10 years Customer Centric Management in Spain: still finding the path…

Written by Silvana Buljan for Buljan & Partners Consulting

When positioning Customer Centric Management in conferences, meetings with clients and even in discussions with subject matter experts from the industry, I come to the same conclusion as about 10 years ago: focus is on consolidating customer information (“I want to know”), across channels evolving with technology (from phone via Internet to social networks), and seeing in the customer a profitable cash-cow in the short term (“I want to sell better and more”). The only difference is the nomenclature: we don´t talk about CRM any more, but about customer centricity, customer experience, customer co-creation and, and, and.

The holistic view on customer management is still missing, because in the top rows of most organizations long term and profitable economic growth based on “doing the right things right” has disappeared from the agenda, and all initiatives related with customer management are considered as candidates for “automation”. Why don´t we learn from all the real cases that we have seen in the CRM industry since so many years? Demonstrating with business cases that technology without a business proposal, based on the company´s strategy and corporate values, has absolutely no value for excellent relations with customers, who in the long term are THE asset for improved business performance?

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Success story of a Spanish supermarket chain

Written by Lisa Rottmann for Buljan & Partners Consulting

The Spanish financial crisis challenges even the largest and most valued companies and changes strategic trends in different market sectors. A few years ago, El Corte Inglés comfortably occupied the first place in the distribution chain of Spanish supermarkets, now Mercadona has stolen the “throne”.

Mercadona’s success is due to a commercial strategy based on creating value for and satisfying the needs of all stakeholders: customers, employees, suppliers and society – all of equal importance.

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How do internal clients feel about client centricity

Written by Luis Hergueta for Buljan & Partners Consulting

Society progresses, needs change, mentality evolves – and we know this very clearly when we think about clients. But do companies think of their own internal clients (=employees)? Employee commitment and affection to a company are a strong prescription for clients to buy a product or service. Some companies are learning that a motivated employee is not only more productive but will also recommend the product or service to everyone.

Employee profiles can be all very different. But what is important is that any employee has a feeling of liking the place they are working in, and the activities they are involved in.

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Facebook interactions B2C – C2B not as frequent as we think

Written by Monique Jansen for Buljan & Partners Consulting

Facebook is an excellent social media tool for spreading corporate and brand related messages, and the number of companies that open Facebook pages to communicate with potential and current customers is still rising.

On Facebook’s own web-page, the numbers are impressive:

  • More than 750 million active users world wide
  • 50 % of active users log on to Facebook on a daily basis
  • The average user has 130 friends
  • People spend over 700 billion minutes per month on Facebook.
 

Moving away from the traditional Salesperson

Written by Antonio Igarza for Buljan & Partners Consulting

The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails“. William George Ward

We all know what the word “Salesperson” means: Employees of a big or small company, who offer different products or services, with different solutions or results, with more or less success.

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Can customers be ridiculous?

Written by Buljan & Partners Consulting

http://www.youtube.com/watch?v=0_Qk_OiBFN0

Video source: Youtube

Have you ever thought of the following question: “Can customers sometimes be ridiculous?” How can we behave in a way to turn a situation around and help them engage in that given situation, taking ownership of the certain moment and their problem they (believe) are having? Do you still try to make them happy – or are you just being annoyed?

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