Customers, marketing and the network organization

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Abstract
Customers are becoming more demanding. Network organizations are emerging which embrace customers, and are more flexible and responsive to their needs. CEO's increasingly regard customers as part of the organization. Customers are too important to be “left” to one or two directors and their divisions. CEO's are requiring everyone to focus upon the requirements of customers. To help achieve this, organizations are seeking ways of linking remuneration and performance assessment to customer satisfaction. Increasingly customers assume reliability and performance. Quality of itself may no longer differentiate alternative suppliers. In markets in which all suppliers have their quality programmes, managers need to consider what lies beyond quality. Reason is no longer enough. Less tangible factors such as feelings, emotions and values need to be understood. CEO's question whether marketing departments can respond to these and other challenges and help facilitate the changes they are seeking.

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