WHAT IS SOLUTION-CENTRIC?
In short, being solution-centric means that your organization
defines itself by the problems you solve for customers,
versus by the products or services you make, sell,
or deliver. In a solution-centric organization, every aspect
of the company—from marketing to research and development
to manufacturing to sales to customer service—
operates in harmony with how customers need to solve
their real problems. Solution-centric organizations gauge
their value not just by the amount of revenue or earnings
they attain, but also by the results and positive outcomes
that their customers achieve through using their goods
and services.
Solution-centric organizations still have to sell products
and services—and product features or service capabilities
are still important. But features and capabilities are only
relevant to the extent that they directly contribute to positive
outcomes for customers. Solution-centric organizations
recognize that they cannot rely solely on their products
to sustain growth and profitability. They must also
stand apart from competitive alternatives by the integrated
■ 5 ■
way that they market, sell, deliver, and provide service for
offerings that address the critical problems and needs of
customers.
WHAT IS SOLUTION-CENTRIC?
In short, being solution-centric means that your organization
defines itself by the problems you solve for customers,
versus by the products or services you make, sell,
or deliver. In a solution-centric organization, every aspect
of the company—from marketing to research and development
to manufacturing to sales to customer service—
operates in harmony with how customers need to solve
their real problems. Solution-centric organizations gauge
their value not just by the amount of revenue or earnings
they attain, but also by the results and positive outcomes
that their customers achieve through using their goods
and services.
Solution-centric organizations still have to sell products
and services—and product features or service capabilities
are still important. But features and capabilities are only
relevant to the extent that they directly contribute to positive
outcomes for customers. Solution-centric organizations
recognize that they cannot rely solely on their products
to sustain growth and profitability. They must also
stand apart from competitive alternatives by the integrated
■ 5 ■
way that they market, sell, deliver, and provide service for
offerings that address the critical problems and needs of
customers.
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