Peter Drucker, the management guru, once said that the reason for the existence of a company is not a product but a customer. Business behavior, whether it is production or sales, is essentially a service, and it must create value for customers. Excellent companies always look at their own business processes from the perspective of their customers, constantly combing and optimizing them to improve customer satisfaction in a rapidly changing market environment.
Taking the automotive industry as an example, even if it is a B2B model component company, today's end-user word of mouth is becoming more and more important, and the satisfaction of end-users rather than manufacturing production itself will be considered as the core of business process optimization. Recently, a "little thing" that happened at Dongfeng Cummins Engine Company demonstrated the power of building customer-focused business processes.
Tianjin Shengyi Oil & Fat Company located in Dagang District of Tianjin has been a loyal user of Dongfeng Cummins for more than 10 years and owns more than 40 trucks equipped with Dongfeng Cummins engines. At the beginning of April 2010, relevant personnel of the company reported to Weifeng Min, a service person of Dongfeng Cummins, that the performance of one of the vehicles was unstable. After the service station was arranged for inspection, the cause of the problem may be that the maintenance mode of the user did not meet the standard. After several communications, in order not to delay the use of the user, Wei Zhimin coordinated many of the company's resources and provided the customer with a goodwill guarantee for replacing the engine. What is commendable is that in this "sensitive issue" communication process, both parties have shown full goodwill and understanding, and a potential "crisis" has been silently resolved. A month later, the Dongfeng Cummins Shijiazhuang Commercial Office received a call from the customer asking for the purchase of multiple Dongfeng Cummins engine-fitted vehicles – the vehicle models recommended by Dongfeng Cummins. Once again, "Concord" won its loyalty and won more orders not only for its technical superiority but also for its high quality and flexible service.
Leaders of Tianjin Shengyi Company and newly purchased vehicles equipped with Dongfeng Cummins Engine
As a glimpse of the leopards, the repeated purchases of customers in Dagang District not only attributed to the active and efficient communication of one of Dongfeng Cummins's service personnel, but also depended on two sets of systems that Dongfeng Cummins is maturing, namely, customer-centric business. Process system and company resource security system. “Since its inception, Dongfeng Cummins has won a good reputation with its leading technology and reliable products, but due to the limited system of the joint venture company, our flexibility is slightly insufficient in responding to customer needs. Without doubt, this affects users. Satisfaction, and in the future, we will focus on creating these two systems,†said Bai Yuan, deputy general manager of Dongfeng Cummins.
In the "Toolbox" of Dongfeng Cummins, the customer-centric business process combing includes two core elements: The first is to develop a more flexible after-sales service policy. For example, for users of special industries such as construction machinery, it is necessary to do repairs first, and then to discuss the responsibility so as to minimize the loss caused by the user's shutdown and save the user's time. For Dongfeng Cummins, the fourth-generation electronic control engine and hybrid bus and Other emerging markets, the maintenance service is first-line. Not only do service personnel on-site track usage, it also starts Dongfeng Cummins' “Infant care†care and development plan, and coordinates the company. Internal, and even Cummins global knowledge base resources support. The second is a more flexible communication mechanism: surveys show that customer dissatisfaction is often due to the lack of feedback from their needs, and feedback delays are often due to information flow within the organization being subject to bureaucratic structure. In order to improve the response speed, Dongfeng Cummins launched the “accessibility communication mechanism†in the company. Under special circumstances, the next-line service personnel can directly pass through the company’s market to sell top management, report on the situation, coordinate resources, and greatly improve customer satisfaction.
The combing of customer-centric business processes will inevitably lead to the reconfiguration of company resources. In the traditional corporate structure, in order to ensure security and control, the company’s resources are usually held in the hands of top management, and these high-level executives are involved in internal communication and coordination all day long. Breed. Customer-centered resource allocation requires companies to move their resource allocation rights forward. Just as Huawei’s president Ren Zhengfei stated, “Let people hear the sound of gunshots.†Since 2009, Dongfeng Cummins has set up a commercial office in the national regional market to undertake development, maintenance, sales, and after-sales service platforms in key regional markets. The resources are tilted and concentrated at the Commerce Department. This move will not only allow Dongfeng Cummins to feel the strength of the Dongfeng Cummins market, but also stirs up a spring pool in the engine market. In order to improve customer satisfaction with maintenance services and achieve rapid response, professional services, and problem-solving goals, Dongfeng Cummins has also vigorously promoted spare parts preparatory work to speed up repairs and reduce end-user waiting time. In 2010, the company also further increased seven pre-repository warehouses across the country to better meet customer needs.
Business process optimization and resource reconfiguration, these two words are easy to say, and truly implemented, they are bound to break the original practice and cause discomfort. Fortunately, at this point, Dongfeng Cummins has reached a high level of agreement, making the process The optimization went smoothly. "The significance of business existence is to create value for customers." More than 40 years ago, Drucker used a concise language to refer directly to the economic significance of business existence. Today, 40 years later, companies such as Dongfeng Cummins are practicing the ideas and insights of management masters: The company itself and its inherent processes are not important at all. The important thing is to create value for customers, and the greater the value it creates for customers. Whose value is higher.
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