Customer-Centric Designs
Customer-Centricity in Organizations
Valerie Tubman-Gooding
Shorter University
MGNT 3420
Professor E. J. Bondoc
May 9, 2012
Abstract
In recent years, some companies have been shifting their focus on customer-centric designs. Managers need to consider whether this type of business design or strategy fits the needs of their business as it is not a “one-size fits all” kind of design for every company (Kate & Galbraith, 2007).
Customer-Centricity in Organizations
This paper analyzes customer-centric design within the framework of an organization, and its benefits as well as disadvantages. It will also shed light on how this form of organizational design and strategy is gaining ground today in the business world, and why so many companies are now attributing their success to it.
Customer-centric organizational design and strategy is gaining ground today in the business world, and many companies are attributing their success to it. Not to confuse customer-centric with customer-focused, the distinction between the two according to Kate & Galbraith (2007), is customer-focused design and strategies involve how products and services are developed, and how sales and services take place; customer-focused designs, processes, and systems improve an organization, but they do not transform it. Transforming an organization involves an impact on the structure, capabilities, processes, rewards and people (all the components of the STAR Model) on only products, services and sales. On the other hand, customer-centric designs and strategies do transform an organization because they have an impact on the Star Model as a whole. A customer-centric organization integrates and brings together products, services, and experiences from within and beyond the company to provide solutions to the complex and many needs of its customers (Kate & Galbraith, 2007). Put simply, customer-centric means putting the customer at the center of everything that a company
Valerie Tubman-Gooding
Shorter University
MGNT 3420
Professor E. J. Bondoc
May 9, 2012
Abstract
In recent years, some companies have been shifting their focus on customer-centric designs. Managers need to consider whether this type of business design or strategy fits the needs of their business as it is not a “one-size fits all” kind of design for every company (Kate & Galbraith, 2007).
Customer-Centricity in Organizations
This paper analyzes customer-centric design within the framework of an organization, and its benefits as well as disadvantages. It will also shed light on how this form of organizational design and strategy is gaining ground today in the business world, and why so many companies are now attributing their success to it.
Customer-centric organizational design and strategy is gaining ground today in the business world, and many companies are attributing their success to it. Not to confuse customer-centric with customer-focused, the distinction between the two according to Kate & Galbraith (2007), is customer-focused design and strategies involve how products and services are developed, and how sales and services take place; customer-focused designs, processes, and systems improve an organization, but they do not transform it. Transforming an organization involves an impact on the structure, capabilities, processes, rewards and people (all the components of the STAR Model) on only products, services and sales. On the other hand, customer-centric designs and strategies do transform an organization because they have an impact on the Star Model as a whole. A customer-centric organization integrates and brings together products, services, and experiences from within and beyond the company to provide solutions to the complex and many needs of its customers (Kate & Galbraith, 2007). Put simply, customer-centric means putting the customer at the center of everything that a company