Customer-centricity is an organizational point of view, not a customer point of view. It’s actually the organization-centric-view-of-the-customer.
Don’t you want CRM to help you and the customer mutually, allowing you both to manage the relationship? Surely the value of your understanding how influence goes around comes around is enhanced when those you interact with have similar understanding. Or would you rather propagate the status quo – CRM as a construct to manage the customer?
I'm kicking off #SCRM13 in London this morning. SCRM stands for social customer relationship management, and my role today is to get some energy into the room and, hopefully, encourage delegates to look up from simply slapping "social" onto business as normal.
Unfortunately, that's precisely what many have been charged with doing. Those with appropriate powers of persuasion will effect organizational change I'm sure, but more to the point I feel that more chief executives need to attend Luke's conferences, a sentiment I'm sure he'd endorse.
"Don’t you want CRM to help you and the customer mutually, allowing you both to manage the relationship? Surely the value of your understanding how influence goes around comes around is enhanced when those you interact with have similar understanding. Or would you rather propagate the status quo – CRM as a construct to manage the customer? Who do you think best knows the customer in the round today anyway – you or him?"
According to its website, the Open Mobile Alliance "was formed in June 2002 by the world’s leading mobile operators, device and network suppliers, information technology companies and content and service providers. OMA delivers open specifications for creating interoperable services that work across all geographical boundaries, on any bearer network."
The OMA met today in Dublin to discuss aspects of big data, and I was invited to present on personal data, social media and social business.
I've met some great people today and we've covered some pretty geeky things between us, but the experience has left me with a renewed appreciation of the differences between 'net' and 'telco' people. For example, this was the first conference I've been to in many years that didn't have an agreed hashtag, or many people tweeting come to that. And mine was the only stack not to claim copyright, rather my normal Creative Common licensing. Trivial examples maybe, but indicative nonetheless of a different (but no less apposite) mindset.
I've tried my best to persuade a standards-setting collective to think harder about when to intervene and about the longer-term ramifications they might have on all the good stuff the Internet, the open Web and related technologies can do and are doing for humanity and our custodianship of the planet. That's not to undermine the value of standards, far from it, but as the saying goes, everything can start to look like a nail when you have a hammer.
I asked them to think about "humans" or "people" rather than "consumers" and "users", and about putting the facility for all humans to realise their full potential ahead of shareholders. That's not counter-capitalist. I put shareholders' best interests first by putting them second. You can find out more about this perspective in my recent ebook, Attenzi - a social business story.
You can now get your hands on The Marketing Century – out this week – a compilation of expert insight across a wide gamut of marketing and PR related topics to celebrate the centenary of the Chartered Institute of Marketing (CIM). The chapter outline here is based on the book's introduction.
I'm delighted to have authored the chapter on digital marketing, and I'm more than happy to answer any questions you may have on reading it.
1. Strategic Marketing (Martha Rogers and Don Peppers, Peppers & Rogers Group)
The Marketing Century opens with a clear statement from Don Peppers and Martha Rogers: it is vital that organisations put customers at the heart of what they do, both in the long-term and the short-term. To create value, firms must lift their sights from the typical focus on current profits and instead start seeing customers as the company's long-term resource – looking at each customer in terms of the long-term return they generate. A long-term strategy for marketing – one that focuses on customer equity and not solely on current profits – can provide marketing with the context and objectives needed to maximise the overall value created by each customer. Read more