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    Case Analysis

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    aniket
    EMC2 traditionally had an aggressive sales-driven culture but faced issues with defective products and poor customer experience. To address this, EMC2 shifted to a customer-centric approach where they listened to customer feedback, improved product quality, and positioned themselves as a solutions provider and partner rather than just a product seller. This transformation improved customer loyalty and relationships. EMC2 is now known for its high-touch customer service and focus on collaboration with customers to understand and address their needs.

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    Case Analysis

    Uploaded by

    aniket
    447 views11 pages
    EMC2 traditionally had an aggressive sales-driven culture but faced issues with defective products and poor customer experience. To address this, EMC2 shifted to a customer-centric approach where they listened to customer feedback, improved product quality, and positioned themselves as a solutions provider and partner rather than just a product seller. This transformation improved customer loyalty and relationships. EMC2 is now known for its high-touch customer service and focus on collaboration with customers to understand and address their needs.

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    EMC2 customer centricity

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    EMC2 traditionally had an aggressive sales-driven culture but faced issues with defective products and poor customer experience. To address this, EMC2 shifted to a customer-centric approach where they listened to customer feedback, improved product quality, and positioned themselves as a solutions provider and partner rather than just a product seller. This transformation improved customer loyalty and relationships. EMC2 is now known for its high-touch customer service and focus on collaboration with customers to understand and address their needs.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    447 views11 pages

    Case Analysis

    Uploaded by

    aniket
    EMC2 traditionally had an aggressive sales-driven culture but faced issues with defective products and poor customer experience. To address this, EMC2 shifted to a customer-centric approach where they listened to customer feedback, improved product quality, and positioned themselves as a solutions provider and partner rather than just a product seller. This transformation improved customer loyalty and relationships. EMC2 is now known for its high-touch customer service and focus on collaboration with customers to understand and address their needs.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 11

    Delivering Customer Centricity

    Group 2
    Ashish Mittal
    Avnie Saxena
    Aniket Sharma
    Deepanjali Khurana
    Jatin Rai
    Kamalika Poddar
    Kaustav Dutta
    EMC2
    EMC2 is an IT firm dealing in data storage, data security and cloud
    computing
    Found in the year 1979 by Richard Egan and Roger Marino
    Started by selling memory boards to firms to store more data on their
    computers
    Company went public in 1986 and expanded into newer markets and
    product lines
    The company turned in a revenue of $127 million in 1987
    The Traditional Approach
    Traditionally EMC2 was an aggressive sales driven firm
    They sold office furniture to get in touch with the buyers and subsequently
    pitched them their solutions
    There was a brass bell in the centre of the room from where sales team
    operated, which was rung every time an order of $10,000 was closed
    From the team of 5000, one out of ten left the company each year with
    half of them being fired
    There was a predominant culture of only the strong survive
    Though the company was doing good, there was a major issue with
    quality, and company shipped replacement drives to pained customers
    Sales teams even shipped defective disks to customers to complete
    targets, knowing that the replacement drives would eventually be sent out
    The New Way: Customer
    Centricity
    There was severe backlash from the customers due to aggressive mindless
    selling that the stock prices dropped from $29 to $7 per share
    Company decided to take a customer centric approach and offered
    customers replacement IBM models for failed products
    Because of this company recorded losses of $8 million in the year 1988
    EMC2 started working as a solutions provider while working on its product
    quality
    It raised its prices by 5-15% but offered customer centric solutions and too
    pains to see that the need of the customer was fulfilled
    Total Customer Experience program was initiated to understand what
    customers valued the most and find most efficient and cost effective ways
    to deliver it
    Listening to the VOC
    Customer inputs were taken from both structured market research and
    Unstructured conversations
    Quarterly customer loyalty surveys were floated to see that customers
    were satisfied with the company
    The company was constantly on the lookout to see what more EMC could
    do to improve the relationship with customers
    EMC started holding customer councils to collaborate with the customers
    and understand their needs and design products accordingly
    Company started moving from Hard Sell to Consultative Sell
    Customers also started looking at EMC as a reliable partner rather than a
    product seller
    Employees were encouraged to embed into the lives of the customers and
    assist them right from the sale through the product installation to
    customer service
    18% of the workforce made up dedicated service employees
    Considering the criticality of their products EMC invested deeply into their
    products and built in features and service procedures to ensure that any
    product problems are identified and fixed quickly
    A team of customer service, technical, and field personnel was available
    for support throughout the world
    Because of all these initiatives, customers treated EMC not as a vendor
    but a partner in their process
    Taking Responsibility
    Transforming the Product Portfolio
    VAR Sales Model
    High Touch vs. High Tech
    The Way Ahead

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