Delivering Customer Centricity

Group 2
Ashish Mittal
Avnie Saxena
Aniket Sharma
Deepanjali Khurana
Jatin Rai
Kamalika Poddar
Kaustav Dutta
 EMC2
EMC2 is an IT firm dealing in data storage, data security and cloud
computing
Found in the year 1979 by Richard Egan and Roger Marino
Started by selling memory boards to firms to store more data on their
computers
Company went public in 1986 and expanded into newer markets and
product lines
The company turned in a revenue of $127 million in 1987
 The Traditional Approach
Traditionally EMC2 was an aggressive sales driven firm
They sold office furniture to get in touch with the buyers and subsequently
pitched them their solutions
There was a brass bell in the centre of the room from where sales team
operated, which was rung every time an order of $10,000 was closed
From the team of 5000, one out of ten left the company each year with
half of them being fired
There was a predominant culture of only the strong survive
Though the company was doing good, there was a major issue with
quality, and company shipped replacement drives to pained customers
Sales teams even shipped defective disks to customers to complete
targets, knowing that the replacement drives would eventually be sent out
 The New Way: Customer
Centricity
There was severe backlash from the customers due to aggressive mindless
selling that the stock prices dropped from $29 to $7 per share
Company decided to take a customer centric approach and offered
customers replacement IBM models for failed products
Because of this company recorded losses of $8 million in the year 1988
EMC2 started working as a solutions provider while working on its product
quality
It raised its prices by 5-15% but offered customer centric solutions and too
pains to see that the need of the customer was fulfilled
Total Customer Experience program was initiated to understand what
customers valued the most and find most efficient and cost effective ways
to deliver it
 Listening to the VOC
Customer inputs were taken from both structured market research and
Unstructured conversations
Quarterly customer loyalty surveys were floated to see that customers
were satisfied with the company
The company was constantly on the lookout to see what more EMC could
do to improve the relationship with customers
EMC started holding customer councils to collaborate with the customers
and understand their needs and design products accordingly
Company started moving from Hard Sell to Consultative Sell
Customers also started looking at EMC as a reliable partner rather than a
product seller
 Employees were encouraged to embed into the lives of the customers and
assist them right from the sale through the product installation to
customer service
18% of the workforce made up dedicated service employees
Considering the criticality of their products EMC invested deeply into their
products and built in features and service procedures to ensure that any
product problems are identified and fixed quickly
A team of customer service, technical, and field personnel was available
for support throughout the world
Because of all these initiatives, customers treated EMC not as a vendor
but a partner in their process
Taking Responsibility
Transforming the Product Portfolio
VAR Sales Model
High Touch vs. High Tech
The Way Ahead