ARTICULATED VISIONS THAT ARE STRATEGIC,
PERSUASIVE AND MEASURABLE.
“The era of technology for
technology’s sake is behind us. Innovation driven by real customer
needs — ‘customer- centric innovation’ — is the new path to
leadership.” (UK Surgical Directors)
Founded in 2004 and based in Halifax, West Yorkshire,
UK BIOPSY became part of UK SURGICAL providing a huge range of
medical devices and affordable solutions for customers in the
healthcare market. However, our focus has gone beyond providing
medical devices. UK BIOPSY and UK Surgical are committed to helping customers and their patients
take advantage of the phenomenal capacity of lifesaving
technologies, adding value and differentiating our offerings from
the competition. To
that end, our products are developed with customer and patient needs
always in mind and not for the sake of innovation alone. Stated more
plainly, it means that UK SURGICAL & UK BIOPSY exist to provide real solutions
for real customer problems that exist in the world today.
We refer to this philosophy as “Customer-Centric Innovation,” and it
represents the guiding principle behind everything we do
within the
business framework that encapsulates our business and organisation.
“Our customer’s success is our success, we merely
provide the tools, quality and timely support. These are our foundations."
OUR
BUSINESS
Here at UK
Surgical and Biopsy we believe that truly customer centric companies conceive of and
manage themselves in a fundamentally new and more effective way:
-
They conceive of themselves not as a group of products,
services, territories, or functions, but as a portfolio of
customers.
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They know how much money they make or lose with each of their
customers or customer segments, and they understand why.
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They understand the different needs of different customers and
group them into operational customer segments and sub-segments
based on common needs. They thrill their customers by delivering
knockout value propositions that competitors cannot match.
-
They continually innovate by evolving their customer segments
and sub-segments, and improve their value propositions as
customer needs change.
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They organise their business into customer segment business
units to establish clear ownership of the customer experience
and accountability for the financial performance of each
customer business unit.
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They create a competitively unassailable customer innovation
advantage based on a customer R&D model grounded in continual
experimentation at key customer touch points.
-
They understand in precise analytic terms exactly how their
different customer relationships contribute to — or subtract
from — the total value of the firm. Because they manage their
customer portfolio on this basis, they know what to manage and
where to invest in order to create sustainable, profitable
growth and drive outstanding share price performance over time.
It is
exactly for these reasons why we succeed and continue to grow our
business efficiently without hindrance in productivity.
Customer Centricity
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Measuring customer profitability and understanding the key
drivers.
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Creating operationally meaningful customer segments that
represent the greatest value creation opportunities for a
company.
-
Developing, communicating, and executing competitively dominant
customer value propositions.
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Organising the business into customer segment business units
-
Creating a customer-centered learning process to drive customer
innovation.
-
Communicating key customer performance metrics to enable
investors to understand how to evaluate shareowner value
creation.
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