Upon completing a recent article, I am perplexed. I advocate much like Peter Drucker that the reason to be in business is to create customers. The article I am referring, "How CEOs Should Work with Customers" appears to suggest that CEO's do not have the time to spend with customers due to a myriad of other items on their agenda. I concur they are busy, we are all busy, however, if executives lose focus from the most vital asset of any organization then it questions strategy.

With recent economic volatility and exasperating increases in customer pay, it is imperative to note that perhaps the eye has gotten off the ball. Organizations today must practice and exemplify customer orientation. It is the customer that pays the utility bill and the customer that supplies salaries. That said why is the client not the focus of all activity within organizations.

Organizations today must conduct themselves thus:

1. Refrain from the mission statement foolishness. Stop paying lip service to customer experience and live it. Mission statements are as useful as the paper scribed if they are not abided. Decrease the chasm but developing a customer service culture.
2. Time. Executives and all staff must spend time with clients. There is no metric establishes percentages, however it is useful to spend time and as much as possible with clients. Customers require vendors they can trust and respect. The relationship grows when customers know you.
3. Talent. Executives must begin to hire talent and create customer services exemplars. Organizations such as Southwest Airlines and Apple exist for one thing- the customer. All talent work synergistically to provide a proper customer experience.
4. Focus groups. Many companies utilize these effective feedback loops and others not. One cannot build product without client involvement. Apple's success in both the iPhone and iPod stems from insightful feedback.
5. CBWA. Customers by Walking Around. A tremendous concept exemplified in the early 1980's and since forgotten. Executives gain insightful intelligence by meeting with differing clients, with a variety of needs to decide future products, development and marketing strategies.
6. Communicate. Avatars of successful customer service consistently strive to communicate messages. The proliferation of the Internet and other technologies facilitates communication customers welcome the competitive intelligence.

Customers are assets and require that treatment. Giving them time, understanding their needs and listening to concerns are methods all executives must use to remain competitive.

2008 Drew J. Stevens Ph.D. All rights reserved.

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