c u s t o m e r   f o c u s

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Putting customers first



"A business...is defined by the want the customer satisfies when he or she buys a product or service. To satisfy the customer is the mission and purpose of every business."

- Peter Drucker

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Responding to change

"It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change."

- Charles Darwin

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• Creating a more market-driven culture where all elements of the business are involved in responding to changing market trends and customers' needs and expectations
• Developing skills and behaviours that drive a 'can do' attitude in your people, regardless of their business function, who focus on doing what is right for the customer and for the bottom line 

• Assessing how present customer-orientation is as an organisational value, and then establishing a road map that address the gaps
• Creating tailored developmental experiences, hands-on workshops, individual and group coaching focused on five focus areas: the customer, the bottom line, the people in the business, the world, and the self 

Feel free to contact us to find out how we can meet your specific requirements.

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What BUSINESS are you in?

Theodore Levitt, a scholar renowned as a founder of modern marketing, exhorted executives to put their customers at the center of all they do – and to put marketing at the center of strategy. Here are a few of his wide-ranging insights published in various articles in Harvard Business Review.

His best-known article, “Marketing Myopia”, published in 1960, Levitt presented a powerful argument that companies should stop defining themselves by what they produced and instead reorient themselves toward customer needs. No one had so aggressively and practically made the case for centering companies on customers, and his ideas continue to shape marketing practices even today.




From “Marketing Myopia”:

In order to produce […] customers, the entire corporation must be viewed as a customer-creating and customer-satisfying organism. Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of flair that excites and stimulates the people in it. Otherwise, the company will be merely a series of pigeonholed parts, with no consolidating sense of purpose of direction.

From “After the Sale Is Over…”

Problems arise […] because organizations are one-dimensional. With the exception of those who work in sales or marketing, people seldom see beyond their company’s walls. For those inside those walls, inside is where the work gets done, […] where the budgets and plans are made, where engineering and manufacturing are done, where performance is measured, […] where things are managed and manageable. Outside “has nothing to do with me” and is where “you can’t change things”…

[…] A company’s most precious asset is its relationships with its customers. What matters is not whom you know but how you are known to them.

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