EMC initially took an aggressive "take it or leave it" sales approach but faced issues as customers were unhappy with lack of support. When Mike Ruettgers joined, he changed EMC's approach to be highly customer-centric, focusing on understanding customer needs and providing excellent ongoing support. EMC implemented processes to gather customer feedback, rapidly respond to issues, and position themselves as a strategic partner rather than just a product seller. These changes transformed EMC's fortunes and made them the world's most customer-centric company.

1. EMC : Delivering
Customer Centricity
SUBMITTED BY :
(GROUP 3 SECTION 4)
ASWATHY MENON (FT194013)
ATCHAIVIKNESH M (FT194014)
AYUSH GUPTA (FT194015)
AYUSH SRIVASTAVA (FT194016)
Y.R.BHARADWAJ (FT194017)
BHARAT ISSAR (FT194018)
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2. EMC
 Company started by Richard Egan and Roger Marino in 1979
 Initially they started with the selling of office furniture for making
important connections with buyers
 Once customer relationships were in place , they launched
technology products with the idea
“one Size fits all”
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3. Environmental
Analysis
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4. Take it or Leave it
 The approach of the company was to create an aggressive sales culture and
undercut competitors’ prices.
 Customer was looked down if he refused the product.
 After purchase, services were virtually non existent
 EMC -The 7th hottest company in The US was on the Verge of Bankruptcy
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5. Change is the only Constant
 When Mike Ruettgers joined the firm company’s products were failing left and
right.
 Expensive fixes were provided to overcome the fiasco caused by the sales team
to achieve Sales target
 EMC’s stock was dropped to $7 per share
 These issues made them change their Approach from Aggressive sales to
Customer Centricity
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6. External Environmental Factors
 The company started with the main motive of face to face
customer interaction but due to large increase in number of
customers it was getting difficult for EMC to maintain a dedicated
resource for each and every customers. Also, customers were
moving towards online experience if buying and selling products.
 To cater online users EMC started website www.emc.com with the
focus of making the company more customer centric and the
website would help the customer through blogging, podcasting
and other social media application
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7. Customer Faring
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8. Customer Centricity 8

9. Total Customer
Experience
EMC^2
• Process committed to exceed
customer expectations
• Analyse what customer valued
the most and delivered in the
most efficient and cost
effective manner
• VOC team conducted
Customer Loyalty Surveys on
Quarterly Basis
• “Hot Alerts” capture customer
Concerns and went to business
units for immediate response
• Customer recognised EMC as a
strategic partner who valued
customer satisfaction and
success
• “EMC sales Team was not a
product seller but a truly
reliable partner
• Everybody makes Customer
calls
• Managers Encouraged all
employees to embed
themselves in customer lives
• Employees were hired based on
their availability to interact with
customers
• EMC World – An annual event
that brings all the employees ,
customers and partners to
strategies about future
endeavours
• “Phone home” feature enabled
products to run a self check and
report a problem, if observed to
EMC before customer realisation
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10. Transforming
Product Portfolio
• EMC invested heavily in
research and development
• Came with a new product
development called RAID
• Symmetrix was launched to
deliver superior technology
in customer service
• They launched product line
to cater all segments of the
market ranging as lowest
from $9000 (CLARiiON) to
$3M
• Expanded Customer base
from B2B to B2C
Guilty Until Proven
Innocent
• EMC took the responsibility
for the problem irrespective
of the fact whether it was
their product causing it or
not.
• If any product failed,
company fixed the issue
immediately and ensure to
mend customer relations
• These features made it
world’s most customer
centric company
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11. Competition Analysis
 Initially when EMC started, IBM was
the Sole player and as EMC grew
so did its competition
 Dell entered the low end of data
storage market which strained the
Dell-EMC relationship
 As time progress, the competitors
was divided into two groups:
1. Broad-based competitors like IBM
and HP which had an advantage
of computer hardware
2. IT consulting competitors and
other competitors like Hitachi and
NetApp focused on data storage
and security .
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12. Competition handling
 EMC launched a new tagline “EMC: Where Information Lives” which
showcase their vision of helping companies in their information
management and create values
 This being a competitive advantage help them store, protect,
manage and harness information
 Move to VAR sales Model
 Value added resellers helped in increasing revenues while
decreasing cost to maintain direct sales force e.g. EMC-Dell
 EMC joined hand with Cisco to create prebuilt bundles of hardware
and software
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13. Wearing the hat of Protagonist
The company believed in high touch and
market requirement was for High-tech
Achieving High touch through High-tech
1. One can achieve both aspects today by
enhancing the user interface of the website
where company representative will be able
to chat with customers to get their queries
answered . This method is not only user
friendly but can also cover a large part of
customer base.
2. One of the most important aspect of EMC
was continuous customer feedback which
now can be achieved easily by having a
feedback option in the website.
3. In high tech we can dragonise the customer
issues and provide solution online if in case
issue still persist the technician will be
approaching them in person in this manner
we are still having a high touch through high
tech
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