Businesses now exist in a hyper-competitive environment. The more competition there is, the more power shifts from businesses to the customers (including prospects). Businesses that are still structured according to the model of power residing in the company will suffer competitive disadvantage versus businesses that adapt to the new order of customer-centric power.
This description explains why businesses need to be restructured to maximize share growth, and then goes on to outline how best this can be done.
What Are Hub Centric Rings
Why Businesses Need to Be Restructured
The organizational buildings of most businesses develops organically, from the competences of their founders. As the founders of most businesses are entrepreneurs with a vision for a stock (including service), their focus is primarily on the product, and their buildings is designed to facilitate the processes of making products and Pushing them out toward customers in order to earn revenues. Accordingly, their customary interface with their customers is through the Sales function.
This model served these businesses well for the pioneering stages of the industries they were operating in. However, as their industries mature, and there are more and more competitive products in each stock category, the buyer gets more and more selection in determining which stock they purchase, and therefore, in influencing which company gets the revenues,
Customer's don't buy products, because the actual stock is invisible and intangible to them, private in the corporeal or conceptual expertise with which they are man-made or designed. Customers buy brands, which are the perceptions of the product, and which exist in their minds, rather than in the corporeal marketplace.
As customers exert more selection in their purchase of products, the businesses center of gravity shifts from the products to brands, the company mode shifts from the product-oriented Push dynamic toward the brand-oriented Pull dynamic; and the competitive arena shifts from the factories and offices of the company to the minds of customers.
These seminal shifts transform the company from and stock generator to perception builder. If only because it is the perception that the company builds and maintains, that will determine buyer preference, and buyer preference determines their purchase, and their purchase is the customary source of revenue revenue for the business, which determines the business' marketshare growth.
These are the reasons why businesses need to be restructured to maximize share growth.
How Businesses Need to Be Restructured
We have seen that the success of businesses will depend increasingly upon how well they transform themselves from stock Generators to Perception Builders. This involves a shift of expertise from stock design, manufacturing, and delivery toward brand design, development, and delivery.
This does Not mean that businesses won't need expertise in stock design, stock manufacturing, and stock delivery any more. What this means is that stock design, stock manufacturing, and stock delivery expertise must increasingly be regarded as means to organize a brand, organize the brand, and deliver the brand in the mind of the customer.
The ideal buildings for a company that is primarily focused on perception construction is based on concerning itself as a customer-interfacing organization. This calls for a circular structure, comprising three concentric layers:
1. An outer customer-interfacing layer. The company must be designed in a way that its whole perimeter is poised and ready to interact with customers in ways that deliver buyer experiences and communications that organize and consolidate the desired brand perception effectively.
This outer layer will include all customer-interfacing functions: sales, sales support, buyer service, billing, collections, credit-control, advertising, sales promotion, merchandising, stock development, stock manufacturing or supply, packaging, distribution, and merchandising.
2. An inner layer for facilitating the outer customer-interfacing layer. Immediately behind this customer-interfacing perimeter of the company must be other layer that is designed specifically to guide, keep and facilitate the smooth, allembracing and perpetually enhancing interactions of the outer layer with customers in each of the dissimilar customer-interfacing functions.
As the customary objective of these first two layers is to keep expanding revenues faster than the rest of the kind in order to keep expanding store share, these two layers will be overseen by a Chief revenue Officer who is responsible for ensuring that all customer-interfacing functions are optimally delivering experiences and communications that build the best possible brand perception for the business.
This Chief revenue Officer will also be responsible for perpetually enhancing the second layer's provision of facilitation and keep toward enhancing the outer layer's buyer experiences and communications.
As each of the customer-interfacing functions in the outer layer, and the facilitating and keep for each customer-interfacing function must achieve specific function-based results other than their perception-building functions, each of these customer-interfacing functions must be overseen by a function head that is responsible for perpetually enhancing these-non-perception-building function results as well.
3. A core hub for the functions for monitoring and refining the company as a whole, and for finding and applying the best resources toward reducing the business' expenses toward maximizing profit, and expanding the store value of the business.
This core hub will be overseen by a Chief Financial Officer, who is responsible for cost savings and efficiency, and for finances in general. All other function heads in the core hub, such as information Services, Human Resources, supervision (Legal, Security, Facilities, etc.), will description to the Cfo for their performance in retention costs down.
All three layers of the new concentric buildings of the company will be overseen by the Chief menagerial Officer who is responsible for profit deliver of the business, which results from subtracting the cost-savings results of the Cfo's performance from the revenue generation performance of the Cro. The Ceo also oversees all the function-heads for their performance in their respective functions as inevitable from perception-building and cost savings respectively.
Phasing the Restructuring Process
It will not be easy to transition immediately from the customary organizational buildings to the new one immediately, or all at once. Hence, it might be best to effect this transition in two phases:
Phase I, as soon as possible.
Adding the Chief revenue Officer function that has a dotted line accountability for integrating all brand perception construction functions, i.e., all customer-interfacing activities, such as: sales, sales support, buyer service, billing, collections, credit-control, advertising, sales promotion, merchandising, stock development, stock manufacturing or supply, packaging, distribution, and merchandising. In the interest of avoiding delay, the Ceo may initially assume the Cro function until this position is satisfactorily filled.
In this stage, the Cfo will also assume dotted line accountability for the efficiency (cost-saving) aspects of the core hub functions.
Phase Ii, from month 7.
Continue to consolidate Phase I and restructure the company into the three concentric circles, as shown above.
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Restructuring Businesses to Maximize market Share growth
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