Sense and Respond The Journey to Customer Purpose

by Barlow, Sue; Parry, Stephen; Faulkner, Mike

• ISBN13: 9781403945730
• ISBN10: 140394573X
• Format: Hardcover
• Copyright: 2005-09-03
• Publisher: Palgrave Macmillan

Summary

The authors argue that lean production should be driven by the desire to achieve optimal customer service by sensing and responding to the customer. The customer is at the center of the process and the organization needs to respond in a holistic way so that the customer can impact on the design and delivery of products and processes. The book is based upon substantial research and practice by leading practitioners and heralds a paradigm shift in thinking on these issues.

Author Biography

Stephen Parry lectures at leading Business Schools including Cambridge-MIT Institute, Aston Business School and Cranfield School of Management.

Sue Barlow's expertise is in the field of Strategic Consultancy, specializing in organizational transformation and development across all business sectors.

Mike Faulkner is a regular writer for the Institute of Professional Sales.

Table of Contents

List of figures and tables	x
Acknowledgements	xii
Foreword	xv
Dr Joel Cutcher-Gershenfeld
Part I Putting the customer first	1	(36)
The Journey to Customer Purpose: optimising business effectiveness	3	(16)
Meeting the customer's needs	3	(1)
The Journey to Customer Purpose: customer service at the heart of the organisation	4	(5)
Mass production vs. Customer Value Principles	9	(6)
The soft stuff is the hard stuff -- and it's the only stuff	15	(4)
Focusing on the customer: a paradigm shift	19	(18)
`Old world' and `new world' thinking	19	(6)
Transform or mutate?	25	(3)
Creating customer success	28	(2)
Organisational waste	30	(1)
The ghost of mass production past	30	(2)
The Theory-to-Performance Model	32	(1)
Sustained focus on customer purpose	33	(4)
Part II The Journey to Customer Purpose: Re--View	37	(30)
Introduction	37	(2)
Professor Daniel T. Jones
Re-View: changing the point of view	39	(18)
Sensing what's important to customers	39	(3)
Seeing the organisation as a system	42	(1)
A business system model	42	(3)
Investigating the system	45	(2)
Customer purpose defines customer value	47	(3)
Demand classification	50	(7)
Re-View: end-to-end effectiveness	57	(10)
Seeing the organisation end-to-end	57	(3)
Measuring variation in performance	60	(3)
Investigation and analysis	63	(1)
Investigating an organisation: the experience of staff	64	(3)
Part III The Journey to Customer Purpose: Re-Mind	67	(32)
Introduction	67	(2)
Bernard Marr
Re-Mind: changing mental habits	69	(14)
Changing mindsets	69	(1)
Paradigms and customer intelligence	70	(2)
Understanding the system	72	(3)
Reacting to customer purpose	75	(1)
Changing organisational thinking	75	(2)
What to measure in a Customer Value Enterprise®	77	(6)
Re-Mind: a new way of thinking	83	(16)
Moving towards Customer Value Principles	83	(2)
Operating principles for customer value	85	(1)
Empowering frontline staff	86	(1)
Creating the flow of value	86	(4)
Keeping the organisation honest	90	(4)
Unlearning the past, responding into the future	94	(1)
Living through the change: the experiences of staff	95	(4)
Part IV The Journey to Customer Purpose: Re-Inspire	99	(28)
Introduction	99	(2)
Professor William Carney
Re-Inspire: the nature of leadership	101	(14)
Creating a Customer Leadership Culture	101	(3)
Barriers to change: organisational constraints	104	(1)
Barriers to change: staff resistance	104	(11)
Re-Inspire: leading transformation	115	(12)
Customer leadership	115	(2)
Leadership at all levels	117	(3)
Finding common purpose	120	(1)
Sustaining change	121	(3)
The Transformational Leader	124	(3)
Part V The Journey to Customer Purpose: Re-Create	127	(32)
Introduction	127	(2)
Gary Fisher
Re-Create: an organisation that self-develops	129	(18)
Focusing on customers	129	(2)
Developing the people	131	(3)
Developing sales and marketing	134	(2)
Performance management	136	(3)
Customer management	139	(8)
Re-Create: customer-centric management	147	(12)
Infrastructure	147	(3)
Customer-centric operational strategy	150	(4)
Financial and commercial practices	154	(2)
Process management	156	(3)
Part VI Providing customer value	159	(37)
Customer Value Enterprise®	161	(6)
Implementing a Customer Value Enterprise® strategy	161	(4)
Achieving an end-to-end Customer Value Enterprise®	165	(2)
Abridged case study 1: Office Products Direct Europe	167	(14)
The case for change: a European company	167	(2)
Transformation to a Customer Value Enterprise®	169	(1)
Re-View	170	(4)
Re-Mind	174	(1)
Re-Inspire	175	(1)
Re-Create	175	(1)
Performance management	175	(1)
Job roles and structures	176	(3)
The results	179	(2)
Abridged case study 2: Fujitsu Service Ltd	181	(10)
The case for change: a global company	181	(1)
Transformation	182	(2)
Implementation	184	(2)
The results	186	(2)
Making the transformational journey	188	(3)
Customer purpose at the heart of the organisation	191	(5)
The journey of transformation	191	(3)
Characteristics of a true Customer Value-Enterprise®	194	(2)
References	196	(2)
Further reading	198	(4)
Index	202