What distinguishes internal and external customers
Internal and external customer orientation
The head office treats us when we have a problem
come like idiots!
Those in the branches have no idea about our problems!
The head office staff fill their positions and process theirs
Processes, cases and things - as a clerk. A customer
(Employees from a branch) only saw them in exceptional cases.
You only know him from the phone when he disturbs you on your well-deserved lunch break.
And here lies the core problem:
We forgot the internal and external customers!
Today the customer demands service and performance. Service in the sense of partnership, performance in the sense of benefit.
He is knowledgeable. He made inquiries.
Now the customer gives us a message by fax, phone or email. He gives us an order, an order, an instruction. He demands the best, fast service from his supplier
Reaction to his changed wishes and all of this "just in time".
Many companies refer to this change in customer behavior as increased competition.
It is often seen as the reason for our current recession.
Customers are now more demanding, more unpredictable.
You are no longer a buyer.
The cause of customer behavior is obvious. You have used the technical possibilities to find out more about the whole world. The increasing free movement of information has made customers more responsible.
The current generation has experienced and is experiencing a fascinating development in the topicality of information and the speed of information transport. Modern communication and information technology penetrates into all areas of life and transports information at the speed of light.
However, this statement only applies outside of the company. Everything has been organized within the company so that the exchange of information is prevented (with the exception of rumors).
The departments split up.
Partly out of ignorance, comfort, disinterest or fear of own decisions and superiors.
Here are the most popular statements:
Not my department
Colleague is on vacation
Colleague is coming soon,
I'll call you back,
I'll get someone
is out in the mail
is still being worked on, ............ to name just a few examples.
It is entrenched behind hierarchical structures.
The term hierarchy means “a system of rule of firmly established structures according to superior and subordinate ranks”.
Information can be channeled in this way, information flows and people can be controlled. This departmental or skylight perspective has successfully prevented German companies from thinking and acting in a process-oriented manner to this day.
In this way information became a means of power and the personal property of managers. There is a contrast between the demands of the market and the solidified bureaucratic structures that have been built up at the expense of the customers and at the expense of the employees. Information as a competitive factor has been known in almost all companies for decades:
In the internal battle of the departments against each other.
As an example of internal struggle, here is a nationwide survey. Retail auditors were asked about their own role in the company and about outside consultants.
Example: Auditing employees believe .................
60.7% believe that their work is the engine for continuous improvement.
89.3% of the auditors surveyed have no systematic, formalizing basis for risk analysis in the companies.
92.8% believe that the involvement of external experts will not play a role in the future either
78.2% also do not use external experts.
78.8% think that outsourcing is not a threat to their work
Because no systematic and formalizing risk analyzes are carried out by the auditors 89.3%, the auditors are of the opinion that they are the engine of continuous improvement in the company 60.7%. For this reason, no external consultants are employed 85.7%. That is why auditors see no threat to their status in outsourcing either 78.6%. Also in future no external experts will be employed 92.8%.
This clearly shows uncertainty, ignorance and fear in management.
Intentionally or unintentionally, they ensure that the strength of the information cannot be used. Information is the only “substance” that is multiplied through exchange.
We can no longer get the growing globalization under control through more specialization, more rules, more control and more bureaucracy.
What chances do we still have?
Which organizational images help us to survive?
How can you see and understand a company as a whole?
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