What does it take to become a customer-centered company? It’s a question we think about a lot here at Get Satisfaction, and we wanted to know your thoughts…so much so that we offered a Kindle Fire to the person with the answer that most resonated with us and other community members (see more information about our winner below).
Most companies today would claim to be a customer-centric brand…at least in the “About Us” page on their website. Actually living up to that value, however, is challenging and takes more intention than the re-writing of company messaging. For one thing, rigid organizational processes, policies, and culture that inhibit customer-centricity are deeply rooted in many companies. And the bigger an organization is, the more difficult it can be to uncover and uproot those counterproductive elements to create the necessary change.
Not only do we strive to be a customer-centric company here at Get Satisfaction, but our software helps customers who actively embrace their community achieve that goal as well (for more information about how community helps with that goal, check out our white paper, The Art of Community Management: Becoming a Customer Experience Leader). So it’s important to us to understand what it really means to be a customer-centric business and what it takes to actually become one.
Recently we reached out to our community to ask all of you what you think — What does it take to create a customer-centered business? The replies gave us a sense of the wide range of tactics, strategies, and imperatives for achieving such a goal.
Our winner, Chuck Brody, received a Kindle Fire as a prize for his winning answer. Take a look at what he had to say, and stay tuned. We’ll be reaching out to our community to get your perspective on top-of-mind questions all year. We can’t wait to hear what you have to say.
The contest question:
What does it take to create a customer-centered business?
Creating a customer-centered business requires ears that listen objectively and critically to the customer, conscience that prohibits an insincere semblance of commitment, and good balance to cross and close the “say/do gap” between what the customer wants and what the organization can deliver and stay in business.
About Chuck Brody:
Chuck applies over 20 years of diverse experience as an enterprise IT leader and management consultant helping organizations conceive, design and deliver technology solutions to improve business performance and reduce operating risk. Employers and clients span global Fortune 100 companies in banking, media and publishing, high tech, marketing, and transportation as well as non-profits and privately held businesses.