Putting the myth of the customer first
Do You Put the Customer at the Core of Your Company’s Values? If your answer is yes, I’m curious to know if you will still hold the same opinion after reading this blog. If the answer is no, then follow the tips below, and you will truly stand out in the market.
You are probably already competing on price or service and trying to differentiate yourself from the competition with a personal or customer-oriented approach. "Customer- Centricity" is a common marketing term featured in mission statements and core values of many companies. But is putting the "customer" at the center truly about prioritizing the customer, or is it simply a latent need that marketing campaigns cleverly exploit? And if this is the case, does it genuinely benefit the "customer"?
“PUTTING CUSTOMER INTERESTS ABOVE PERSONAL INTERESTS”
To answer these questions, we need to go back to the "core." Who is our "customer" and what drives them? Customer-centric organizations think "outside in," not "inside out." They start with the desires and needs of their most important customers. They frequently ask themselves why and for whom they exist. What wish, need, or problem do we offer the best solution for?
Customer-centric organizations don’t just ask how to sell a product, service, or process to the customer as quickly as possible; they question whether the product or service should be sold in the first place. They ask questions, engage in dialogue, and actively help uncover the underlying need. They gain insight into the needs and expectations of the customer by viewing the situation through the customer’s eyes, rather than from their own interests or perspective.
“CUSTOMER-ORIENTED ORGANIZATIONS ASK THE QUESTION BEHIND THE QUESTION”
Looking at my daily practice in the relatively traditionally organized real estate market, I see many opportunities for improvement. In my opinion, the terms "customer friendliness" and "customer centricity" are often used interchangeably, despite having fundamentally different meanings. Organizations pay a lot of attention to how communication with customers occurs, but not enough to why.
What do the (business) processes of the "customer" look like? What are the (business) goals of the "customer"? What kind of people work there, and what type of behavior is associated with this (organizational culture)? Does the "customer" want to achieve a cultural shift, and if so, why? These and many other questions result in a broader scope of the inquiry, often requiring different products, services, and/or processes than what is typically offered. It is precisely this deeper understanding that is crucial to what the "customer" truly needs and will benefit from.
Customer-centric work does not mean simply listening to what the customer wants or says and then arranging it for them. It means working together with the customer to uncover the underlying question behind their request. Customers often struggle to articulate their needs clearly, let alone define the problem accurately. This requires a different approach. Sometimes, saying no and seemingly not acting in a customer-centric manner is necessary in order to collaboratively analyze the actual problem with the customer before jumping to solutions.
This requires empathy, knowledge, connection skills, creativity, and passion. As a result, a customer-centric organization relies heavily on its employees. It involves asking questions, engaging in dialogue, and actively helping to uncover the underlying needs. Gaining insight into the customer's needs and expectations means viewing the best solution through the customer’s perspective, rather than from the company's primary business interest of selling products, processes, or services.
This means we need to adopt a different role. We must use our knowledge and experience to sit beside, rather than across from, the customer.
“SAYING NO TO YOUR CUSTOMER IS ALSO A STRENGTH”
Customer-centric action means immers delving into the actual wishes and needs of your "customer." It involves having the courage to say no, and then working together with the customer to address the underlying question. You sit beside the customer, rather than across from them. A customer-centric company ensures that the entire organization, and not to forget, the people within it, are focused on analyzing the desires and needs of their customers, with the necessary inspiration, passion, and creativity. This customer-centric approach will result in loyal customers who are less sensitive to, for example, the initial (cost) price of products and services. The (financial) value that this customer-focused approach provides to both parties is significantly greater.
Customer-centric organizations make clear choices about what they will do and what they will not do, and above all, for whom they are doing it. They start with the customer and end there as well.
