Innovation- from the customer point of view.docVIP

 PAGE \* MERGEFORMAT 8 Innovation: from the customer point of view ■ Man / Lawrence A. Crosby Wayne Marks Sheree L. Johnson translation / Dong Tao Although the decor in the world’s largest retailer Home Depot Inc. (Home Depot) 2006 sales in the second quarter of 2005 increased by nearly 17% over the same period, operating profit increased by nearly 5 percent, company executives are still the company’s 2006 third in the fourth quarter’s performance was less optimistic. In 2004, Home Depot’s former CEO, Robert Nadyri (Robert Nardelli) in an interview he had expounded the strategic thinking: ‘Now we are the company’s situation is trapped in a conventional retail business mode, can not be to be innovative. We must ensure that available to the consumer what they want, rather than they already have. ‘In order to achieve this strategic thinking, only in 2006, Home Depot has invested 350 million U.S. dollars on a creative way to provide consumers with’ Orange experience ‘: to recruit more staff for customer service, more comfortable interior environment, establish self-checkout, re-organization and restructuring of the retail sector, and to reward passion for customer service staff. In addition to Home Depot, Dell Inc. (DELL) is also through the implementation of ‘Dell 2.0’ to carry out reform and innovation, it raises a package of products, services and technical support programs, including strategies to improve the customer experience. Customers are the core of Dell’s innovation process. The success of Six Sigma, and did not let General Electric Company (GE) stalled in maintaining customer relationships, build customer loyalty, the General Electric Company, presented an innovative CENCOR programs, namely standards, research, innovation, organization and feedback. These companies have seen the establishment of customer loyalty, improve customer buying experience, strategic significance. Continued innovation Customer loyalty can not through a permanent establish