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Well defined, product driven OR Ambiguous, fluid, uncertain, service sustained |
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Traditionally, organizations have attempted to force the market to accept their product; however, there is greater potential and value in understanding the market and crafting a product in response. Contemporary markets are fragmented and competitive, technology-driven and global. If Contemporary organizations must focus on continuously creating new customers through product and service innovation and then keeping those customers by delivering value.
The concept of reinventing government applies customer-oriented marketing strategies to the public sector. The organization’s decision to operate according to market-based principles will probably lead to reevaluation of other organizational elements such as technology, diversity, structure, etc. A diverse workforce, for example, may lend itself to entry in diverse markets. The interest approach (flashing) helps clarify the task of collecting and freely distributing the information that is essential to market transactions. |
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well-defined, product driven > fluid, uncertain, service sustained |
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Audits
Ben Ruark, "Is a distance from your customer audit needed?" JOURNAL FOR QUALITY AND PARTICIPATION (Oct./Nov. 1995) at 14. a tool for evaluating your customer-friendliness. Quality Function Deployment (QFD) Robert F. Hales, Using QFD to adapt QFD to your culture, JOURNAL FOR QUALITY AND PARTICIPATION (Oct./Nov. 1995) at 10. QFD is a tool used to introduce quality process and customer orientation to organizations. Hales explains how to make this concept work within your organization’s culture. |
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William Edwards Deming, OUT OF THE CRISIS
REENGINEERING MANAGEMENT Vincent P. Barabba, MEETING OF THE MINDS: CREATING THE MARKET-BASED ENTERPRISE, Harvard Business School Press (1995). Barabba tells us "[i]f you provide customers with innovative solutions to what they want and need, keep your costs below what your customers are willing to pay, and make sure you employees are healthy, motivated, and informed, all else should follow -- profits, growth, a sense of accomplishment and service, and favorable recognition by the communities within which you exist." He explains how to use systems thinking to create dynamic, market-based decision making. Tom Peters, LIBERATION MANAGEMENT, IN SEARCH OF EXCELLENCE, A PASSION FOR EXCELLENCE, THRIVING ON CHAOS William Kay, champion of the emerging paradigm in public sector labor relations, tells readers that a central theme to all four works is Peters’ insistence on the product’s excellence and the importance of close customer ties. Gary Hamel, Forward Thinking, EXECUTIVE EXCELLENCE (Nov. 1994) at 5. About staking out new competitive space in the market. Robert J. Holder, Requisite for future success...discontinous improvement, JOURNAL FOR QUALITY AND PARTICIPATION (Sept. 1995) at 40. Our age of perpetual change requires discontinuous change such as that witnessed in the technology industry (Federal Express, the fax, email, and the Internet). Discontinuity must be applied to all aspects of organizations. Images and clues for enacting discontinuous improvement: suicide leadership, sensuous enterprise, novice effect, Hermes consciousness and more. John W. Moran, Jr., Breakthrough thinking, JOURNAL FOR QUALITY AND PARTICIPATION (Sept. 1995) at 46. How to get the most out of your TQM effort by focusing on uniqueness, purposes, the solution after next, systems and limited information collection. EXECUTIVE EXCELLENCE (Sept. 1994). Issue devoted to customer orientation and customer service. Market-Based Enterprise in the Public Sector David Osborne and Ted A. Gaebler, REINVENTING GOVERNMENT, Penguin Books (1992). Authors outline "...the governmental fiscal dilemma: the decades old political problem of government funding has been posited traditionally as either raising taxes or cutting spending. The public accepts neither choice. There is no lessening of demand for quality services, and there is no desire to increase taxes. For Osborne and Gaebler the answer is not in the liberal/conservative debate over more or less government, but in the wrong kind of government. Only through reinventing our governmental structures can we achieve better government." (reviewed by William Kay, A Third Way) Robert L. Hollings, REINVENTING GOVERNMENT: AN ANALYSIS AND ANNOTATED BIBLIOGRAPHY, Nova Science Publishers, Inc. (1996). The first section briefly explores: historical roots of reinventing government, how reinventing government relates to another management theories, OpenSystems theory, information management, rediscovering performance auditing, effectiveness of reinventing government efforts. The second section is an annotated bibliography of books, videos, book reviews, national, state and local attempts at implementation, uses in advertising, and recently published materials. Appendices list associations, publications and conferences concerned with reinventing government |
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This is just a small sample of the numerous organziations that have profited from a new customer orientation.
CITIZENS BANK Sheldon Stone, Eureka! What if we treated customers as CUSTOMERS? JOURNAL FOR QUALITY AND PARTICIPATION, (July/Aug. 1995) at 94. Banks - from big business loans to the customer as a main revenue source: how Citizens Bank stayed alive in a declining market by designing a service quality strategy. IBM Michael Kay, The customer changed -- but IBM didn’t, THE GLOBE AND MAIL (June 8, 1993) at B24. Ignoring your customers can lead to miserable failures - why not to rely on traditional market research. XEROX (New York Times) Xerox strategy worth copying, SACRAMENTO BEE (Aug. 9, 1992) at A3. How Xerox Corp. found success by tailoring its product to the consumer. GENERAL MOTORS Al Fleming, Friend or Foe, AUTOMOTIVE NEWS INSIGHT (Sept. 28, 1992) at 8i. This article explores the philosophy of GM’s J. Ignacio Lopez, who works from the belief that in order to succeed in this third wave of the industrial revolution, companies must create customer satisfaction through products that transfer value to customers through quality, service and price. PRUDENTIAL LIFE Stephen Tanner, Service quality as a competitive strategy, JOURNAL FOR QUALITY & PARTICIPATION (Dec. 1994) at 58. Prudential Life’s quest to integrate quality as a component of both product and service. |