Leading manufacturing and capital equipment service organizations are now playing offense and engaging with their customers in a truly interactive fashion. Customer dashboards, key performance indicators (KPIs), and reports have long been available to internal account teams. Now, however, leading edge organizations are making these same tools and data available to their suppliers and customers through business portals with aggregated information from multiple enterprise and transactional data systems. Both internal service, and customer personnel, can now see the same view of service performance and activity. This is really the next frontier, which can generate not only internal efficiency but can also create opportunities for real customer stickiness and business growth.
As indicated by Jonathan Byrnes, a prominent customer service thought leader and author, service innovation and growth requires proactive account management and intimate customer understanding.
Today, leading companies are redefining customer service . Phrases like building a relationship with the customer, and understanding the customer better than the customer understands herself underscore this new objective.
Jonathan Byrnes
HBSWK, Jul7, 2003, Out-of-the-Box Customer Service
Exhibit 1 portrays the respective characteristics relating to account management and reporting across the various stages. Generally speaking, as organizations move from customer support to the growth stage their account management reporting tends to:
* Include customer profitability & productivity metrics in addition to classic internal measures
* Have more cross-functional account ownership and input
* Leverage and aggregate data that is housed in multiple departments and sources
* Provide more sharing and easier access to data for strategic suppliers and customers
* Require a much deeper understanding and segmentation of the customer base to drive priorities and assure resources are optimized for strategic customers
As indicated by Jonathan Byrnes, a prominent customer service thought leader and author, service innovation and growth requires proactive account management and intimate customer understanding.
Today, leading companies are redefining customer service . Phrases like building a relationship with the customer, and understanding the customer better than the customer understands herself underscore this new objective.
Jonathan Byrnes
HBSWK, Jul7, 2003, Out-of-the-Box Customer Service
Exhibit 1 portrays the respective characteristics relating to account management and reporting across the various stages. Generally speaking, as organizations move from customer support to the growth stage their account management reporting tends to:
* Include customer profitability & productivity metrics in addition to classic internal measures
* Have more cross-functional account ownership and input
* Leverage and aggregate data that is housed in multiple departments and sources
* Provide more sharing and easier access to data for strategic suppliers and customers
* Require a much deeper understanding and segmentation of the customer base to drive priorities and assure resources are optimized for strategic customers
| Customer Support | Profitability | Growth |
|---|---|---|
| Break-Fix Delivery Metrics Internal Metrics Typically No Account Owner Limited X-Department Data No Data Aggregation Internal Data Access Only Limited Customer Segmentation | Account Profitability Metrics Service Partner Metrics Account Owner Additional Data Sources Functional Data Aggregation Supplier Data Access Large Account Focus | Customer Total Cost Metrics Customer Productivity Metrics Cross-Functional Team Multiple Data Systems X-Function Data Aggregation Customer Data Access Customer Experience Map |
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