Published by:
Harvard Business Publishing
Length: 9 pages
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Abstract
Every customer''s experience is determined by the order management cycle or "OMC": the ten steps, from planning to postsales service, that define a company''s business systems. In the OMC, every time the order is handled, the customer is handled. And every time the order sits unattended, the customer sits unattended. Yet, to most senior executives, the details of the OMC are invisible. When managers take the time to track each step of the OMC, they''ll come into contact with critical people like customer service representatives, production schedulers, order processors, and shipping clerks. Managers who "staple themselves to an order" will not only move horizontally across their own organization, charting gaps and building information bridges; they''ll also see the company from the customer''s perspective.
About
Abstract
Every customer''s experience is determined by the order management cycle or "OMC": the ten steps, from planning to postsales service, that define a company''s business systems. In the OMC, every time the order is handled, the customer is handled. And every time the order sits unattended, the customer sits unattended. Yet, to most senior executives, the details of the OMC are invisible. When managers take the time to track each step of the OMC, they''ll come into contact with critical people like customer service representatives, production schedulers, order processors, and shipping clerks. Managers who "staple themselves to an order" will not only move horizontally across their own organization, charting gaps and building information bridges; they''ll also see the company from the customer''s perspective.