Customer's perspective.

The success of a company doesn't solely depend on competitive pricing and high quality. The decisive influence comes from what happens within the organization itself. Every individual action that is part of the process shapes the final result - what you truly offer to your customers.

This can be presented in the following way: when something within your company isn't functioning correctly, chaos, disorganization, or improper management emerges, inevitably affecting the relationship between the product and the customer, ultimately having a significant impact on financial results.

When a customer receives the final outcome in the purchasing process, they receive your entire company - both its flaws and successes in operation. So, why, when investing resources to increase investment, do we not take actions to deal with chaos, disorganization, and improper management?

The primary goal of running a business is to generate profit. The processes of management, innovations, and solutions we introduce into the company aim to increase profits or achieve them with fewer resources.

However, managing products, quality, actions, and people can sometimes give the impression that the organization's purpose is the management process itself. We improve resources and processes, but does this always translate into faster and better customer service? We hire numerous employees and establish rules and procedures, but do our efforts genuinely contribute to customer satisfaction and profit growth? Or are we engaging in these activities for the sake of the idea itself, for a better sense of having done everything in our power?

When we organize a company in a well-managed and organized way, it doesn't automatically guarantee customer satisfaction and profit. This often results from incorrectly or superficially defining the causes of certain phenomena, and from losing sight of the customer, focusing on the efficiency of specific areas of our company without reflecting on how they are interconnected and how they directly impact the customer's perspective. We create wonderful products and services, carefully planned and thought out. But are we sure they are genuinely needed by the customer? Of course, there is always a risk that the customer may not accept them, but have we carefully planned and considered whether the customer will receive everything they need in the right time, place, quality, and price? We often use the argument that the competition was too strong or that there was a lack of resources for proper promotion, but these explanations don't always reflect the true situation.

If you manage your company from the customer's perspective, if you introduce procedures and determine what tasks your employees should perform and when, you do this only so that the customer is served on time and in accordance with their expectations. If you introduce different rules for employees, it's only to serve customers better or make their tasks more efficient.

The customer manages your company, and you create standards and adjust processes based on their expectations. The organizational process cannot work in the opposite way, creating a well-organized company but not necessarily focused on customer needs. There's also another side to the coin, which is disorganization caused by a lack of rules and standards in the organization, where everyone performs tasks randomly or doesn't adhere to the overall vision. A lack of time for organizing often results from costs and is considered negligence towards the customer and their needs. The entire management process in every part of the company is pointless without a focus on the customer and their needs.

It's not the director who manages the company, it's not the marketing manager who creates a new marketing strategy - it's the customer themselves who determines the game plan, and everything else is adaptation and fulfillment of their needs.

The object of management isn't, for example, the sales department, but the customer, their needs, and everything must be adapted to them. Returning to the beginning, the customer is the determining factor in what happens within the organization. Every activity at every organizational level is for the customer, and it can't be an action in itself - it must have a final purpose, which is the product-customer relationship, and the person performing this action must understand that.

Certainly, the anecdote about stonemasons is well-known, often used in the context of motivation. When asked what they are truly doing, stonemasons, while performing their work, gave different responses. One said he earns a living. Another described the task he was performing in detail. The third replied that he was building a cathedral. Awareness of the purpose, which is building a cathedral, changes the perspective. Every specialized company has its own "cathedral." Focusing solely on executing your part of the "cathedral" to the best of your ability might not bring complete success. What's crucial is understanding why you're performing a specific action and the role it plays in the entirety.

Even the best-organized and equipped sales department won't be efficient without an awareness of why we're doing it and what goals it serves. Focusing solely on current results can stifle innovation and improvements, which can only be achieved by looking at the whole picture and having complete knowledge of it. Often, by doing so, we forego new paths that the customer and their needs are taking.