After carefully reading a masterpiece, I believe you must have understood a lot. At this time, the most important thing cannot be forgotten. How should you write your thoughts after reading? Below is a selection of customer-centered reading essays that I have compiled for you. You are welcome to learn from and refer to them. I hope it will be helpful to you. Customer-centered review essay selection 1
In the current fierce market competition, Huawei can become the best among many domestic brands. Its management concepts and business ideas are worth learning by every company. of. After reading through "Customer-Centric", I was deeply shocked by Huawei's "customer-centric" corporate culture, which made me feel and understand based on my own position.
Every company has its own unique development process. To learn and learn from the success of a company, you cannot blindly imitate it, nor can you copy the development and business model to your own company. Instead, you must learn from others. corporate values ??and learn from his soul. The preface of this book straightforwardly states Huawei's core corporate values. Its essence revolves around how to become an industry leader and how to be an industry leader. Since its establishment, Huawei has persisted in being customer-centered, focusing on the core, and not being tempted by other interests for 30 years. It has adhered to the principle of "strengthening a hole, making a profit", and has worked hard for a long time, and finally entered the world of information and technology. The ranks of leading companies in the communications technology industry.
What impressed me most was the words of Huawei Chairman Ren Zhengfei, "From the fundamental point of view of the survival of a company, a company must have profits, and profits can only come from customers. Huawei's survival itself depends on Meet customer needs, provide products and services that customers need, and obtain reasonable returns to support them; employees must be paid, and shareholders must be rewarded. The only people in the world who give Huawei money are customers. We do not serve customers. Who else can we serve? Customers are the only reason for our survival.”
Looking back on the corporate culture of Jiusan Group, “providing healthy products to the society allows every Jiusan Group to have a sense of accomplishment and belonging.” The corporate mission of "sense and happiness" is also a customer-centered cultural concept. People eat Jiusan oil products, and they are our customers. Only by being recognized by customers can we prove that our Jiusan products are the best, and can we have a sense of accomplishment, belonging and happiness. Therefore, customer demand is the source of enterprise development, and expanding the market is also to meet the needs of more customers. "Serving customers is the only reason for the company's existence." This is not only the only reason for the existence of Huawei, but also the only reason for the existence of Jiusan Group, and it is also the reason for the existence of all developing enterprises.
Throughout the book, it is revealed between the lines that Huawei always maintains a "crisis awareness", which comes from Huawei's growth experience. Competition in the mobile communications industry is cruel. Huawei has been facing the squeeze of powerful rivals since its establishment. If we are not careful, we will collapse overnight. Huawei has been able to stay at the top of the industry by maintaining a sense of crisis for a long time, working hard for a long time, not being arrogant in victory but not discouraged in defeat, and fully understanding the industry situation. This is something our companies should learn from. The top companies in the Fortune 500 are always vigilant, let alone us? Each of our employees should have a sense of crisis and urgency.
As a 93 member, I will always maintain the attitude of a striver, keep in mind the "three spirits" and "the scared survive", maintain the determination and confidence to develop, and do my job well. Selected sample essays on customer-centricity 2
Huawei enjoys a high reputation both in China and internationally. In just a dozen years, it has jumped from an unknown small business to a Fortune 500 company, and it still has no less momentum than before. It can be said that Huawei's achievements today are inseparable from one of its concepts, and that is customers. Of course, this seems like nonsense, but the customer mentioned here does not just refer to a noun, but the position where Huawei places customers. This also greatly determines its development today.
"Customer Centricity" was written by Mr. Huang Weiwei, chief management scientist of Huawei. The whole article is divided into three parts. The first part is about customer-centricity; the second chapter is Huawei's value proposition; the third chapter is that quality is Huawei's life.
Each of these three articles is an independent entity, but the three are related to each other. The whole book is divided into three parts to tell us the secret of Huawei's success. While we lament the company's foresight, we also I learned a lot of philosophies about developing an enterprise from the book, which I will use for life after reading it. But the most enlightening thing for me in the whole book is the first one: customer-centricity. In my opinion, this article is the best part of the book. As a financial staff member, I am deeply touched by the content mentioned in this part.
The importance of customers to a company is self-evident. They are equivalent to our food and clothing parents. It is customers who create income for us. Therefore, the theory of treating customers as God is not an exaggeration at all. . Huawei is a company that treats customers as God. According to data, user satisfaction for Huawei-branded products is as high as 85%. Think about it, a brand that has won the trust of customers has no reason to fail.
As the living conditions of our people continue to improve, customers have higher and higher requirements for service quality when consuming. Customers are often more inclined to enjoy a better service environment when consuming. , at this time, being able to meet customers' requirements for service quality is a magic weapon for winning. When I am doing financial work, I always find a rule, that is, the seriousness of everyone's attitude towards customers is often directly proportional to the performance they create. In other words, the more serious their attitude towards customers, the more serious they are. The greater the harvest, it is not difficult to understand. Who would not want to spend the same money to get better services, or spend more money in exchange for good services!
Therefore, everything must be customer-centric. All our efforts are to satisfy customers. Only when customers are satisfied can we create value for ourselves. Although I, as a finance department worker, do not have many opportunities to have direct contact with customers, through activities such as party members contacting gas stations and youth volunteers, I can go deep into the grassroots, communicate with grassroots employees and face customers directly. They put forward We received a lot of reasonable suggestions and requests, which were of great help to our work. The truth will radiate dazzlingly wherever it goes. By replacing the subject of customers with the subject we face, we can learn and apply this knowledge.
Another point is that no matter what position you are in, you must work hard to create value for the company. Although there are some things that I cannot use, others can use them. I can share these experiences with others. Communication can allow them to discover the greatest value, and at the same time, both parties can benefit from the communication process. This is a win-win situation, and it is also a way for everyone around them to get a huge improvement. Selected sample essays on customer-centricity 3
By reading the book "Customer-centricity", I gained a deeper understanding of Huawei and the real reason why Huawei has gone from obscurity to blockbuster success. This book is a collection of important speeches and management thoughts. Many views and thoughts reflect Huawei's foresight.
The vast majority of companies that use customer service and customer-centeredness as their slogans are far away from customers and do not pay attention to customer demands at all. In the end, they stay away from the market and are abandoned by customers. Only customer-centered, striver-oriented, and long-term persistence in hard work are the main values. Let values ??guide the development of the enterprise and connect everything as the basis.
Our existence value is to serve customers! Any company that understands customer value attaches great importance to customer demands, opinions and suggestions, and there are extraordinary ways to demonstrate this importance in various forms such as services and products. Ren Zhengfei made a point in this book that is very important and worthy of consideration by every responsible person. He said: Customers are the only ones who give us money, and we must serve them well. Ren Zhengfei used a very simple buyer-seller relationship to profoundly illustrate the importance of customers to an enterprise.
The essence of a company's long-term strategy is around how to become an industry leader and how to be an industry leader. Customer-centricity is the main thread running through Huawei's business management. Who is best to us in this world? They are customers. Only they can give us money and allow us to live. To put it bluntly, they are our food and clothing parents, so we must serve our customers well, pay attention to the interests of our partners, downstream traders, and feed companies, and achieve A win-win situation.
The sustainable development of an enterprise is ultimately about meeting customer needs, and customer service should run through all aspects of the company's production, operation and management. Creating customer value is the center of all our work. Only by striving to meet customer needs and sincerely moving customers can we bring long-term development of the company. Selected Customer-Centric Review Samples 4
Huawei is the most successful private enterprise in China, bar none. Even with today's size and scale, development still shows no signs of decline, and it still maintains a growth rate of more than 40% every year. As a manager who is not from Huawei, there will always be more or less gains when studying the underlying reasons behind Huawei's success.
Many private companies I have come into contact with are learning from Huawei, and even many state-owned companies and foreign-funded companies are learning from Huawei without hesitation. Seniors in the field of management consulting say that Huawei's success has many factors, but the most important turning point is that the management spent huge sums of money to hire IBM to do the IPD project and a series of subsequent management change projects; some friends who have worked at Huawei said that Huawei's Success is actually the success of human resources management; classmates who are still working at Huawei said that Huawei insiders think that Huawei has too many problems, but everyone never complains when they find problems, but actively changes the problems, regardless of whether they can completely or not. Eliminating defects is how Huawei succeeds; I once said superficially to customers that Huawei's success comes from the right allocation of money...
In any case, Huawei succeeded in the end, and it was so successful that Huawei will If you excerpt some chapters from the meeting minutes in history and print them into books, you can sell them for as much as the paper in Luoyang. Fortunately, my project team started quickly and bought the first printing of the book "Customer Centricity" in July. It is said that many people wanted to buy it but had to wait until the second or even the Nth printing. .
In terms of content, some of the contents in the two books "Customer-Centered" and "Struggle-Oriented" are repeated. It is inevitable when you think about it. Both books are derived from meeting minutes within Huawei, Mr. Ren’s articles, and Mr. Ren’s speeches. The selection methods are the same, the format is also the same, and they are customer-centered and struggle-oriented. Customer-centeredness is part of Huawei's core values. It is inevitable that the same sentence or theme will emphasize both propositions at the same time. For example, the main content line of "Customer Centricity": Huawei's value proposition, business growth, and efficiency improvement have been mentioned again and again, reinforced again and again, and refined into management change measures one by one.
Huawei's "Customer-centric" and "Struggle-oriented" are all about common sense, but it can apply common sense that is well-known to the public in a large enterprise with as many as 180,000 people. What a great thing it is to put it into practice. It is such great things that have led to Huawei's great success.
Laozi said in the "Tao Te Ching": Tao gives birth to one, gives birth to two, two gives birth to three, and three gives birth to all things. The so-called "Tao" is nothing more than basic rules. This basic rule does not necessarily have to be so profound or fancy. The simplest and simplest principles make up these basic rules. The so-called "Tao to Simplicity" is this principle.
In the practice of human resources management, the so-called "Tao" is also a simple and common rule. For example, if an enterprise's strategy is adjusted or its business model changes, the requirements for the organization and people will inevitably change, and human resource management must follow these changes. This is the most fundamental "Tao" of human resource management.
There are many phenomena that support this "Tao". For example, many entrepreneurial veterans who are extremely loyal and have made many historical contributions have become obstacles to corporate development during the process of corporate transformation. Bosses sometimes take decisive measures that may seem inhumane, but cause irreparable damage to the organization. The reason for this phenomenon is that the "Tao" of human resources management has become a static "Tao". The veteran is not wrong, and the boss is not wrong either. What is wrong is that the company is facing changes and the requirements for people have changed, but the veteran does not respond to this change, the boss does not publicize this change, and human resources management is completely unaware of this change. Hindsight.
Adhering to the static "Tao" of human resource management is the human resource management of "professionalism for professionalism's sake" that many people often mention.
When I was engaged in human resources management in a company, I often mentioned to my boss that "leave professional things to professionals." At that time, there was still a certain market for "professional for professional's sake" human resources management, at least not Bring fatal losses to the enterprise. But the only constant in the world today is change. It is no longer appropriate for human resource management to stick to the static "Tao". The transformation of the internal human resources management organization of large enterprises to the three pillars is the most typical phenomenon, except for external organizations In addition to changes in form, changes in human resources management thinking are even more critical.
It is generally believed that human resource management is a supporting function, and its customers mainly come from within. To be more specific, even if the customers of human resource management come from within, where do they come from within? Some people say that human resource management is the cream of the sandwich biscuits, with the boss on one side and the employees on the other. But on a deeper level, where should the heart of human resource management be?
Some people will say that in terms of employees, from the perspective of the external environment, employees are a vulnerable group, and both the legal and social public opinion environment will move closer to the employee level; from the perspective of cultural tendencies rooted deep in the soul , or employees, because after all, bosses are in the minority, while employees are in the majority; from a personal emotional point of view, they are still employees, because human resource management practitioners are more of employed employees. But after reading "Customer-Centered", I vaguely feel that if human resource management is to be truly customer-centric, the first place in the heart should be placed in the enterprise. The reason I use enterprise instead of boss is because I think enterprise may be more accurate.
According to the "customer-centric" evaluation criteria, Huawei believes that only customers will provide Huawei with the profits it needs to survive. Therefore, any company's investment in human resources management is provided by the company, and It is not provided by any individual employee or the union representing employees. Starting from this evaluation criterion, the customer of human resource management must be the enterprise.
Since the enterprise as a whole is a customer of human resource management, human resource management should be customer-centric at all costs, serve customers, create value for customers, improve customer satisfaction, and then achieve own value. When the interests of employees conflict with the interests of the company, human resource management should adhere to the principle of subordinating local interests to overall interests; when there is a conflict between the value investment of human resources and the short-term profits of the company, human resource management should adhere to the principle of subordinating short-term interests to long-term interests. .
After grasping these basic rules from a ideological perspective, the next step is the specific business implementation. Customer-centered human resource management should not passively undertake the company's strategic planning and business plans, but should proactively Participate in the company's strategic planning, clarify the supporting role and gaps of the current human resources situation in the company's strategy, and decide on specific measures and strategies for selection and retention based on this.
Returning to the wisdom of "Tao to Simplicity", a "Customer-Centered" book is brief, but infinite wisdom must be discovered from it, in addition to books, in daily work and life It is also crucial to apply the principles and rules in the book.