Answer:
A more established company may find it difficult to implement an enterprise-wide, customer-centric culture due to the following reasons:
A) Existence of a Multi-Product Business Model
A business entity that is well established with a lot of years under its belt will find it a tough challenge to shift from a product-oriented business model to a customer-oriented business model.
To be product-focused simply means that that a company has woven its organisational structure around products. For examples, a company that is into the gaming business may have teams for their Sports Betting Section, another for their online gaming section, game hardware section, gaming apps section etc.
First, for these various teams, their performance metric will largely depend on how functionally efficient their products are.
Second, techy or geeky staff are seldom efficient when it comes to emotional intelligence - a key requirement for being customer efficient.
One way to handle this is to ensure that there is a central Customer Relationship Management team that oversees the customers for each product.
B) Organisational Inflexibility
As direct to the point as it sounds, getting market intelligence for with the intention to use them for decision making is challenging. What is tougher is the ability to implement the insights from such intelligence to effect a turn around in the way customers perceive and respond to a company's offerings.
The ability to quickly take gather market intel, agree on a strategic direction based on same and execute can be referred to organisational agility.
The more bureaucratic and hierarchical an organisation is (this, by the way, characterises older and more established business systems) the less agile it is likely to be.
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