Hotels sponsoring music performances
Challenge: getting employed as a customer expert

How to think harder about serving customers

This article was bookmarked by me weeks ago, and today I re-read it and decided to discuss it here, then I read a few of the comments and my head started to spin. J.P., who is one of the biggest forces for innovation in telecom, touches so MANY vital issues. And, most importantly, he doesn't deliver his opinions as much as he asks high-quality questions.

I'm going to go back and read all the comments and also read Clay's book and the new edition of Cluetrain Manifesto, which I have to retrieve from a friend. Then maybe I'll have a qualified opinion about all this, but in the meantime, please read the quote below and see if it doesn't change your mind about how customers should be treated and respected.

Confused of Calcutta: A sideways look at cognitive surpluses and knowledge “management”, 2010-Nov-23, by J.P. Rangaswami

Let’s start with knowledge. For the sake of simplicity, I’m going to define knowledge in the enterprise as “information about anything and everything that makes our customers’ lives easier; as a corollary, information about anything and everything that helps us make our customers’ lives easier”. I feel that such a definition is in keeping with the ethos of Peter Drucker’s immortal saying “People make shoes. Not money“. If we make our customers’ lives easier, they will thank us for it. With their attention, their time, their loyalty, and even their money.

Using this definition, the management of knowledge can be defined as “the process by which we create, collect and share information that makes our customers’ lives easier”.

So who should be involved in such a process? Who would know the most about what would make our customers’ lives easier?