Designing the customer-centric organization
A guide to strategy, structure and process
Samenvatting
"Designing the Customer-Centric Organization" offers today's business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer.
Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization.
"Designing the Customer-Centric Organization" includes vital information about structure, management processes, reward and management systems, and people practices.
Trefwoorden
klantgerichtheid organisatieverandering customer-centric organisatieontwerp strategisch management klantrelatiebeheer organisatiestructuur customer loyalty bedrijfsstrategie productgerichte organisatie klantsegmentatie implementatiestrategieën waardecreatie klantoplossingen integratie bedrijfsprocessen management organisatiecultuur beloningssystemen laterale netwerken personeel prestatiemeting marketing globalisering verandermanagement e-commerce winstgevendheid
Trefwoorden
Specificaties
Inhoudsopgave
U kunt van deze inhoudsopgave een PDF downloaden
The author
Introduction
1. Surviving the customer revolution
The status quo has to go
The customer-centric imperative
The rise of the customer dimension
Strategy and organization model
Conclusion
2. Customer-centricity: how much is enough?
Customer relationship strategies
The strategy locator
Creating a lateral networking capability
Conclusion
3. Light-level application
Customer lite
Degussa automotive catalysts division
Learnings and salient features
4. Medium-level application
The global investment bank case
Lessons from IBank
5. Complete-level application
Complex solutions and customer-centric organizations
IBM
Lessons learned
6. Alternate high-level solutions companies
Nokia networks
Procter & Gamble
The capability that citibank built
How to manage the change process
Conclusion
7. Designing the customer-centric organization
The semiconductor company
Learnings and salient points
8. Leading through management processes
Leading strategic change
Linking processes
Reconciling strategies
Portfolio planning and solutions development
Opportunity management process
Conclusion
References
Index
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