IIMS Journal of Management Science

Operations as Management Science: A Journey Towards Building Strategic Customer Centricity

Muthu Krishna V¹, Swathipriya Dhavala², Siddharth A³

First Published 1 Jun 2022. https://doi.org/10.5958/0976-173X.2014.00110.9

Article Information

Volume 5, Issue 1 January-June, 2014

¹Muthu Krishna served as a Quality Consultant at Ford Technology Services India at Chennai, Tamil Nadu, India. He holds a Bachelors in Engineering (Electronics) degree and currently pursuing Masters in Management from ABV-IIITM, Gwalior, MP, India. He can be contacted at pavanapura@gmail.com

²Swathipriya Dhavala is an External-Quality Consultant in the IT wing of Ford India, Ford Technology Services India, Chennai, Tamil Nadu, India. She has worked with major IT service sector companies and has an expertise in Java technology applications, business analysis, metrics and sourcing strategies. She can be contacted at d.mechanical@gmail.com

³A Siddharth works as an Assistant Manager, Product-Marketing, Applied Research International Simulations, New Delhi, India. Research in the field of marketing is one of his key business interests. He can be contacted at a.siddharth1986@gmail.com

Abstract

Our paper proposes that, building client insights and developing value proposition in the production and strategicservices should focus entirely on customers. Feedback from customers is applied over maximising business operations decisions. Business environment is becoming complex and competitive with frequent diversification of products and services. Operations management is so far seen as a back-end business responsibility and often overlooked in studies dealing customer preferences and choices. In our research work, we argue that, complicated business environment and sensitive business process in contemporary market establishments are forcing a need for detailed investigation of relationship between operations management and customer centricity. Operations management concepts increase the ‘Serving to the Delight of Customers’ modelled working. Accommodating wider spectrums consisting complex productions, service industry, energy sectors or eRetailing, the models of strategic consumer-centric operations management are equally applicable and practicable.

Keywords

Customer centricity, Business mileage, Customer Experience Management (CEM), Process utilities, Management innovations

JEL Classifications: L15, L21 D02 D91

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