Who thinks of lean, thinks of Toyota Toyota introduced not so much the term, but the method – the ‘Toyota Way’ – was later so called by researchers of Toyota’s success. To put it exaggeratedly: Toyota had an obsession with its customers Toyota wanted to serve them optimally throughout the customer journey and at all touchpoints. To do this, Toyota used the information it obtained through various methods and channels. Lean CRM optima forma.
Toyota figured out that customers only want to pay for business processes that add value for the customer. All other activities are wasteful and therefore unnecessary (waste). So, as an organisation, you will want to know what customers value in order to revise your processes so that you can serve them optimally.
Know what your customers value.
Although it seems obvious, chances are that many companies do not know exactly what customers really value. How is that possible? It is often not investigated. Lean CRM starts with gaining a full insight into customer needs during the whole customer journey.. In fact, the only way to find out is to do research: in-depth interviews, observing what customers do and how they do it, surveys, and so on.
Map out the processes.
Once you know what customers value, you can map out this process. It is important to move away from simply recording processes. Lean CRM requires a different mindset. For each process, the central question is: how does this process add value for the customer? In doing so, you base yourself on the research results and not on what you yourself think adds value (and surely this mistake is often made!). If a process does not add any value, it is a waste. And lean wants to eliminate waste. A comment is necessary: sometimes a process is necessary, such as keeping the (tax) administration, while this does not directly provide added value for the customer.
From push to pull
If you know what customers want and all your processes are focused on that, you can put the customer in control, so to speak. As with content marketing , facilitate the customer. You provide all the resources and tools that the customers expect. When they need and ask for it, you as an organisation can provide it. As an organisation, you actually adapt all your CRM activities to the needs and (expected) actions of the customer. For example, you do not bombard them with advertisements or e-mailings, but through your platform they can download how-to’s and checklists. You can use the information that you continually receive from customers in this way to make lasting improvements. That too is part of lean. And translated into lean CRM, this creates dynamic customer profiles, enabling you as an organisation to continuously respond to customer needs.