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Executive Interviews: Interview with Subir Ghosh on Customer-centric Organizations
December 2010
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By Dr. Nagendra V Chowdary
Can there be any plausible
relationship between customer
satisfaction rankings and best
companies to work for?
Most certainly high employee
satisfaction scores will certainly also
reflect in high customer satisfaction
scores, if not then it's only a matter of
time before the hypothesis is proven.
Conversely, the reverse is also true if
it not then the survey results are an
anomaly and will not hold good in
subsequent surveys.
What according to you is customer
lifetime value and how can better
customer experience management aid
in improving the customer lifetime
value?
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Customer lifetime value is the total
potential spend that a customer can
himself generate or influence in the
course of his association with the
product or service category in his
lifetime. The decision to continue
with a particular brand or endorse it
will depend on what his experience
is in course of dealing with the firm's
products, process, people and
physical environment, which is
nothing but the definition of
customer experience, which will
encourage him to form the basis to
continue or discontinue the
relationship, thereby either
enhancing or reducing the firm's
share of the customers potential
lifetime value. They are thus directly
correlated.
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Can you name a few customercentric
organizations? What
according to you are their best
practices that can be benchmarked
against?
Well, I have already named several
above. Additionally, my personal
experience makes me want to make
the mention of Jet Airways, HDFC
Bank, Shoppers' Stop, Raymonds,
Airtel and the broking firm, Motilal
Oswal Securities as organizations
that display strong customer-centric
behavior.
Interestingly, the one fundamental
reason why I feel that organizations
in India have not turned customercentric
is that most of the firms that
prospered in the earlier millennium
on account of the restrictive
government policies are still getting
used to the consumer having
multiple choices in this millennium.
Moreover, since the Indian economy
is rapidly expanding most are
experiencing growth by merely
enhancing capacity and reaching
new geographies thus seeing no
need for them to turn customercentric.
This will all change as
categories reach saturation and
growth slowdown compounded
with the entry of a large number of
new players into the category thus
making it hard and perilious for
established players to take their
customers for granted. This is
exactly the phenomenon in the
developed economies and we are
seeing it happen in categories like
telecom services in India.
1.
The Multi-Branding Strategy Case Study
2. ICMR
Case Collection
3.
Case Study Volumes
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