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1. The Customer Focus: Harnessing
Customer Knowledge through
Meaningful Interactions
By : Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com HP.08122353284

2. Customer Focus
1. Capture feedback/input from external
customers
• Surveys
• Meetings & interactions
• Living lab
2. Not forgetting internal customers
• Include support teams (i.e. IT, administration, finance, etc.)
3. Managers role
• Create/promote effective conversations & quality dialogue
• Involve customers/stakeholders in defining long-term
strategy
• Adopt strict rule of engagement during discussion

3. Customers Are Willing to Share
What They Know
• Gain tools that enable you to glean important knowledge
from your customers and make them partners in the
process of innovation.
• Imagine an organization that conducts customer
satisfaction surveys and bases its view of them on the
statistical analysis of the surveys. Sound familiar? Now
imagine a change in tactic. Imagine the organization invites
its customers to an interactive meeting. The customers
arrive, spend a few hours, eat a snack, and share their
knowledge with the organization coordinating the event.
• There's quite a difference between the two scenarios
because the interactive meeting is much more personal and
immediate. Why spend time, effort, and money on a survey
when so many customers are willing to tell you what they
think for free?

4. Customers Are Willing to Share . . .
• It is a simple fact that people seem to enjoy being
asked what they think, feel, and expect.
• All you have to do is invite your customers to a
conversation, ask some questions, and, most
importantly, listen.
• Then you will discover how valuable direct
communication is in creating your future with them.
• By helping the organizations that supply them with the
products and services they need, they are also helping
themselves. It's a mutually beneficial situation where
both sides win. In this chapter, we discuss ways in
which you can create value by interacting more closely
with customers.

5. Surveys versus Direct Communication
• We think that some of the market surveys are a waste
of time and money. They bring organizations to
conclusions about future demands on their resources
based on hypothetical questions. We believe it is much
more preferable to interview one's current loyal
customers directly—to really talk to them and see how
they think. The direct conversation should not be
about solving day-to-day problems per se, but about
making the customer a partner in shaping the future of
an organization.
Asking your customers questions such as:
• Which core competencies should we develop?
• Which new markets should we enter?
• What type of services do you really need?
• How can we connect to your real needs?

6. The Living Lab Concept
• An innovative and relatively new method
where customers and users are seen as full
partners in the development of new products
is known as a Living Lab.
• A Living Lab is a New Product Development
(NPD) project team, which not only includes
the developers but also incorporates the end
users from the very beginning as full team
members.

7. Learning from Internal Customers
• It is easy to ask internal customers what they
need and what they expect of their supporting
colleagues, yet—as with other KM cases—one of
the biggest barriers to knowledge sharing is lack
of time.
• When members of teams like these (those that
support organizations) meet, they are usually
trying to solve pressing problems quickly. They
never have a chance to have a conversation, with
their managers or peers or customers, on a
deeper level regarding the questions that matter.

8. Engaging Customers in Defining
Strategy
• Engaging the customers in creating strategy is
an extra step toward an additional, and very
important, perspective.
• It has some risks of exposure, but there are
major opportunities to gain such as achieving
better trust and bonding.

9. Meaningful Interactions
• Your customers are usually willing to share their knowledge
with you.
• Your day-to-day interaction with customers is not enough;
you must have scheduled strategic meetings.
• Invite your customers to knowledge cafés and have them
discuss questions that matter.
• Treat your internal customers as you do your external ones.
• If possible, run your R&D projects as Living Labs.
• Allow your customers to become your advisers. Consider
creating customer advisory boards within your organization
as a solution to lack of communication.
• Make the process mutually beneficial by sharing your
knowledge with your customers so they also know what
you need.

10. Any question?
Kanaidi, SE., M.Si., cSAP
Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
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Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
10
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kanaidi@yahoo.com atau
kanaidi963@gmail.com
Telp : 022-2005972
Fax : 022-4267735 HP. 0812 2353 284
Pin BBm : 79D6107F 087822984716
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