Customer 3D companies question what is not being said and then go after that new dimension.

Customer-Centric Wellness

By on August 10, 2011

Customer-centricity is an attitude, which can be compared with a company's wellness program. It is an effort that will bring about positive change in employees and elevate their confidence to take care of customer needs. It also becomes the foundation of better overall health for the organization.

Customer Maturity: A New Definition

By on May 4, 2011

Mature organizations have chosen to center their activities on what is best for the customer. Their primary purpose is customer success and they approach this goal with, as Nietzsche said, the intensity of a child at play.

Immunity to Change

By on April 20, 2011

Customer-centricity will create a new dimension of success that many companies cannot picture because they are being held back by their assumptions. The journey starts with the realization that success will come when a different organizational culture is in place and that it is worth the effort to change.

Remastering

By on February 2, 2011

The original customer relationship systems that you developed were acceptable 10-20-30 years ago are becoming obsolete. Remastering, however, is available through new systems that replace mechanistic, product-centric cultures with more organic, customer-centric versions.

A Well-Defined Future

By on January 14, 2009

Organizations will not be successful by making old ways more efficient. The competitive environment is changing so rapidly that a lean cost structure is no longer a differentiator. Instead, the advantage going forward will go to the companies that can develop a solidly different vision that tests their decisions based on what is best for […]