Toward a Customer-Centric Strategy Implementation Model: The Case of a European Mid-Sized Glass-Packaging Producer

Toward a Customer-Centric Strategy Implementation Model: The Case of a European Mid-Sized Glass-Packaging Producer

Niksa Alfirevic (University of Split, Croatia), Nikola Draskovic (Zagreb School of Economics and Management, Croatia) and Jurica Pavicic (University of Zagreb, Croatia)
DOI: 10.4018/978-1-4666-2524-2.ch023
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Abstract

This chapter presents a model of customer-centric strategy implementation based on best practices developed by Vetropack, one of the leading companies in the European glass packaging industry. The company developed its own mix of customer-centric marketing strategies, which are implemented on various organizational levels and include processes such as quality assurance, key account management, customer care, business partnering, and a marketing information system. Although the model developed and case presented are based on some industry specific features, the overall approach could be used as a benchmark for different industries and companies, especially those active in business-to-business markets. As an outcome, combining the theoretical framework and best practice findings, we propose a new approach to customer-centric strategy, which unifies internal and external organizational learning.
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Background

More than a decade ago, Sheth, Sisodia and Sharma (2000) predicted that problems with marketing productivity, market/customer diversity and technology development should increasingly lead toward the individualization of marketing practices. The idea of focusing marketing efforts toward even narrower segments “logically” leads to the idea of “one-to-one” marketing (Peppers & Rogers, 1999). Customization to the extent of individual customer needs, referred to as “customerization” (Wind & Rangaswamy, 2001) is enabled by the development of flexible/modular engineering and manufacturing (for producing different product options) and e-business (for customizing other aspects of marketing, such as price, distribution channels, and promotion). Although such a process extends from the organization’s research and development practices (Selden & McMillan, 2006), the essential “ingredient” of this process is related to customer involvement in the development of the product/service, as well as the entire marketing offer. This form of interaction, referred to as “customer co-creation” (Prahalad & Ramaswamy, 2004) may be identified as one of the cornerstones of the customer-centric strategy/customerization.

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