By David Loshin
In my last set of posts, I suggested that organizations reconsider the scope of the concept of the “customer” and how redefining the relationship between the organization and a customer. More to the point, I wanted to begin to explore how managing the different aspects of the customer relationship can enhance customer centricity, improve the customer experience, and eventually lead to increased profitability.
I summarized with the suggestion that you consider every interaction with any entity (individual or organization) in which there is an exchange of value as a customer interaction, and that is the topic of this week’s post.
That suggestion hinges upon two core concepts. The first is that one can effectively identify the scenarios within any business process where two entities interact and there is an identifiable exchange of value. The second is that one can describe and quantify what that exchange of value is.
We can begin with an assessment of the business functions that traditionally are associated with customer interactions and their processes. For example, the marketing function seeks to attract and engage prospects, while the sales function looks to convert prospects into committed purchasers.
There may be a fulfillment function tasked with delivery of the purchased product or service, the finance function to collect payments, and a customer service function to deal with inquiries and complaints. Each of these business functions has some interaction with customers; the challenge is to identify (and document, if necessary) the business processes and then specify where in the process the customer interaction occurs.
Those customer interactions will be the focal point of our next series of postings. Next we will consider the exchange of value, which frames the point of the interaction, and then we will look at the information about the customer that can be used to increase the value of the interaction.