Access to Product Information

86% of customers are willing to pay more for a better customer experience.

Customers now possess more power to influence not only what they buy, but also the purchasing decisions of others. Through the global connectivity of social networks and digital technology, consumers are increasingly driving the terms of when, where and how they engage with suppliers and manufacturers. As the demographic of the target customer market shifts, enterprises must respond to the pressures of more informed and demanding critics and creators of their products and services. Customers expect more customized and personalized services and technology, even to the point of desiring opportunity to influence technology innovation and product road maps.

Your customers have a voice, and they expect organizations to champion initiatives and platforms providing opportunities to share candid and key feedback. The most dangerous aspect of the consumer’s voice is that if they are not appropriately channeled, consumers will share their experience and opinions with prospective customers. In many industries and market segments, consumers are reluctant to procure technology and services without performance-based recommendations, and this is significantly disruptive to traditional purchasing.

This newly defined landscape creates a challenge for organizations. How do you close the gap between consumer expectations and the capacity of the enterprise to satisfy its clientele? Many organizations are struggling with this dynamic. KLM’s Meet and Seat program is a great example of closing the gap. In this case study, on February 3, 2012, KLM launched a social networking service that connects people with existing Facebook or Twitter accounts who share similar interests during a flight. This innovation is a popular way of enabling people to interact, thereby increasing the experience of social traveling resulting in a better travel experience for passengers.

In today’s environment, it is critical to meet customer’s data demands. A supplier’s credibility and quality is measured by the ability to provide easy access to product information. Increasingly, global consumers expect this. By implementing standardization, companies can be more confident that their data is accurate and best serving their customers.

According to a comprehensive survey from Label Insight, a data solution provider, 94% of consumers will be loyal to a brand that offers complete transparency, and 73% would be willing to pay more for a product that offers complete transparency. Intelligent entrepreneurs, business owners, marketers and smart businesses understand the benefits of embracing their customers’ insights. Therefore they pursue more innovative and creative ways to use technology.

The Crane Consulting Firm is here to guide you down the uncertain path of creating meaningful value for your customers.

Smarter Business – Through Technology

“Globally, business executives say that 40 percent of innovations over the last five years have had a positive impact on their business’ bottom line.”

GE Global Innovation Barometer 2018.

Thomas D. Dee II, Professor of Organizational Behavior at the Stanford Graduate School of Business, explains that most acquire intelligence by learning basic tasks and skills, mastering them, and then moving on to learn more advanced skills that can be used on more difficult problems and tasks. Innovation is key. Successful and long-standing businessescontinuously innovate, learn, and improve the way things are done. While innovation alone is great in theory, do organizational leaders and mid-level mangers charged with execution clearly understand the measured integration approach and impact on the bottom line?

Amazon.com contains almost 1,000 entries for the term organizational learning and 11,925 for innovation. Google has 802 million entries for the word innovation and 2.5 million for organizational learning. The pressure to continuously improve is the reason companies embrace the total quality management movement and provide the impetuous for U.S. organizations to annually invest billions (some estimates are more than $80 billion) in training and education.

The phrases learning organization and continuous improvement have become management clichés. Nonetheless, relatively few companies embrace management practices required to help them get smarter. Some of the things they need to do to learn are counterintuitive or at least inconsistent with conventional wisdom and common management practice.

Consider the research of Amy Edmondson, a professor at Harvard Business School, and her colleagues, who studied how hospitals and their employees acquired and implemented new knowledge and techniques. Because medicine is always changing in response to new research, pharmaceutical products, procedures, and equipment, learning about new science and practice, as well as mastering new equipment and techniques is fundamental to the practice of good healthcare.

Knowledge-based technology and products are smart because they filter and interpret information to enable the user and manufacturer to act more effectively. Smart products, created by knowledge-based businesses, have the following characteristics: they are interactive, they become smarter the more you use them, and they can be customized. According to Harvard Business Review, enterprises at the forefront of understanding the benefit of knowledge-based technology, platforms and services will profit significantly when their customers and clients begin using their products/services and engaging in the learning process.

Contact The Crane Consulting Firm to help you harness your business learning today.

Empowering the workforce – Remote or Not?

Disengaged employees cost U.S. companies up to $550 billion a year. Forbes

Harnessing the full capability of the workforce will be the driving force behind successful organizations. Borderless working aids collaboration internationally and enables flexibility and agility. This trend exemplifies the change in the way employees work, increasing their productivity and engagement.

Disruptive forces change the way we live and work requiring companies to rapidly adapt. HR leaders and their teams will be essential in shaping the future environments for their organizations and the manner in which they recruit and access key talent. Enterprises that identify optimal pathways to accomplish this dynamic task will be leaders in their respective markets and spur innovation among the competition.

Becoming a pioneer in stimulating this unprecedented change will lead to an enterprise’s increasingly positive performance of sales, production, leadership teams, and operations. 

According to Deloitte, enterprises are fundamentally shifting with new business models, technologies, and changing expectations of—and by—the workforce. Often, HR teams are left straddling the needs of the legacy organization while planning for the needs of the future.

Allow The Crane Consulting Firm to help you define your workforce optimization solution.