Conclusion
Road to Greater Customer Centricity
Mapping the Journey to Greater Resilience
IN 2001, A SENIOR executive who had just arrived at Lafarge North America, a leading cement supplier, asked some of the salespeople about their accounts. “They told me there were just two types of customers,” he said. “The ones who like to golf and the ones who like to fish.”1 In a word, aligning around the customer axis meant spending a Friday afternoon on the golf course with the customer contact.
Lafarge’s relationship-based marketing (although the firm didn’t call it that), was built around pushing product out.2 And it largely worked. In 2001, the company’s operations in the United States and Canada included hundreds of plants, quarries, production ...
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