Introduction

“Your most unhappy customers are your greatest source of learning” (Bill Gates)

Understanding the customer is a major challenge for companies. It allows them to better adapt their strategy to their expectations, in order to optimize their ability to adapt in a changing environment with high competitive intensity. Indeed, companies are built on ideas and the intention to meet a need, to formulate competitive advantages that will be their spearhead.

To achieve this, listening to the customer and taking into account their expectations and needs in the proposal of products and services remain fundamental elements. We are in the era of Reengineering (Hammer and Champy, 1980). This suggests the integration of all stakeholders as an ecosystem and no longer as a cluster of functions pushing for massification and standardization, without taking into account the end customer.

Customer orientation has become "the sinews of war" to increase productivity, thanks to the transmission of accurate and useful information, available at all levels of the company, to better take into account consumers and adapt to their expectations. Reengineering therefore suggests a profound overhaul of working conditions to achieve this.

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Do these changes induce upheavals impacting the various internal actors in the company? Does the company culture have an impact on the success of the adoption of new management tools in the company? What are the impacts on internal communication, customer acquisition and retention?

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