Interactions with a Customer-Centric Approach

Lately, there has been a lot of talk about adopting a customer-centric approach, though this is not a new concept. Peter Drucker stated that "the purpose of a business is to create and keep a customer" (1954). In the 1990s, various business sectors invested in processes and tools such as CRMs to enhance customer experience. More recently, with the rise of social media and the ability to be closer to consumers, we now have much greater visibility into the importance of interaction and the information derived from it. This allows us to implement strategic and tactical actions for our end customers and intermediate ones.

Beyond all of this and the ongoing evolution of the concept, in practice, the mechanisms and processes in place do not always align with the values needed for a truly effective customer-centric approach within organizations—no matter their size. I believe one of the most fundamental reasons behind this is quite simple: a lack of clarity about who our customers are.

We might assume that whoever buys from us is our customer. However, that is not an absolute truth, and I am not going to go into depth with concepts such as ?"decision-maker," buyer, influencer, consumer, or user at this moment. All these roles are part of a complex buying-selling process, because if we do not understand who plays what role and at what stage, we might get confused and move further away from our desired outcome.

Today, I want to talk about very specific and simple actions that build a customer-centric approach. They require no major investment, prevent confusion in execution, and ensure that customers receive the importance they deserve. Because no technological system will work like magic if people do not truly believe in the concept of a customer-focused customer-centric approach. They require no major investment, prevent confusion in execution, and ensure that customers receive the importance they deserve. Because no technological system will work like magic if people do not truly believe in the concept of customer-focused attention.

In my current professional experience, roles are not always clearly defined. I have partners, clients, suppliers, and even partners who provide me with services—or some partners who eventually become my clients. Seriously! And I am convinced that similar situations could occur in various contexts. So, how do I make sense of it all?

--Understanding that when someone needs something from me, at that moment, they become my "customer."

---When I need something from them, I become their customer.

This goes far beyond a monetary exchange. A relationship is formed when a commercial or collaborative exchange is initiated long before any payment or benefit is generated or received. That is why, if we can identify who our internal and external customers are in our daily lives, things become much easier.

A leader who facilitates their team’s work becomes a great leader because they address their team’s needs. Likewise, an efficient team member becomes a valued asset to their manager or team by delivering expected results. In both cases, “internal customers” are effectively addressed, with an exchange happening through specific actions and communication. The same applies to relationships between departments in a company: Finance with Marketing and Sales, Marketing with Sales, Sales with Logistics, and so on.

Rather than creating friction between people, teams, or entities, we should understand our relationship with others and how we can add value and contribute to the outcome.

Is the Customer Always Right?

Probably not always, but what they do have is a specific need and a perception of whether something—usually the relationship or the offering—is working for them or not, which ultimately affects results. So, if it is within our power to ensure that their experience is great rather than frustrating, I always encourage striving for the former, even if it requires extra effort or investment (strategically speaking, of course!).

Most of the time, the only thing needed is better communication and a willingness to make it happen. For that reason, I share some Phrases to Avoid When Talking to Your Customers (Internal or External):

"You don’t understand..."

"I’ll explain it to you, but I’m not sure if you’ll get it."

"I’ll try to make you understand..."

"I told you from the start."

"I already told you (sometimes it’s not even true)."

"It can’t be done."

"I don’t agree."

"I wouldn’t recommend it."

Do you notice a pattern in these statements? It is often easy to discredit or downplay someone else’s concerns or requests because we want to be right or are unwilling to listen to the issue's root. This can lead to dismissing customers or others in general. Sometimes, the problem is simply a lack of experience in assertive communication, but the good news is that this can be learned.

I understand it’s not always possible to resolve situations in the other person’s favor—whether they are a potential customer or an existing one. However, opening the lines of communication and understanding their needs can create opportunities for solutions and productive relationships. Of course, there are also customers we might want to avoid if they do not align with our values or dynamics. If that’s the case, clarity is also needed.

I have an article in Spanish to identify such situations with customers however, that’s a story for another time... If you want to read it, you can do it here.

See you soon!

Write a comment or contact me at: MarketeeraGroup