How to be customer-centric?

Question 1: How to be customer-centric? Customers have been to the same environment, the same decoration, and the level of the hotel is similar. At this time, who should I go to? At this time, it depends on whose service. So the third round of competition is manifested in service, which is more attentive to customers than service level, service quality, service skills and service. Although the service level is high or low, the service enthusiasm is good or bad, and the service is endless, it should be said that most enterprises can achieve good service. What shall we compete for after the service competition? In fact, a question is raised here. Practically speaking, the catering industry in China has developed to this day. For a hotel, the quality of food, the quality and quantity of varieties are not the key to management. The level of chefs, the level of cooking skills and the number of varieties are far from the key to the success of hotel management. The position and center of the chef have been greatly challenged. Even some chefs feel this strongly themselves, and they even think that their status may not be as important as waiters, receptionists or sales managers. But in hotel management, it doesn't matter who is the most important, the chef, the manager or the service staff. I don't think it matters. The most important thing is the customer. Chefs can't be the center of hotel management, and service personnel are not the center of hotel management. The center of business is not inside, but outside, the center is customers and consumers. They are gods, the most important and only gods. Everything the hotel does is nearby. There are differences and similarities between catering management and other industries. In the color TV industry, they are no longer the competition of color TV quality, and the enterprises with poor color TV quality have long been eliminated. The competition between Changhong and TCL has already risen to the competition of brand, service and core competitiveness of enterprises. In other words, for the catering business, the quality and hygiene of food are the most basic, at least you have to do it. Even if we can't do this, we can't engage in catering and talk about competition. The final competition in the catering industry depends on whether you firmly grasp and implement the customer-centered business philosophy. Grasping this center, we can gain a firm foothold in the fiercely competitive market and remain invincible forever. 1. Understand customers, understand the market and serve customers. To attract customers to eat in restaurants, we need to understand customers, customer needs and market demand. The catering market is highly competitive and changeable. As a catering manager, we should study the psychological changes of customer consumption in time, grasp the context of market development, what are the new demands of customer consumption, what is the trend of market changes and how to deal with them. These all need careful study. Managers should learn, service staff should learn, chefs should learn, study in restaurants, study the changes of customers who come to our restaurants, especially some regulars, and even go out. I want to emphasize here what a chef should do and how to do it. In a hotel, the chef should always communicate with the waiter. On the one hand, the waiter should feed back some information to the hotel manager and chef in time, such as which dishes have dropped in sales, which dishes have been ordered less by customers, which dishes have been ordered by customers, but not in restaurants, and so on. At the same time, chefs should also pay attention to some problems in the cooking process, which kinds of dishes have declined in business, what new requirements customers have for some dishes, how the same dishes are managed in other restaurants, tastes and ingredients. Second, innovation is the key. We are in an era of innovation and a constantly changing society. The reason why this society can move forward is because it is constantly changing, especially the operation of sea drinking. It can be said that the catering we operate today is completely different from 10 years ago and 20 years ago. Different food, different taste, different environment and different service. Whoever innovates and develops, whoever stagnates will fall behind. Another important aspect of innovation is to learn from other people's management and bring the dishes that are well managed in other restaurants for your own use. It's also Sichuan cuisine and Cantonese cuisine. Others can manage it well, but they can't manage it well. The same shrimp is a fish. Others can sell well, but they can't sell themselves. Learn to learn and see where Aussie is. Thirdly, the establishment of customer files, the in-depth development and operation of services around customers, customer-centered, service is also a very important factor. Nowadays, services are generally door-to-door, so we can compare who provides warm and thoughtful services and compare service products ... >>

Question 2: How to focus on customers? Whoever owns the market will win the future, and whoever owns the customer base in the future will be the most competitive.

2 1 century is an era of winning by service. In the future, price is no longer the weight of competition, and service competition is the only choice after price war. Now, under the condition of market economy, the marketing environment of all walks of life, especially our service industry, has undergone tremendous changes-the wide application of high technology; High-speed flow of information; Convergence of hardware facilities standards; A fair and orderly market environment has gradually formed, and the profit has also dropped to the lowest point (in fact, this is a fact that all of us customs brokers have seen), which makes the price competition reach the limit. Therefore, whoever can provide quality service to customers will win customers and win the market. Service competition is produced to adapt to this law. In fact, it is also a change to the traditional competition mode, especially for us as service enterprises, to adapt to this change.

Attitude is everything. Things to do every day: brush your teeth, wash your face, walk, go to work, work, rest and have fun. ...

Everything is determined by our attitude. Only by taking everything seriously can our life and work be healthy and smooth, and all the difficulties become fleeting clouds before our eyes. Unconsciously, attitude determines everything. No matter how unsatisfactory the reality is, we can accumulate it slowly. With the right attitude, we can turn pressure into motivation.

We may not like our present job very much, or we may not get any fun or creativity from it. But it must be remembered that this is not the fault of the boss or the leader of the unit.

The boss didn't force us to work in his company, and the leader didn't force us to eat under him. At the beginning, we took the initiative to apply for this company; Or we managed to squeeze into this unit with the help of relationships. Our history is written by ourselves.

The boss is mean to us or the leader doesn't value us at all. Then, let's fire them!

But if we don't want to fire them, it means that they may not be as terrible as we say, so it should be ourselves who need to change.

The specific way is: love our present job! We should always ask ourselves: Do we love our present job? Do we feel safe at work? Are we satisfied with our income? Do we admire our superiors and understand the corporate culture of the company? Are we proud of the company's service? Do we get along well with our colleagues and friends? Are we as refreshed on Monday morning as on Friday morning? Do we come home from work every night with a sense of satisfaction, and at the same time we are eager to meet a new day and new challenges? If we have a "yes" to any of the above questions, it proves that we can love our work. "There is no best, only better", as long as we constantly improve ourselves, make our work more perfect, faster, more correct and more focused than others, mobilize all our wisdom and go all out to find new ways from old things, even if only a little at a time.

As long as you stick to it, you will certainly gain something.

Sometimes we should think from the perspective of the boss or leader. We have earned other people's money, and we have to give them an account when we take other people's wages. This is a person's minimum professional ethics, professional accomplishment, but also a question of conscience and morality.

A person's work attitude reflects his life attitude, which determines his achievements. An optimistic person, full of enthusiasm for his work, whether washing toilets, digging or running a big company, will think that his work is a sacred duty and has a deep interest; People who are passionate about their work, no matter how many difficulties and obstacles they encounter, will be like Hilton: even if they wash toilets all their lives, they should be the best people to wash toilets!

If we are passive rather than active in our work, just as slaves are driven by their master's whip; If we are disgusted with work; If we don't have enthusiasm and love for our work, we can't regard it as a kind of love, but only as a kind of slavery; Then we won't do much.

Self-esteem and self-confidence are the necessary conditions for success, and people who are perfunctory about their work will not have such self-confidence and self-esteem. If a person can't do his best in his work, he will never get the highest "self-praise". And when a person regards his work as hard work and pain, he can never do his best in his work.

Many people don't know how to respect their work ... >>

Question 3: How to sell customers with customers as the center is the most important wealth of an enterprise. If customers can be developed into lifelong customers, enterprises can benefit for a long time. How to realize customer-centered sales?

1, customer satisfaction survey

In order to compete and develop, enterprises must take the satisfaction of customers as the starting point, improve customer satisfaction and retain customers. In sales activities, we must communicate with customers in time to understand their feelings about products or services. What are the factors that customers are most concerned about? How does the product or service perform in this respect? What is the performance of competitors and what are the factors that hinder the development of enterprises? Enterprises can investigate customers through questionnaires, telephone calls, etc.

2. Handle the survey results.

According to the results of satisfaction survey, different strategies are adopted for different satisfaction.

(1) for dissatisfied customers. According to the opinions put forward by customers, improve the problematic parts of products or services, and compensate customers appropriately while ensuring the reliability of products.

(2) For customers who are basically satisfied. Provide appropriate help and remedial measures to improve the function of products or services and improve customer satisfaction.

(3) Make customers satisfied. In-depth understanding of customer needs and goals, according to the special needs and preferences of customers, to provide personalized customer service.

3. Provide quality after-sales service.

Good after-sales service can gain the trust of customers. Arrange long-term follow-up service immediately after the transaction with the customer, take the initiative to ask the customer about the situation, and remedy the problems in the product or service in time. Only by providing long-term services to customers and gaining their trust can we retain customers and make enterprises invincible.

Question 4: How does Huawei take customers as the center? Ren once said: Serving customers is the only reason for Huawei's existence. How to understand "customer-centric"? Fan Houhua, a former vice president of Huawei's overseas department and Huaying's tutor, pointed out in a recent speech that the key to customer-centric is to meet customer needs: to clarify what kind of value customers need, create value recognized by customers, and establish a customer-centric ecosystem.

20 15, 1 1, I was fortunate to attend the Huaying Leadership Seminar in Shanghai, and I was fortunate to listen to David, a professor at Cargill Business School of Cambridge University. David de Kramer's speech, he gave a similar picture and asked us what we thought from this picture.

Three fish, three different fish, three large and small fish ... Many people at the scene gave different answers.

But what about David? De Kramer said that if a group of children came to see the painting, maybe the answer was the only one. Children will ask, "Why is there no water?"

For children, simple logic: without water, fish will lose their lives. All we saw were pictures of three goldfish.

Let's take a look at the following picture:

This photo shows the goldfish in the pond. All the fish in the pond are alive. With the growth of age and experience, we gradually ignore the essence of things and lose our initial heart.

Today, let's go back to the thing itself and see why enterprises should be "customer-centric".

Customers are the only source of enterprise income, just as water gives fish an environment to live in, and fish can't live without water. For enterprises, customers are the only reason for their existence. After an enterprise generates income by serving its customers, whether it shares the income with employees, suppliers or shareholders, pays taxes to * * *, or invests abroad, it is an expense.

-Flow chart of enterprise revenue and expenditure-

We all think that superior leaders or entrepreneurs are our own bosses. In fact, both employees and entrepreneurs should regard customers as "bosses", customers are "gods" and customers are the food and clothing parents of all employees in the enterprise. Shareholders and all employees of an enterprise should be clear and understand that the organization and personnel of the enterprise are based on the realization of customer value. Only by creating value for customers can the enterprise survive, and customers are the only reason for the existence of our enterprise.

-0 1-

I went to Shanghai the year before last and stayed in a star-rated hotel in Shanghai. I connected to the hotel's wifi with my mobile phone first, but the computer couldn't connect. After asking the hotel staff, the staff answered: each guest in our wifi only uses one device to surf the Internet at the same time. If you need a second device to surf the Internet, just disconnect the previously connected device.

There is nothing wrong with their design logic. At the same time, customers can only use one device to surf the Internet. But I forgot the user's needs and usage scenarios. Users use multiple sets of equipment, and what users need is simplicity, convenience and experience. I asked if anyone had reflected this problem before, and the staff said: Many people have, but the answer given by our leader is this, and there is nothing we can do.

This is a typical management centralism. Excuse me: Is this an organizational problem or a personnel problem?

-02-

Having lived in Shenzhen for more than ten years, I have experienced the residential quarters of different real estate companies. Most real estate companies, such as Gemdale, Vanke and China Merchants, have a good experience, but there are exceptions. A friend of mine said that he lives in a residential area developed by a large real estate company in Shenzhen, and the parking is very crowded. When he gave feedback on how to improve parking, the on-site staff told him to go to the security guard, and later the security guard told him to go to the supervisor, who told him to go to the property management department.

This is a very typical prevarication phenomenon. It is not to solve problems for customers, but to waste customers' time unnecessarily. How can the customer experience be better?

When I participated in the market expansion of domestic communication cities from Huawei 1997 to 2000, I found that because the demand for telecommunication network equipment was in short supply at that time, large international companies could not take care of the demand for customer service, and they were arrogant and slow to respond to customers' emergency needs.

For example, a telecom customer switch has a problem and the machinery and equipment are down. Their approach is to discuss the root of the problem first and see where to get spare parts and how to get spare parts from other places. If there is a problem with the core board or there are no spare parts in China, it may be several days, or it may be more than 1 month.

At this time, customers are most anxious. Where are the suppliers when they need help? The problem has arisen, and the customer will not arrive for several hours. > & gt

Question 5: What should be done around the customer-centric concept? First, always adhere to the customer-centered service concept innovation.

Customer-centered, we should not only pay attention to the current needs of customers, but also pay attention to the potential needs of customers, and provide service results higher than customers' expectations by analyzing, solving and re-analyzing problems. At the same time, the evaluation of service results should also pay attention to the evaluation of customers. Only customer satisfaction can reflect the value of service and meet the overall management objectives of the company. The result embodies value, and value determines survival, which is also very unified. First-class service is to do more for customers, meet and exceed their expectations. Touching comes from surpassing expectations. Touching customers is the most effective way to win customer loyalty and a magic weapon to enhance service value. A sustainable business model of an enterprise is to provide customers with two kinds of service products that will never be eliminated: one is to give humanized care to customers' needs, and the other is to give personalized respect to customers' emotions. As long as any customer gets sincere care and respect from the enterprise, once moved, he will try his best to repay the enterprise.

Two. Always adhere to the service platform, support modularization and supervision.

1. Adhere to the service means of the service platform.

Set up a unified service center, establish a unified service interface, and build a unified service platform for the company through a little access and full service.

2. Insist on supporting modular service means.

3. Adhere to various means of supervision and control.

Three. Always adhere to the five safeguard measures: institutionalized management, business process, standardized operation, technical specialization and scientific assessment.

1. Adhere to the safeguard measures of institutionalized management.

2. Adhere to the safeguard measures of business processes.

3. Adhere to the safeguards for standardized operations.

4. Adhere to the safeguard measures of technical specialization.

5. Adhere to the safeguard measures of scientific evaluation.

4. Always adhere to the service goal of zero defects, zero communication distance and zero customer complaints.

1. Adhere to the goal of zero defect in service.

2. Adhere to the goal of zero-distance communication.

3. Adhere to the goal of zero customer complaints.

5. Always adhere to the market development strategy of product personalization, competition marketization and first-class performance.

1. Adhere to the product personalization strategy.

2. Adhere to the market-oriented competitive strategy

3. Adhere to the strategy of creating first-class performance.

6. Always adhere to the business objectives of service to promote business growth and increase company value.

Question 6: How to achieve customer-centered teamwork However, in the daily sales work, the sales efficiency of many enterprises is very low. For example, the salesman is scattered and the customer resources are scattered, so the supervisor can't objectively and truly understand the customer information, let alone call the customer resources in time. Performance basically depends on the individual ability of the salesman, and the overall advantage of the team cannot be brought into play.

Low sales efficiency will directly lead to the loss of customer resources, especially the loss of effective resources, and directly affect and impact sales performance. The key to improving sales efficiency is to achieve teamwork. How to achieve it? After years of practice, I believe that we must do the following:

First of all, we should identify customers in a unified way, such as which customers' information is collected in a unified way, the customer classification standards are unified, and the standards for defining target customers are unified. The advantage of this logo is that enterprises can standardize the behavior of salesmen according to their own business conditions, let the whole team take the lead and manage customer information in a unified way.

Secondly, it can coordinate business information, such as the distribution of customer information and the distribution of resources among branches. This is the core of improving team efficiency, and its advantages are: it can make timely and effective use of customer resources, so as to seize effective customers and effective business opportunities, such as: salesmen leave their jobs, or salesmen follow up with a customer for a long time without results;

In addition to the above two points, teamwork also has a key point: customer information should be shared, such as customer information should be kept in a centralized way, and relevant departments and personnel can call it uniformly. Its advantages are: first, supervisors at all levels can check the overall business situation of the team at any time and provide timely help to salesmen who need support; Second, the same business, or the same project implementer, can know the relevant information of customers at the same time, consult in time, and ensure the efficient communication of the team.

So, how do ordinary enterprises do this? You must learn to use software tools, especially some advanced sales management software, such as "performance guarantee", with the focus on customer relationship management. After use, it can not only standardize the salesman's behavior, carry out centralized data management and call, effectively use customer resources, but also ensure the efficient communication of the team.

In the Internet environment, enterprises can find customers in various ways, such as QQ and WeChat. However, after finding customers, how to retain customers and seize effective business opportunities, in addition to some effective methods and skills, teamwork is very important, and it is imperative to learn to use software tools.

Question 7: What should employees on the production line do to be customer-centric? 1. For the front-line level of production, it is generally understood that the next process is regarded as the customer faced by this process. Then from the point of view of this process, it should serve the next process. Take the next process as your service object and you must serve it in place;

2. It can be seen that the last working procedure personnel on the production line should have a sense of responsibility, be responsible for the next working procedure, regard the next working procedure as their own service object, attach importance to their own work quality, and reduce the defective rate of the work quality of this working procedure.

Question 8: How to be customer-centric? First of all, customers are beginning to dominate the market, that is, customers' needs and changes are reshaping the business model of enterprise marketing and changing the structure of enterprises. In the past, you only produced and sold products, but now you need to classify customers to attract and retain them. Secondly, customer relationship is very important. Your current or potential customer relationship and customer support rate will determine the value of your company. Finally, customer experience is very important, and customers' feelings about your brand will determine their loyalty, that is, customer loyalty comes from consumer experience.

Question 9: How to understand the so-called customer-centered and struggler-oriented concept is an idea and an idea. Since it is customer-centered, you should put yourself in the right position in the sales process. In the process of sales, people often sell products for the sake of selling products, and don't know what customers need. In fact, it is precisely because most people attach importance to economic development and ignore emotional needs that emotion has become an increasingly tight "commodity" in sales. What is "customer-centric"? In other words, what kind of customers do you have in mind? What position, what role? Is the customer's demand your demand? Or do you need exactly what your customers need? Nowadays, the living conditions in society are getting better and better, and people rarely lack material things. On the contrary, their emotional needs are more and more urgent. In view of this, can we consider focusing on "selling" emotions while selling goods? A sales master said: "customers are lovers!"