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Designing the Customer-Centric Organization: A Guide to by Jay R. Galbraith

By Jay R. Galbraith

Designing the Customer-Centric Organization deals today???s enterprise leaders a accomplished customer-centric organizational version that essentially indicates how you can installed position an infrastructure that's geared up round the calls for of the buyer. Written through Jay Galbraith (the top-rated specialist within the box of organizational design), this significant publication incorporates a device that may support be certain how customer-centric a firm is- light-level, medium-level, complete-level, or high-level- and it exhibits the right way to be certain the fitting point for a selected establishment. as soon as the basis has been validated, the writer deals tips for the method of imposing a customer-centric approach all through a firm. Designing the Customer-Centric Organization comprises very important information regarding constitution, administration techniques, present and administration structures, and folks practices

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Extra resources for Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process

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The most important process in a product-centric company is the new-product-development process; product-oriented companies like Sony and Hewlett-Packard devote a great deal of energy to designing and improving their processes for developing new products. The customer-centric company also develops products, but the most important processes are customer relationship management (CRM) and solutions development and product portfolio processes. A customer-oriented company will invest heavily in a CRM process that captures customer interactions at all touch points for the most profitable customers.

It is a tier II supplier but a tier I developer to the automotive OEMs like BMW and Volkswagen. The development role is the driver of organizing around the OEM automotive customer. The division has revenues of 600 million euros, half of which is the catalysts for the OEMs. The rest is supplying precious metals. It started in the auto catalysts business in 1974 and by 1980 had a 4 percent global market share. Today it has a 20 percent share, which is increasing because of its technology. Degussa has factories in Germany, the United States (joint venture, JV), Canada, Mexico, Korea (JV), Japan (JV), South Africa (JV), Brazil (JV), and Thailand and is considering starting up in India, China (JV), Argentina, and Sweden.

In the automotive industry, the tier I suppliers to the auto original equipment manufacturers (OEM) are finding themselves faced with a few very large customers. For those in tier I, becoming customercentric is less of a choice and more of a necessity. (The automotive supply chain is led by the OEMs like General Motors and Toyota. ) The points here are that there are industry- and companyspecific factors that must be weighed when choosing whether to implement customer relationship strategies. However, in many—if not most—industries, these factors are leading companies to become more customer-centric and to offer solutions.

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