The internal customer value chain

Functional dependence between colleagues and departments

The concept of consumer should not be restricted only to individuals who pay financially for a good or service.

Within the ecosystem of any corporation, there is a network of internal consumers comprised of colleagues, supervisors and other departments that are inherently dependent on the performance of others to execute their own responsibilities successfully.

If an architect urgently requires structural calculations by the engineering team to present a final project to a buyer, the latter team acts as his or her vital supplier.

The operational quality and speed with which these internal inputs are delivered dictates the triumph or collapse of the overall process.

When this value chain is disrupted due to negligence, lack of commitment or unwarranted delays among peers, the final product delivered to market suffers undeniable deterioration.

The impact of bureaucracy on the end consumer

Excellence projected outwardly is an unattainable chimera if the internal organizational structure suffers from inefficiencies or severe bureaucratic blockages.

Imagine a real estate agency where the sales area assures a buyer the immediate delivery of keys, but the legal department withholds the signing of contracts due to poorly communicated internal regulations.

The frustration generated will fall on the advisor serving the buyer, even if the root of the disaster is a failure in the internal corporate gear.

Procedural delays, cross-divisional apathy and avoidance of responsibility destroy the brand promise.

When the corporate gears operate with fluidity, respect and high synchronization, the external user perceives an unbeatable service, confirming that true quality germinates from deep inside the commercial