A typical company in this category has undertaken a cultural shift to advance from a product-centric to a customer-centric company. It requires a change in customer strategy, and most notably a change in perspective. Instead of defining successful customer relationships strictly from an inside-out company perspective, it’s now apparent that to grow mutually rewarding customer relationships, you’re going to need to include some outside-in perspectives and understand how your customers define successful relationships.

Ogre’s CRM technology continues to morph with other business applications so that customer-facing staff, line managers and knowledge workers all have access to real-time and on-demand customer information, as well as reports and business intelligence regardless of where the data resides. Messaging to customers has evolved from a monologue into a dialogue whereby the conversation flows in both directions. In this phase, smart CRM programs will be supplemented with Customer Experience (CX) strategies.

To get to this phase, Ogres will have undertaken analysis to understand what customers really want from their supplier relationships. Customer strategy will include what’s most important to customers, KPIs will be inextricably linked to the company’s most important customer and revenue objectives, and customer segments will be defined by behavioural personas. The customer view will have advanced from a departmental to an enterprise-wide view, and information analysis will evolve to include flexible analytics.

Ogre businesses want to refine their processes and move towards more predictive modelling so they’ll be able to understand how any initiative implemented will impact future revenues.