Background
EAO builds industrial switches, mainly for the automotive, machine and transportation markets. Although EAO leads their field, cheaper copies from China are flooding the market and threatening their strong position.
To counter this development and support a loyal customer base, EAO decided to push for a more customer-centric strategy, allowing them to create top-quality experiences and differentiate from their competition.
Challenge
Our task was to support EAO as they:
Identified their biggest internal challenges
Removed barriers keeping them from becoming more customer-centric
Anchored their new approach throughout their globally dispersed teams
Identifying a wish to become more customer-centric is one thing; defining how to get there and where to start is another. That is why EAO approached us to go on this journey together.
Working with the Customer Centricity Score
We measured the Customer Centricity Score for the whole company, providing a holistic view of the company’s status quo, and revealing what their biggest challenges were.
The results showed that cross-functional collaboration was suffering the most and negatively impacting product quality, deliveries, customer service and communication within the organisation.
To approach this challenge, we went on a worldwide tour with the CEO of the company, working together with the teams to get a better understanding of the situation and define local improvement measures that the teams could implement on their own. Not only were the teams working on valuable tasks for the company, but they also felt more empowered and trusted by the top management.
A total of 22 improvement measures were defined, and all 11 locations started implementing those improvements, bringing EAO a big step closer to becoming a more customer-centric company.
Do you have a similar challenge?
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