{"id":48,"date":"2026-05-11T08:55:45","date_gmt":"2026-05-11T08:55:45","guid":{"rendered":"https:\/\/genel-mudur.com\/?p=48"},"modified":"2026-05-11T08:55:45","modified_gmt":"2026-05-11T08:55:45","slug":"genel-mudur-5-0-pazar-ve-musteri-yoneticisi","status":"publish","type":"post","link":"https:\/\/genel-mudur.com\/?p=48","title":{"rendered":"GENEL M\u00dcD\u00dcR 5.0 (Pazar ve M\u00fc\u015fteri Y\u00f6neticisi)"},"content":{"rendered":"

GENEL M\u00dcD\u00dcR 4.0 \u015firketin i\u00e7ine bakt\u0131. S\u00fcre\u00e7leri d\u00fczenledi, maliyetleri sorgulad\u0131, kaliteyi sisteme ba\u011flad\u0131, performans\u0131 \u00f6l\u00e7\u00fclebilir hale getirdi. \u015eirket art\u0131k hem \u201c\u00e7al\u0131\u015fan\u201d bir yap\u0131 hem de ne kadar iyi \u00e7al\u0131\u015ft\u0131\u011f\u0131 izlenen, raporlanan ve iyile\u015ftirilen bir yap\u0131yd\u0131.<\/p>\n

Bu b\u00fcy\u00fck bir ilerlemeydi.<\/p>\n

Fakat y\u00f6netim tarihinin garip taraf\u0131 \u015fudur: Bir d\u00f6nemin b\u00fcy\u00fck \u00e7\u00f6z\u00fcm\u00fc, bir sonraki d\u00f6nemin yeni k\u00f6rl\u00fc\u011f\u00fcn\u00fc \u00fcretir.<\/p>\n

GENEL M\u00dcD\u00dcR 4.0 \u015firketi i\u00e7eride daha disiplinli hale getirdi. Ama i\u00e7eride iyi \u00e7al\u0131\u015fan bir \u015firketin d\u0131\u015far\u0131da h\u00e2l\u00e2 anlaml\u0131 olup olmad\u0131\u011f\u0131 ayr\u0131 bir soruydu. S\u00fcre\u00e7ler d\u00fczg\u00fcn olabilir, kalite belgeleri eksiksiz olabilir, maliyetler kontrol alt\u0131nda tutulabilir, KPI tablolar\u0131 olumlu g\u00f6r\u00fcnebilir. Buna ra\u011fmen m\u00fc\u015fteri sessizce ba\u015fka bir yere gitmeye ba\u015flam\u0131\u015f da olabilir.<\/p>\n

\u015eirketin i\u00e7i d\u00fczenliyken pazardaki anlam\u0131 \u00e7\u00f6z\u00fcl\u00fcyor olabilir.<\/p>\n

\u0130\u00e7eride d\u00fczen kurmak yetmez. \u015eirketin d\u0131\u015far\u0131da h\u00e2l\u00e2 anlam\u0131 yoksa, d\u00fczen sadece iyi organize edilmi\u015f bir k\u00f6rl\u00fckt\u00fcr.<\/div>\n

\u0130\u015fte GENEL M\u00dcD\u00dcR 5.0 bu k\u0131r\u0131lmadan do\u011far.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n temel sorusu art\u0131k \u015fudur:<\/p>\n

\u201cBu \u015firket m\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131?\u201d<\/p>\n

Bu soru ilk bak\u0131\u015fta pazarlama departman\u0131n\u0131n sorusu gibi g\u00f6r\u00fcnebilir. De\u011fildir. Bu soru do\u011frudan genel m\u00fcd\u00fcrl\u00fck sorusudur. \u00c7\u00fcnk\u00fc m\u00fc\u015fteri \u015firketi se\u00e7medi\u011fi anda, i\u00e7erideki b\u00fct\u00fcn d\u00fczen eksik kal\u0131r. Verimlilik de\u011ferlidir, ama m\u00fc\u015fteri i\u00e7in de\u011fer \u00fcretmiyorsa sadece daha d\u00fczg\u00fcn \u00e7al\u0131\u015fan bir yaln\u0131zl\u0131\u011fa d\u00f6n\u00fc\u015f\u00fcr.<\/p>\n

\u0130\u00e7eriden D\u0131\u015far\u0131ya De\u011fil, D\u0131\u015far\u0131dan \u0130\u00e7eriye<\/h2>\n

GENEL M\u00dcD\u00dcR 4.0\u2019\u0131n bak\u0131\u015f\u0131 i\u00e7eriden d\u0131\u015far\u0131yayd\u0131. \u015eirket \u00f6nce kendi s\u00fcre\u00e7lerine, maliyetlerine, kalite sistemine, performans\u0131na ve operasyonel disiplinine bak\u0131yordu. Bu gerekliydi; \u00e7\u00fcnk\u00fc \u015firketin i\u00e7i da\u011f\u0131n\u0131ksa, pazardaki iddias\u0131 uzun s\u00fcre ta\u015f\u0131namaz.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 ise bak\u0131\u015f y\u00f6n\u00fcn\u00fc de\u011fi\u015ftirir. \u015eirket art\u0131k sadece kendi i\u00e7inden pazara bakmaz; pazardan, m\u00fc\u015fteriden ve rekabetten \u015firkete bakmaya ba\u015flar.<\/p>\n

Bu k\u00fc\u00e7\u00fck bir y\u00f6n de\u011fi\u015fikli\u011fi gibi g\u00f6r\u00fcn\u00fcr ama y\u00f6netim a\u00e7\u0131s\u0131ndan b\u00fcy\u00fck bir zihinsel k\u0131r\u0131lmad\u0131r.<\/p>\n

\u00c7\u00fcnk\u00fc \u015firketler \u00e7o\u011fu zaman kendilerini yapt\u0131klar\u0131 i\u015f \u00fczerinden tan\u0131mlar. \u201cBiz mobilya \u00fcretiyoruz\u201d, \u201cbiz e\u011fitim veriyoruz\u201d, \u201cbiz yaz\u0131l\u0131m geli\u015ftiriyoruz\u201d, \u201cbiz lojistik hizmeti sunuyoruz\u201d, \u201cbiz otel i\u015fletiyoruz\u201d derler. Oysa m\u00fc\u015fteri \u00e7o\u011fu zaman bu tan\u0131mla ilgilenmez. M\u00fc\u015fteri kendi hayat\u0131ndaki problemi, ihtiyac\u0131, riski, kolayl\u0131\u011f\u0131, g\u00fcveni, stat\u00fcy\u00fc veya deneyimi sat\u0131n al\u0131r.<\/p>\n

Theodore Levitt\u2019in \u201cmarketing myopia\u201d yakla\u015f\u0131m\u0131 bu y\u00fczden \u00f6nemlidir. Levitt, \u015firketlerin kendilerini \u00fcr\u00fcnleri \u00fczerinden de\u011fil, m\u00fc\u015fterinin ihtiyac\u0131 \u00fczerinden tan\u0131mlamalar\u0131 gerekti\u011fini vurgular. GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n zihninde bu bak\u0131\u015f merkezi bir yere oturur.<\/p>\n

Bir otel sadece oda satmaz; g\u00fcven, rahatl\u0131k, konum, deneyim ve bazen stat\u00fc satar.<\/p>\n

Bir \u00fcniversite sadece ders vermez; gelecek, kimlik, \u00e7evre, yetkinlik ve kariyer ihtimali sunar.<\/p>\n

Bir banka sadece finansal \u00fcr\u00fcn satmaz; g\u00fcven, eri\u015fim, kolayl\u0131k ve risk y\u00f6netimi satar.<\/p>\n

Bir restoran sadece yemek satmaz; zaman, duygu, ortam, al\u0131\u015fkanl\u0131k ve sosyal deneyim satar.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 i\u015fte bu fark\u0131 g\u00f6r\u00fcr.<\/p>\n

\u015eirketin ne \u00fcretti\u011fi \u00f6nemlidir. Ama m\u00fc\u015fterinin neyi de\u011ferli buldu\u011fu daha \u00f6nemlidir.<\/p>\n

\u015eirket \u00fcr\u00fcn\u00fc \u00fcretir. De\u011feri ise m\u00fc\u015fteri tan\u0131mlar.<\/p>\n

Tablo 5.1 \u2014 GENEL M\u00dcD\u00dcR 4.0\u2019dan GENEL M\u00dcD\u00dcR 5.0\u2019a Ge\u00e7i\u015f<\/h3>\n\n\n\n\n\n\n\n\n\n\n
Alan<\/th>\nGENEL M\u00dcD\u00dcR 4.0 \u2014 Performans ve Verimlilik Y\u00f6neticisi<\/th>\nGENEL M\u00dcD\u00dcR 5.0 \u2014 Pazar ve M\u00fc\u015fteri Y\u00f6neticisi<\/th>\n<\/tr>\n<\/thead>\n
Ana bak\u0131\u015f<\/td>\n\u0130\u00e7eriden d\u0131\u015far\u0131ya<\/td>\nD\u0131\u015far\u0131dan i\u00e7eriye<\/td>\n<\/tr>\n
Ana soru<\/td>\nNe kadar iyi \u00e7al\u0131\u015f\u0131yoruz?<\/td>\nM\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?<\/td>\n<\/tr>\n
Y\u00f6netim dili<\/td>\nS\u00fcre\u00e7, kalite, maliyet, KPI<\/td>\nDe\u011fer, m\u00fc\u015fteri, marka, rekabet<\/td>\n<\/tr>\n
Ba\u015far\u0131 \u00f6l\u00e7\u00fcs\u00fc<\/td>\nVerimlilik ve operasyonel performans<\/td>\nTercih edilme ve pazardaki anlam<\/td>\n<\/tr>\n
K\u00f6r noktas\u0131<\/td>\nD\u0131\u015f d\u00fcnyan\u0131n de\u011fi\u015fimini ge\u00e7 fark etmek<\/td>\nPazar\u0131 g\u00f6r\u00fcp \u015firketi de\u011fi\u015ftirememek<\/td>\n<\/tr>\n
Sonraki modele b\u0131rakt\u0131\u011f\u0131 soru<\/td>\nVerimli \u00e7al\u0131\u015f\u0131yoruz ama kimin i\u00e7in?<\/td>\nPazar\u0131 g\u00f6r\u00fcyoruz ama d\u00f6n\u00fc\u015febiliyor muyuz?<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

\u015eirketin Ger\u00e7ek Patronu Pazardad\u0131r<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n temeli:<\/p>\n

\u201c\u015eirketin ger\u00e7ek patronu organizasyon \u015femas\u0131nda g\u00f6r\u00fcnmez; pazarda karar verir.\u201d<\/p>\n

Patron i\u00e7eride yetki verir. M\u00fc\u015fteri d\u0131\u015far\u0131da h\u00fck\u00fcm verir.<\/div>\n

Bu c\u00fcmle biraz kat\u0131 ama do\u011frudur.<\/p>\n

Patron \u015firketin sahibi olabilir. Y\u00f6netim kurulu stratejiyi onaylayabilir. Genel m\u00fcd\u00fcr b\u00fct\u00e7eyi y\u00f6netebilir. Departmanlar y\u0131ll\u0131k hedeflerini belirleyebilir. Fakat m\u00fc\u015fteri sat\u0131n alm\u0131yorsa, b\u00fct\u00fcn bu yap\u0131 kendi i\u00e7ine kapanm\u0131\u015f bir makineye d\u00f6n\u00fc\u015f\u00fcr.<\/p>\n

Peter Drucker\u2019\u0131n i\u015fletmenin amac\u0131yla ilgili m\u00fc\u015fteri merkezli yakla\u015f\u0131m\u0131 burada \u00f6nemlidir. Drucker\u2019a g\u00f6re i\u015fletmenin varl\u0131k nedeni m\u00fc\u015fteri yaratmak ve m\u00fc\u015fteriye de\u011fer sunmakt\u0131r. GENEL M\u00dcD\u00dcR 5.0 bu d\u00fc\u015f\u00fcnceyi genel m\u00fcd\u00fcrl\u00fck prati\u011fine ta\u015f\u0131r.<\/p>\n

Bundan sonra genel m\u00fcd\u00fcr\u00fcn sorumlulu\u011fu \u015firketin i\u00e7 d\u00fczenini a\u015far. M\u00fc\u015fterinin zihnindeki yer de onun masas\u0131ndad\u0131r.<\/p>\n

Bu nedenle GENEL M\u00dcD\u00dcR 5.0 genel m\u00fcd\u00fcr\u00fc \u015fu t\u00fcr sorular\u0131 s\u00fcrekli diri tutar:<\/p>\n

M\u00fc\u015fteri bizi neden se\u00e7iyor?<\/p>\n

Bizi se\u00e7meyi b\u0131rak\u0131rsa bunu ne zaman fark ederiz?<\/p>\n

Markam\u0131z m\u00fc\u015fterinin zihninde ne ifade ediyor?<\/p>\n

Rakip hangi noktada bizden daha anlaml\u0131 hale geliyor?<\/p>\n

M\u00fc\u015fteri deneyiminde verdi\u011fimiz s\u00f6z nerede bozuluyor?<\/p>\n

Hangi m\u00fc\u015fteriye hizmet etmeli, hangisine etmemeliyiz?<\/p>\n

B\u00fcy\u00fcyoruz ama do\u011fru m\u00fc\u015fterilerle mi b\u00fcy\u00fcyoruz?<\/p>\n

Bu sorular pazarlama sorusu gibi dursa da, ger\u00e7ekte \u015firketin y\u00f6n\u00fcn\u00fc belirleyen sorulard\u0131r.<\/p>\n

M\u00fc\u015fteri Veri Noktas\u0131ndan \u0130baret De\u011fildir<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 m\u00fc\u015fteriyi \u015firketin merkezine al\u0131r. Fakat burada \u00f6nemli bir yanl\u0131\u015f anla\u015f\u0131lma vard\u0131r.<\/p>\n

M\u00fc\u015fteriyi merkeze almak, m\u00fc\u015fteriyi bir anket sonucuna, memnuniyet skoruna, CRM kayd\u0131na veya segmentasyon tablosuna indirgemek de\u011fildir. Bunlar ara\u00e7t\u0131r. M\u00fc\u015fterinin kendisi de\u011fildir.<\/p>\n

M\u00fc\u015fteri, se\u00e7im yapan insand\u0131r.<\/p>\n

Kendi b\u00fct\u00e7esi, korkular\u0131, al\u0131\u015fkanl\u0131klar\u0131, g\u00fcven beklentisi, kolayl\u0131k aray\u0131\u015f\u0131, stat\u00fc ihtiyac\u0131, ge\u00e7mi\u015f deneyimleri ve bazen de mant\u0131kla a\u00e7\u0131klanmas\u0131 zor tercihleri vard\u0131r. M\u00fc\u015fteri \u00e7o\u011fu zaman sadece \u201cen iyi \u00fcr\u00fcn\u00fc\u201d se\u00e7mez. Kendisi i\u00e7in en az riskli, en tan\u0131d\u0131k, en kolay, en g\u00fcvenilir, en uygun veya en anlaml\u0131 se\u00e7ene\u011fi se\u00e7er.<\/p>\n

Bu nedenle GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n m\u00fc\u015fteri anlay\u0131\u015f\u0131 sadece \u201cm\u00fc\u015fteri ne dedi?\u201d sorusuyla s\u0131n\u0131rl\u0131 kalamaz. M\u00fc\u015fterinin ne yapt\u0131\u011f\u0131, neyi tekrar etti\u011fi, nerede teredd\u00fct etti\u011fi, nerede vazge\u00e7ti\u011fi ve hangi durumda sessiz kald\u0131\u011f\u0131 da okunmal\u0131d\u0131r.<\/p>\n

M\u00fc\u015fteri bazen \u201cfiyat y\u00fcksek\u201d der; ama ger\u00e7ekte g\u00fcven duymuyordur.<\/p>\n

Bazen \u201cdaha h\u0131zl\u0131 olsun\u201d der; ama ger\u00e7ekte belirsizlikten yorulmu\u015ftur.<\/p>\n

Bazen \u201ckalite \u00f6nemli\u201d der; ama ger\u00e7ekte sorun ya\u015fad\u0131\u011f\u0131nda muhatap bulmak istiyordur.<\/p>\n

Bazen \u201cmarka \u00f6nemli de\u011fil\u201d der; ama sat\u0131n alma an\u0131nda yine bildi\u011fi markaya d\u00f6ner.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n olgun hali m\u00fc\u015fteriyi sadece dinlemez. M\u00fc\u015fterinin davran\u0131\u015f\u0131n\u0131 ve ba\u011flam\u0131n\u0131 anlamaya \u00e7al\u0131\u015f\u0131r.<\/p>\n

M\u00fc\u015fteriyi dinlemek, m\u00fc\u015fterinin her dedi\u011fini yapmak de\u011fildir.<\/p>\n

M\u00fc\u015fteri talep eder.<\/p>\n

\u015eirket yorumlar.<\/p>\n

Genel m\u00fcd\u00fcr se\u00e7im yapar.<\/p>\n

M\u00fc\u015fteri odakl\u0131l\u0131k, m\u00fc\u015fteriye teslim olmak de\u011fil; m\u00fc\u015fterinin d\u00fcnyas\u0131n\u0131 do\u011fru okuyarak \u015firketin stratejik kararlar\u0131n\u0131 buna g\u00f6re \u015fekillendirmektir.<\/p>\n

De\u011fer \u00d6nerisi: \u015eirketin Pazardaki C\u00fcmlesi<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n en kritik kavramlar\u0131ndan biri de\u011fer \u00f6nerisidir.<\/p>\n

\u00c7\u00fcnk\u00fc rekabet artt\u0131k\u00e7a \u00fcr\u00fcnler birbirine benzer. Teknoloji yay\u0131l\u0131r. \u00dcretim becerisi kopyalan\u0131r. Da\u011f\u0131t\u0131m kanallar\u0131 \u00e7o\u011fal\u0131r. M\u00fc\u015fteri fiyatlar\u0131 daha kolay kar\u015f\u0131la\u015ft\u0131r\u0131r. \u201cKaliteliyiz\u201d, \u201cg\u00fcveniliriz\u201d, \u201cm\u00fc\u015fteri odakl\u0131y\u0131z\u201d, \u201cuygun fiyatl\u0131y\u0131z\u201d gibi ifadeler herkes taraf\u0131ndan kullan\u0131lmaya ba\u015flar.<\/p>\n

Bir noktadan sonra \u015firketin \u015fu soruya net cevap vermesi gerekir:<\/p>\n

\u201cM\u00fc\u015fteri bizi neden se\u00e7sin?\u201d<\/p>\n

Bu soru bir\u00e7ok \u015firket i\u00e7in rahats\u0131z edicidir. \u00c7\u00fcnk\u00fc cevap san\u0131ld\u0131\u011f\u0131 kadar kolay de\u011fildir.<\/p>\n

\u201cKaliteliyiz\u201d denir. Ama rakip de kalitelidir.<\/p>\n

\u201cG\u00fcveniliriz\u201d denir. Ama rakip de g\u00fcvenilir oldu\u011funu s\u00f6yler.<\/p>\n

\u201cUygun fiyatl\u0131y\u0131z\u201d denir. Ama biri mutlaka daha ucuza satabilir.<\/p>\n

\u201cUzun y\u0131llard\u0131r bu sekt\u00f6rdeyiz\u201d denir. Ama m\u00fc\u015fteri bazen ge\u00e7mi\u015fle de\u011fil, bug\u00fcnk\u00fc kolayl\u0131kla ilgilenir.<\/p>\n

De\u011fer \u00f6nerisi reklam c\u00fcmlesi de\u011fildir. \u015eirketin m\u00fc\u015fteriye verdi\u011fi ger\u00e7ek s\u00f6zd\u00fcr.<\/p>\n

De\u011fer \u00f6nerisi s\u00f6ylenen \u015fey de\u011fildir. Ta\u015f\u0131nan \u015feydir.<\/div>\n

Bu s\u00f6z, operasyon taraf\u0131ndan ta\u015f\u0131nm\u0131yorsa bo\u015fal\u0131r. Marka taraf\u0131ndan anlat\u0131lm\u0131yorsa duyulmaz. Sat\u0131\u015f taraf\u0131ndan do\u011fru kurulmazsa yanl\u0131\u015f anla\u015f\u0131l\u0131r. Finans taraf\u0131ndan desteklenmiyorsa s\u00fcrd\u00fcr\u00fclemez. \u0130nsan taraf\u0131ndan davran\u0131\u015fa \u00e7evrilmiyorsa inand\u0131r\u0131c\u0131l\u0131\u011f\u0131n\u0131 kaybeder.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 bu nedenle de\u011fer \u00f6nerisini pazarlama departman\u0131na b\u0131rakmaz. Onu \u015firketin ana y\u00f6netsel meselesi haline getirir.<\/p>\n

Tablo 5.2 \u2014 De\u011fer \u00d6nerisinin Ger\u00e7eklik Testi<\/h3>\n\n\n\n\n\n\n\n\n\n\n
Soru<\/th>\nNeyi test eder?<\/th>\n<\/tr>\n<\/thead>\n
Kime de\u011fer sunuyoruz?<\/td>\nHedef m\u00fc\u015fterinin netli\u011fini<\/td>\n<\/tr>\n
Hangi problemi \u00e7\u00f6z\u00fcyoruz?<\/td>\nM\u00fc\u015fteri ihtiyac\u0131n\u0131n ger\u00e7ekli\u011fini<\/td>\n<\/tr>\n
Rakiplerden nas\u0131l ayr\u0131\u015f\u0131yoruz?<\/td>\nKonumland\u0131rman\u0131n g\u00fcc\u00fcn\u00fc<\/td>\n<\/tr>\n
Bu vaadi operasyon ta\u015f\u0131yabiliyor mu?<\/td>\n\u015eirket i\u00e7i kapasiteyi<\/td>\n<\/tr>\n
M\u00fc\u015fteri bunu fark ediyor mu?<\/td>\nPazardaki g\u00f6r\u00fcn\u00fcrl\u00fc\u011f\u00fc<\/td>\n<\/tr>\n
Bu de\u011fer k\u00e2rl\u0131 bi\u00e7imde sunulabiliyor mu?<\/td>\n\u0130\u015f modelinin s\u00fcrd\u00fcr\u00fclebilirli\u011fini<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Bu tablo GENEL M\u00dcD\u00dcR 5.0 i\u00e7in \u00f6nemlidir. \u00c7\u00fcnk\u00fc de\u011fer \u00f6nerisi \u201cne s\u00f6yl\u00fcyoruz?\u201d sorusuna s\u0131\u011fmaz. \u201cBunu ger\u00e7ekten yapabiliyor muyuz?\u201d sorusu da i\u015fin i\u00e7indedir.<\/p>\n

Marka: Logo De\u011fil, Hat\u0131rlanma Bi\u00e7imi<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 d\u00f6neminde marka genel m\u00fcd\u00fcr\u00fcn masas\u0131na daha g\u00fc\u00e7l\u00fc gelir.<\/p>\n

Fakat marka \u00e7o\u011fu \u015firkette h\u00e2l\u00e2 dar anla\u015f\u0131l\u0131r. Logo, renk, reklam filmi, kurumsal kimlik dok\u00fcman\u0131 veya sosyal medya dili marka san\u0131l\u0131r. Bunlar \u00f6nemlidir; ama markan\u0131n kendisi de\u011fildir.<\/p>\n

Marka, m\u00fc\u015fterinin zihninde \u015firketle ilgili olu\u015fan anlamd\u0131r.<\/p>\n

Ries ve Trout\u2019un konumland\u0131rma yakla\u015f\u0131m\u0131, rekabetin \u00fcr\u00fcnlerin yan\u0131nda m\u00fc\u015fterinin zihnindeki alg\u0131 alan\u0131nda da ya\u015fand\u0131\u011f\u0131n\u0131 vurgular. GENEL M\u00dcD\u00dcR 5.0 i\u00e7in bu bak\u0131\u015f belirleyicidir. \u00c7\u00fcnk\u00fc m\u00fc\u015fteri her sat\u0131n alma karar\u0131nda teknik \u00f6zellikleri kar\u015f\u0131la\u015ft\u0131rmakla kalmaz. G\u00fcven, al\u0131\u015fkanl\u0131k, risk alg\u0131s\u0131, tavsiye, ge\u00e7mi\u015f deneyim ve marka \u00e7a\u011fr\u0131\u015f\u0131m\u0131 birlikte \u00e7al\u0131\u015f\u0131r.<\/p>\n

Bu y\u00fczden marka, s\u00fcsl\u00fc bir pazarlama i\u015fi de\u011fil; y\u00f6netim meselesidir.<\/p>\n

E\u011fer marka \u201ch\u0131z\u201d vaat ediyorsa, karar mekanizmas\u0131 da h\u0131zl\u0131 olmal\u0131d\u0131r.<\/p>\n

E\u011fer marka \u201cg\u00fcven\u201d vaat ediyorsa, sat\u0131\u015f sonras\u0131 destek bunu ta\u015f\u0131mal\u0131d\u0131r.<\/p>\n

E\u011fer marka \u201cpremium deneyim\u201d vaat ediyorsa, m\u00fc\u015fteriyle temas eden herkes bu deneyimin par\u00e7as\u0131 olmal\u0131d\u0131r.<\/p>\n

E\u011fer marka \u201cuygun fiyat\u201d vaat ediyorsa, maliyet yap\u0131s\u0131 bunu s\u00fcrd\u00fcrebilmelidir.<\/p>\n

E\u011fer marka \u201cyenilik\u00e7ilik\u201d vaat ediyorsa, \u015firketin \u00fcr\u00fcn geli\u015ftirme ve risk alma becerisi buna uygun olmal\u0131d\u0131r.<\/p>\n

Marka vaadi ile \u015firket ger\u00e7ekli\u011fi aras\u0131ndaki fark b\u00fcy\u00fcrse, m\u00fc\u015fteri bunu hisseder. Hatta \u00e7o\u011fu zaman \u015firketten \u00f6nce hisseder.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n g\u00f6revi bu fark\u0131 kapatmakt\u0131r.<\/p>\n

\"\"\u015eema 5.1 \u2014 Marka Vaadi ile \u015eirket Ger\u00e7ekli\u011fi<\/p>\n

Rekabet: Rakibi \u0130zlemek De\u011fil, Oyunu Anlamak<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n d\u00fcnyas\u0131nda rekabet \u201crakip ne fiyat verdi?\u201d sorusuna s\u0131\u011fmaz.<\/p>\n

Bu, rekabeti \u00e7ok dar okumakt\u0131r.<\/p>\n

Rekabet bazen fiyatta ya\u015fan\u0131r, bazen h\u0131zda, bazen m\u00fc\u015fteri deneyiminde, bazen da\u011f\u0131t\u0131m kanal\u0131nda, bazen teknoloji kullan\u0131m\u0131nda, bazen i\u015f modelinde, bazen de m\u00fc\u015fterinin zihnindeki g\u00fcven alan\u0131nda ya\u015fan\u0131r.<\/p>\n

Michael Porter\u2019\u0131n rekabet stratejisi \u00e7al\u0131\u015fmalar\u0131, sekt\u00f6r yap\u0131s\u0131n\u0131, rekabet avantaj\u0131n\u0131 ve konumland\u0131rmay\u0131 y\u00f6netim d\u00fc\u015f\u00fcncesinde merkezi hale getirdi. GENEL M\u00dcD\u00dcR 5.0 bu bak\u0131\u015ftan yararlan\u0131r; ama analizde kalmaz, \u015firketin pazardaki yerini yeniden d\u00fc\u015f\u00fcn\u00fcr.<\/p>\n

\u00c7\u00fcnk\u00fc rakip her zaman sizinle ayn\u0131 \u00fcr\u00fcn\u00fc satan \u015firket de\u011fildir. M\u00fc\u015fterinin ayn\u0131 ihtiyac\u0131n\u0131 ba\u015fka bir yoldan \u00e7\u00f6zen her alternatif potansiyel rakiptir.<\/p>\n

Bir kitap\u00e7\u0131 i\u00e7in rakip ba\u015fka kitap\u00e7\u0131yla s\u0131n\u0131rl\u0131 de\u011fildir; dijital i\u00e7erik platformlar\u0131, sosyal medya, \u00e7evrim i\u00e7i e\u011fitimler ve insanlar\u0131n dikkatini \u00e7alan her \u015fey rakip olabilir.<\/p>\n

Bir al\u0131\u015fveri\u015f merkezi i\u00e7in rakip ba\u015fka bir AVM ile s\u0131n\u0131rl\u0131 de\u011fildir; e-ticaret, sokak perakendesi, yeme-i\u00e7me b\u00f6lgeleri, e\u011flence alanlar\u0131 ve hatta insanlar\u0131n evde kalma tercihi rakip olabilir.<\/p>\n

Bir \u00fcniversite i\u00e7in rakip ba\u015fka \u00fcniversiteyle s\u0131n\u0131rl\u0131 de\u011fildir; uluslararas\u0131 \u00e7evrim i\u00e7i programlar, sertifika sistemleri, i\u015fverenlerin kendi akademileri ve \u00f6\u011frencinin \u201cokumaya de\u011fer mi?\u201d sorusu da rakiptir.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 bu nedenle rakibi sadece izlemekle yetinmez. Rekabetin mant\u0131\u011f\u0131n\u0131 anlamaya \u00e7al\u0131\u015f\u0131r.<\/p>\n

Rakip ne sat\u0131yor sorusu \u00f6nemlidir. Ama daha \u00f6nemli soru \u015fudur:<\/p>\n

\u201cRakip m\u00fc\u015fterinin hangi derdini bizden daha iyi \u00e7\u00f6z\u00fcyor?\u201d<\/p>\n

Pazar K\u00f6rl\u00fc\u011f\u00fc: Ba\u015far\u0131n\u0131n \u00dcretti\u011fi Tehlike<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n ortaya \u00e7\u0131kma nedeni pazar k\u00f6rl\u00fc\u011f\u00fcd\u00fcr.<\/p>\n

Pazar k\u00f6rl\u00fc\u011f\u00fc, \u015firketin m\u00fc\u015fterinin ve rekabetin de\u011fi\u015fimini ge\u00e7 fark etmesidir. Bu k\u00f6rl\u00fck \u00e7o\u011fu zaman bilgisizlikten de\u011fil, ge\u00e7mi\u015f ba\u015far\u0131n\u0131n verdi\u011fi \u00f6zg\u00fcvenden do\u011far.<\/p>\n

\u015eirket bir d\u00f6nem iyi \u00fcr\u00fcn yapm\u0131\u015ft\u0131r. M\u00fc\u015fteri onu se\u00e7mi\u015ftir. Da\u011f\u0131t\u0131m kanal\u0131 \u00e7al\u0131\u015fm\u0131\u015ft\u0131r. Marka bilinir hale gelmi\u015ftir. K\u00e2r gelmi\u015ftir. Y\u00f6netim modeli oturmu\u015ftur.<\/p>\n

Sonra \u015firket kendi ba\u015far\u0131 hik\u00e2yesine fazla inanmaya ba\u015flar.<\/p>\n

\u201cBiz bu pazar\u0131 biliriz.\u201d<\/p>\n

\u201cM\u00fc\u015fteri yine bize d\u00f6ner.\u201d<\/p>\n

\u201cBu yeni oyuncular ge\u00e7ici.\u201d<\/p>\n

\u201cBizim \u00fcr\u00fcn\u00fcm\u00fcz zaten kaliteli.\u201d<\/p>\n

\u201cBu sekt\u00f6rde i\u015fler b\u00f6yle y\u00fcr\u00fcr.\u201d<\/p>\n

Bu c\u00fcmleler tehlikelidir.<\/p>\n

\u00c7\u00fcnk\u00fc pazar de\u011fi\u015fimi \u00e7o\u011fu zaman b\u00fcy\u00fck g\u00fcr\u00fclt\u00fcyle gelmez. \u00d6nce m\u00fc\u015fteri daha az heyecanlan\u0131r. Sonra daha fazla kar\u015f\u0131la\u015ft\u0131r\u0131r. Sonra fiyat pazarl\u0131\u011f\u0131 sertle\u015fir. Sonra \u015fik\u00e2yet dili de\u011fi\u015fir. Sonra alternatifleri dener. En sonunda gider.<\/p>\n

\u015eirket bunu sadece sat\u0131\u015f d\u00fc\u015f\u00fc\u015f\u00fc ba\u015flad\u0131\u011f\u0131nda fark ederse ge\u00e7 kalm\u0131\u015f olabilir.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n g\u00f6revi, m\u00fc\u015fterinin gitmesini beklemeden m\u00fc\u015fterinin zihnindeki de\u011fi\u015fimi okumakt\u0131r.<\/p>\n

M\u00fc\u015fteri kayb\u0131 \u00e7o\u011fu zaman sat\u0131\u015f raporunda g\u00f6r\u00fcnmeden \u00f6nce anlam kayb\u0131 olarak ba\u015flar.<\/p>\n

\u00d6nce m\u00fc\u015fteri sizi daha az \u00f6nemser.<\/p>\n

Sonra daha kolay k\u0131yaslar.<\/p>\n

Sonra daha h\u0131zl\u0131 vazge\u00e7er.<\/p>\n

M\u00fc\u015fteri gitmeden \u00f6nce sessizle\u015fir.<\/p>\n

M\u00fc\u015fteri Deneyimi: \u015eirketin D\u0131\u015far\u0131dan G\u00f6r\u00fcnen \u0130\u00e7 Yap\u0131s\u0131<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 ile birlikte m\u00fc\u015fteri deneyimi de genel m\u00fcd\u00fcrl\u00fck meselesi haline gelir.<\/p>\n

\u00c7\u00fcnk\u00fc m\u00fc\u015fteri \u015firketi sadece \u00fcr\u00fcnle de\u011ferlendirmez. \u015eirketle ya\u015fad\u0131\u011f\u0131 b\u00fct\u00fcn temaslar\u0131n toplam\u0131yla de\u011ferlendirir. Reklam\u0131 g\u00f6r\u00fcr, web sitesine girer, sat\u0131\u015f\u00e7\u0131yla konu\u015fur, teklif al\u0131r, sat\u0131n al\u0131r, teslimat bekler, \u00fcr\u00fcn\u00fc kullan\u0131r, sorun ya\u015far, destek ister, \u015fik\u00e2yet eder ve sonra ya\u015fad\u0131\u011f\u0131n\u0131 ba\u015fkalar\u0131na anlat\u0131r.<\/p>\n

Bu yolculu\u011fun her ad\u0131m\u0131 markay\u0131 g\u00fc\u00e7lendirebilir veya zay\u0131flatabilir.<\/p>\n

Pine ve Gilmore\u2019un deneyim ekonomisi yakla\u015f\u0131m\u0131, \u015firketlerin \u00fcr\u00fcn ve hizmetin yan\u0131nda m\u00fc\u015fterinin ya\u015fad\u0131\u011f\u0131 deneyim \u00fczerinden de de\u011fer yaratt\u0131\u011f\u0131n\u0131 g\u00f6sterdi. GENEL M\u00dcD\u00dcR 5.0 bu fikri y\u00f6netim prati\u011fine ta\u015f\u0131r.<\/p>\n

M\u00fc\u015fteri deneyimi, \u00e7a\u011fr\u0131 merkezi veya pazarlama departman\u0131 i\u015fi de\u011fildir. \u015eirketin i\u00e7 koordinasyon kalitesinin d\u0131\u015far\u0131dan g\u00f6r\u00fcnmesidir.<\/p>\n

Sat\u0131\u015f yanl\u0131\u015f s\u00f6z verirse, operasyon zorlan\u0131r. Operasyon yeti\u015ftiremezse, m\u00fc\u015fteri hizmetleri bask\u0131 alt\u0131nda kal\u0131r. Finans kat\u0131 davran\u0131rsa, sat\u0131\u015f\u0131n vaadi zay\u0131flar. Lojistik gecikirse, marka s\u00f6z\u00fc bozulur. Teknik destek yetkisiz kal\u0131rsa, m\u00fc\u015fteri kendini yaln\u0131z hisseder.<\/p>\n

Bu durumda m\u00fc\u015fteri deneyimi sorunu, asl\u0131nda y\u00f6netim mimarisi sorunudur.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 bunu g\u00f6r\u00fcr.<\/p>\n

M\u00fc\u015fteri \u015fik\u00e2yetini sadece \u201c\u015fik\u00e2yet\u201d olarak okumaz. Onu \u015firketin i\u00e7indeki k\u0131r\u0131k ba\u011flant\u0131lar\u0131n d\u0131\u015far\u0131ya vurmu\u015f hali olarak g\u00f6r\u00fcr.<\/p>\n

\u015eema 5.2 \u2014 M\u00fc\u015fteri Deneyimi Bo\u015flu\u011fu<\/h3>\n

\"\"<\/p>\n

M\u00fc\u015fteri Odakl\u0131l\u0131k S\u00f6ylemi ve Ger\u00e7eklik<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n en \u00e7ok kullan\u0131lan kavram\u0131 m\u00fc\u015fteri odakl\u0131l\u0131kt\u0131r.<\/p>\n

Fakat bu kavram \u00e7ok kolay bo\u015fal\u0131r. Hemen her \u015firket m\u00fc\u015fteri odakl\u0131 oldu\u011funu s\u00f6yler. Neredeyse hi\u00e7bir \u015firket \u201cbiz m\u00fc\u015fteri odakl\u0131 de\u011filiz\u201d demez. Bu y\u00fczden m\u00fc\u015fteri odakl\u0131l\u0131k iddias\u0131 tek ba\u015f\u0131na anlaml\u0131 de\u011fildir.<\/p>\n

Ger\u00e7ek m\u00fc\u015fteri odakl\u0131l\u0131k, zor karar anlar\u0131nda belli olur.<\/p>\n

\u015eirket m\u00fc\u015fterinin hayat\u0131n\u0131 kolayla\u015ft\u0131rmak i\u00e7in hangi s\u00fcrecini de\u011fi\u015ftirdi? Hangi k\u00e2rl\u0131 ama m\u00fc\u015fteriyi yoran uygulamadan vazge\u00e7ti? Hangi departman\u0131n konforunu bozdu? Hangi \u00fcr\u00fcn\u00fc m\u00fc\u015fteri art\u0131k de\u011ferli bulmad\u0131\u011f\u0131 i\u00e7in b\u0131rakt\u0131? Hangi \u015fik\u00e2yeti savunmak yerine sistem problemi olarak kabul etti?<\/p>\n

Bu sorulara cevap yoksa m\u00fc\u015fteri odakl\u0131l\u0131k \u00e7o\u011fu zaman duvar yaz\u0131s\u0131d\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n olgun hali m\u00fc\u015fteri odakl\u0131l\u0131\u011f\u0131 s\u00f6ylem olmaktan \u00e7\u0131kar\u0131r, karara d\u00f6n\u00fc\u015ft\u00fcr\u00fcr.<\/p>\n

Ama burada bir denge daha vard\u0131r. M\u00fc\u015fteri odakl\u0131l\u0131k, her m\u00fc\u015fteriye evet demek de\u011fildir.<\/p>\n

Her m\u00fc\u015fteri do\u011fru m\u00fc\u015fteri de\u011fildir. Her talep kar\u015f\u0131lanmamal\u0131d\u0131r. Her segment \u015firkete uygun de\u011fildir. Her b\u00fcy\u00fcme sa\u011fl\u0131kl\u0131 de\u011fildir. Baz\u0131 m\u00fc\u015fteriler y\u00fcksek ciro getirir ama d\u00fc\u015f\u00fck k\u00e2rl\u0131l\u0131k \u00fcretir. Baz\u0131 m\u00fc\u015fteriler \u015firketin kapasitesini t\u00fcketir. Baz\u0131 talepler operasyonu da\u011f\u0131t\u0131r. Baz\u0131 f\u0131rsatlar \u015firketi stratejik oda\u011f\u0131ndan uzakla\u015ft\u0131r\u0131r.<\/p>\n

Bu y\u00fczden GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n g\u00fc\u00e7l\u00fc versiyonu m\u00fc\u015fteriyi dinleyen genel m\u00fcd\u00fcrden ibaret de\u011fildir. Do\u011fru m\u00fc\u015fteriyi se\u00e7en genel m\u00fcd\u00fcrd\u00fcr.<\/p>\n

Onun sormas\u0131 gereken soru \u015fudur:<\/p>\n

\u201cHangi m\u00fc\u015fteriye, hangi de\u011feri, hangi k\u00e2rl\u0131l\u0131kla ve hangi kapasiteyle sunabiliriz?\u201d<\/p>\n

Bu soru GENEL M\u00dcD\u00dcR 8.0\u2019a kadar uzanan hatt\u0131n ilk i\u015faretlerinden biridir. \u00c7\u00fcnk\u00fc ileride proje portf\u00f6y\u00fc, kapasite, nakit ve stratejik se\u00e7im konu\u015fuldu\u011funda ayn\u0131 disiplin yeniden kar\u015f\u0131m\u0131za \u00e7\u0131kacakt\u0131r.<\/p>\n

Tablo 5.3 \u2014 GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n Katk\u0131s\u0131 ve Riski<\/h3>\n\n\n\n\n\n\n\n\n\n\n
GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n katk\u0131s\u0131<\/th>\nA\u015f\u0131r\u0131ya ka\u00e7t\u0131\u011f\u0131nda \u00fcretti\u011fi risk<\/th>\n<\/tr>\n<\/thead>\n
\u015eirketi m\u00fc\u015fterinin d\u00fcnyas\u0131na a\u00e7ar<\/td>\nM\u00fc\u015fterinin her talebine savrulabilir<\/td>\n<\/tr>\n
Marka ve konumland\u0131rmay\u0131 g\u00fc\u00e7lendirir<\/td>\nGer\u00e7eklikten kopuk imaj y\u00f6netimine d\u00f6n\u00fc\u015febilir<\/td>\n<\/tr>\n
Rekabet duyarl\u0131l\u0131\u011f\u0131 yarat\u0131r<\/td>\nRakip taklit\u00e7ili\u011fine kayabilir<\/td>\n<\/tr>\n
De\u011fer \u00f6nerisini netle\u015ftirir<\/td>\nSlogan \u00fcretip operasyonu de\u011fi\u015ftirmeyebilir<\/td>\n<\/tr>\n
M\u00fc\u015fteri deneyimini g\u00f6r\u00fcn\u00fcr k\u0131lar<\/td>\nSkor takibine s\u0131k\u0131\u015f\u0131p ger\u00e7ek problemi ka\u00e7\u0131rabilir<\/td>\n<\/tr>\n
Pazar sinyallerini y\u00f6netime ta\u015f\u0131r<\/td>\n\u0130\u00e7 kapasite ve maliyet ger\u00e7e\u011fini ihmal edebilir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Bu tablo GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n ana gerilimini g\u00f6sterir.<\/p>\n

M\u00fc\u015fteriyi g\u00f6rmek \u015fartt\u0131r.<\/p>\n

Ama m\u00fc\u015fteriyi g\u00f6rmek, \u015firketin de\u011fi\u015febilece\u011fi anlam\u0131na gelmez.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n S\u0131n\u0131r\u0131: Pazar\u0131 G\u00f6r\u00fcp Kendini De\u011fi\u015ftirememek<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 \u015firketi d\u0131\u015f d\u00fcnyaya a\u00e7ar. M\u00fc\u015fteriyi, markay\u0131, rekabeti ve pazar dinamiklerini genel m\u00fcd\u00fcr\u00fcn masas\u0131na getirir. Fakat bir noktada bu da yetmez.<\/p>\n

\u00c7\u00fcnk\u00fc pazar\u0131 g\u00f6rmek ba\u015fka \u015feydir, pazara g\u00f6re de\u011fi\u015febilmek ba\u015fka \u015feydir.<\/p>\n

Bir \u015firket m\u00fc\u015fterinin de\u011fi\u015fti\u011fini g\u00f6rebilir. Rakiplerin yeni bir oyun kurdu\u011funu anlayabilir. Markas\u0131n\u0131n zay\u0131flad\u0131\u011f\u0131n\u0131 fark edebilir. Da\u011f\u0131t\u0131m kanal\u0131n\u0131n eskidi\u011fini g\u00f6rebilir. Teknolojinin sekt\u00f6r\u00fc zorlad\u0131\u011f\u0131n\u0131 kabul edebilir.<\/p>\n

Ama yine de de\u011fi\u015femeyebilir.<\/p>\n

\u00c7\u00fcnk\u00fc de\u011fi\u015fmek \u015firketin derin yap\u0131s\u0131na dokunur. Organizasyon yap\u0131s\u0131, yetkinlikler, teknoloji altyap\u0131s\u0131, b\u00fct\u00e7e \u00f6ncelikleri, liderlik al\u0131\u015fkanl\u0131klar\u0131, mevcut k\u00e2rl\u0131 i\u015flerin bask\u0131s\u0131 ve k\u00fclt\u00fcrel diren\u00e7 devreye girer.<\/p>\n

Genel m\u00fcd\u00fcr pazar\u0131 g\u00f6r\u00fcr ama sat\u0131\u015f ekibi eski al\u0131\u015fkanl\u0131kla \u00e7al\u0131\u015f\u0131r.<\/p>\n

M\u00fc\u015fteri deneyimi sorunu bilinir ama departmanlar birbirine ba\u011fl\u0131 de\u011fildir.<\/p>\n

Dijital kanal\u0131n \u00f6nemi kabul edilir ama teknoloji altyap\u0131s\u0131 yetmez.<\/p>\n

Yeni \u00fcr\u00fcn ihtiyac\u0131 a\u00e7\u0131kt\u0131r ama \u015firket risk almaktan korkar.<\/p>\n

Marka yenilenmek ister ama i\u00e7erideki davran\u0131\u015f de\u011fi\u015fmez.<\/p>\n

Bu nedenle GENEL M\u00dcD\u00dcR 5.0 \u00e7o\u011fu zaman do\u011fru te\u015fhisi koyar ama tedaviyi ba\u015flatmakta zorlan\u0131r.<\/p>\n

Pazar\u0131 g\u00f6r\u00fcr.<\/p>\n

M\u00fc\u015fteriyi duyar.<\/p>\n

Rakibi izler.<\/p>\n

Markan\u0131n sorununu anlar.<\/p>\n

Ama \u015firketi d\u00f6n\u00fc\u015ft\u00fcremez.<\/p>\n

\u0130\u015fte GENEL M\u00dcD\u00dcR 6.0 buradan do\u011far.<\/p>\n

Pazar\u0131 g\u00f6rmek strateji de\u011fildir. Pazara g\u00f6re de\u011fi\u015febilmek stratejidir.<\/p>\n

Pazar bilgisi karar \u00fcretmiyorsa, sadece rapordur.<\/div>\n

GENEL M\u00dcD\u00dcR 5.0 m\u00fc\u015fterinin sesini duyar.<\/p>\n

GENEL M\u00dcD\u00dcR 6.0 \u015firketin yap\u0131s\u0131n\u0131 bu sese g\u00f6re de\u011fi\u015ftirmeye \u00e7al\u0131\u015f\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019dan GENEL M\u00dcD\u00dcR 6.0\u2019a Ge\u00e7i\u015f<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 \u015firketin d\u0131\u015f d\u00fcnyas\u0131n\u0131 y\u00f6netim masas\u0131na ta\u015f\u0131d\u0131. M\u00fc\u015fteriyi, pazar\u0131, markay\u0131, rekabeti, de\u011fer \u00f6nerisini ve m\u00fc\u015fteri deneyimini genel m\u00fcd\u00fcr\u00fcn temel g\u00fcndemine soktu.<\/p>\n

Bu b\u00fcy\u00fck bir ilerlemeydi.<\/p>\n

Ama d\u0131\u015f d\u00fcnyay\u0131 g\u00f6rmek, \u015firketin buna g\u00f6re de\u011fi\u015fmesini garanti etmez.<\/p>\n

Pazar de\u011fi\u015febilir; \u015firket eski s\u00fcre\u00e7leriyle devam edebilir. M\u00fc\u015fteri de\u011fi\u015febilir; \u00fcr\u00fcn portf\u00f6y\u00fc ayn\u0131 kalabilir. Teknoloji de\u011fi\u015febilir; organizasyon yap\u0131s\u0131 direnebilir. Rakip i\u015f modelini d\u00f6n\u00fc\u015ft\u00fcrebilir; \u015firket h\u00e2l\u00e2 eski k\u00e2r mant\u0131\u011f\u0131n\u0131 korumaya \u00e7al\u0131\u015fabilir. Marka vaadi yenilenebilir; \u00e7al\u0131\u015fan davran\u0131\u015f\u0131 de\u011fi\u015fmeyebilir.<\/p>\n

GENEL M\u00dcD\u00dcR 6.0 bu bo\u015fluktan do\u011far.<\/p>\n

GENEL M\u00dcD\u00dcR 6.0\u2019\u0131n sorusu art\u0131k \u015fudur:<\/p>\n

\u201cBu \u015firket de\u011fi\u015fen pazara ve teknolojiye g\u00f6re kendini nas\u0131l d\u00f6n\u00fc\u015ft\u00fcrecek?\u201d<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 m\u00fc\u015fterinin sesini duyar.<\/p>\n

GENEL M\u00dcD\u00dcR 6.0 \u015firketin yap\u0131s\u0131n\u0131 de\u011fi\u015ftirmeye \u00e7al\u0131\u015f\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 7.0 bu d\u00f6n\u00fc\u015f\u00fcm\u00fc ta\u015f\u0131yacak insan\u0131, k\u00fclt\u00fcr\u00fc ve liderli\u011fi y\u00f6netir.<\/p>\n

GENEL M\u00dcD\u00dcR 8.0 ise b\u00fct\u00fcn bu de\u011fi\u015fimi proje bazl\u0131 ekonomi, portf\u00f6y zek\u00e2s\u0131 ve stratejik esneklik sistemiyle bir y\u00f6netim mimarisine ba\u011flar.<\/p>\n

Tablo 5.4 \u2014 5.0\u2019dan 8.0\u2019a A\u00e7\u0131lan Yol<\/h3>\n\n\n\n\n\n\n\n\n
Model<\/th>\nAna odak<\/th>\nAna soru<\/th>\nS\u0131n\u0131r\u0131<\/th>\n<\/tr>\n<\/thead>\n
GENEL M\u00dcD\u00dcR 5.0<\/td>\nPazar, m\u00fc\u015fteri, marka, rekabet<\/td>\nM\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?<\/td>\nPazar\u0131 g\u00f6rmek, de\u011fi\u015fmeyi garanti etmez<\/td>\n<\/tr>\n
GENEL M\u00dcD\u00dcR 6.0<\/td>\nD\u00f6n\u00fc\u015f\u00fcm, teknoloji, inovasyon, i\u015f modeli<\/td>\nKendimizi nas\u0131l d\u00f6n\u00fc\u015ft\u00fcrece\u011fiz?<\/td>\nD\u00f6n\u00fc\u015f\u00fcm projeleri \u00e7o\u011fal\u0131r, kapasite yetmez<\/td>\n<\/tr>\n
GENEL M\u00dcD\u00dcR 7.0<\/td>\nLiderlik, insan, k\u00fclt\u00fcr, belirsizlik<\/td>\n\u0130nsanlar\u0131 belirsizlikte nas\u0131l ta\u015f\u0131yaca\u011f\u0131z?<\/td>\nLiderlik dili g\u00fc\u00e7l\u00fc olsa da y\u00f6netim mimarisi da\u011f\u0131n\u0131k kalabilir<\/td>\n<\/tr>\n
GENEL M\u00dcD\u00dcR 8.0<\/td>\nProje bazl\u0131 ekonomi, portf\u00f6y zek\u00e2s\u0131, SES<\/td>\nBug\u00fcn\u00fc i\u015fletirken gelece\u011fi nas\u0131l in\u015fa edece\u011fiz?<\/td>\nYeni y\u00f6netim i\u015fletim sistemi gerektirir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

B\u00f6l\u00fcm\u00fcn Kapan\u0131\u015f\u0131<\/h2>\n

GENEL M\u00dcD\u00dcR 5.0 k\u00f6t\u00fc bir model de\u011fildir. Aksine, \u015firketleri i\u00e7e kapanmaktan kurtaran \u00e7ok \u00f6nemli bir y\u00f6netim a\u015famas\u0131d\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 4.0 \u015firkete performans disiplini getirmi\u015fti. GENEL M\u00dcD\u00dcR 5.0 \u015firkete pazar duyarl\u0131l\u0131\u011f\u0131 getirdi.<\/p>\n

GENEL M\u00dcD\u00dcR 4.0 sordu:<\/p>\n

\u201cNe kadar iyi \u00e7al\u0131\u015f\u0131yoruz?\u201d<\/p>\n

GENEL M\u00dcD\u00dcR 5.0 sordu:<\/p>\n

\u201cM\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?\u201d<\/p>\n

Bu soru \u015firketin y\u00f6n\u00fcn\u00fc de\u011fi\u015ftirdi.<\/p>\n

Genel m\u00fcd\u00fcr art\u0131k fabrikan\u0131n, ofisin, b\u00fct\u00e7enin, s\u00fcrecin ve performans panosunun y\u00f6neticisiyle s\u0131n\u0131rl\u0131 kalmaz. M\u00fc\u015fterinin zihnindeki yerin, markan\u0131n verdi\u011fi s\u00f6z\u00fcn, pazardaki konumun, rekabet avantaj\u0131n\u0131n ve m\u00fc\u015fteri deneyiminin y\u00f6neticisidir.<\/p>\n

Fakat her do\u011fru model gibi GENEL M\u00dcD\u00dcR 5.0 da kendi s\u0131n\u0131r\u0131n\u0131 \u00fcretir.<\/p>\n

M\u00fc\u015fteriyi g\u00f6rmek yetmez. Pazar\u0131 analiz etmek yetmez. Markay\u0131 yenilemek yetmez. Rakibi izlemek yetmez. De\u011fer \u00f6nerisini yazmak yetmez.<\/p>\n

B\u00fct\u00fcn bunlar \u015firketin yap\u0131s\u0131n\u0131, s\u00fcre\u00e7lerini, teknolojisini, yetkinliklerini ve i\u015f modelini de\u011fi\u015ftirmiyorsa, GENEL M\u00dcD\u00dcR 5.0 iyi niyetli bir pazar duyarl\u0131l\u0131\u011f\u0131 olarak kal\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n miras\u0131 \u015fudur:<\/p>\n

\u015eirket, m\u00fc\u015fterinin g\u00f6z\u00fcnde anlaml\u0131 de\u011filse i\u00e7erideki ba\u015far\u0131 eksik kal\u0131r.<\/p>\n

GENEL M\u00dcD\u00dcR 5.0\u2019\u0131n s\u0131n\u0131r\u0131 ise \u015fudur:<\/p>\n

Pazar\u0131 g\u00f6rmek, pazara g\u00f6re de\u011fi\u015febilmek de\u011fildir.<\/p>\n

Bu y\u00fczden bir sonraki soru ka\u00e7\u0131n\u0131lmazd\u0131r:<\/p>\n

\u201cBu \u015firket kendini d\u00f6n\u00fc\u015ft\u00fcrebilecek mi?\u201d<\/p>\n

GENEL M\u00dcD\u00dcR 6.0 bu sorunun genel m\u00fcd\u00fcr\u00fcd\u00fcr.<\/p>\n","protected":false},"excerpt":{"rendered":"

GENEL M\u00dcD\u00dcR 4.0 \u015firketin i\u00e7ine bakt\u0131. S\u00fcre\u00e7leri d\u00fczenledi, maliyetleri sorgulad\u0131, kaliteyi sisteme ba\u011flad\u0131, performans\u0131 \u00f6l\u00e7\u00fclebilir hale getirdi. \u015eirket art\u0131k hem \u201c\u00e7al\u0131\u015fan\u201d bir yap\u0131 hem de ne kadar iyi \u00e7al\u0131\u015ft\u0131\u011f\u0131 izlenen, raporlanan ve iyile\u015ftirilen bir yap\u0131yd\u0131. Bu b\u00fcy\u00fck bir ilerlemeydi. Fakat y\u00f6netim tarihinin garip taraf\u0131 \u015fudur: Bir d\u00f6nemin b\u00fcy\u00fck \u00e7\u00f6z\u00fcm\u00fc, bir sonraki d\u00f6nemin yeni k\u00f6rl\u00fc\u011f\u00fcn\u00fc \u00fcretir.Continue reading “GENEL M\u00dcD\u00dcR 5.0 (Pazar ve M\u00fc\u015fteri Y\u00f6neticisi)”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-48","post","type-post","status-publish","format-standard","hentry","category-uncategorized","entry"],"_links":{"self":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/48","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=48"}],"version-history":[{"count":3,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/48\/revisions"}],"predecessor-version":[{"id":54,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/48\/revisions\/54"}],"wp:attachment":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=48"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=48"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=48"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}