Take a look through the keyhole
“The customer must receive the required information immediately” or “ the order should be carried out optimally” – the recommendations you find in literature on successful relationships between customers and companies read like quotes from James Bond films. No matter who the customer is: customer care continues to be a top priority and is the central link for successful business. How does Deutsche Windtechnik organise itself in this regard?
Small units - high responsibility and self-organisation
Overused buzzwords like “agility” and “new work” are not really necessary to understand what makes customer relationships success- ful. For a young company like Deutsche Windtechnik, the dynamic forms of organisation associated with these terms are part of our company’s DNA: direct, trusting contact with the customer is essential. Everyone is authorised to talk to customers, receive feedback from them or provide it – service technicians in the field, sales managers, data communication technicians as well as employees in work preparation and accounting. Everyone involved has as much knowledge as possible about the framework conditions of the contract, and this enables the company to use them as guidelines when making decisions. Specialist teams respond to individual customer requirements with expertise and speed, most of the time independently. Higher levels of decision-makers, on the other hand, are usually just kept “in the loop”. In most cases, management only intervenes if guidelines (rules, contents of the contract and so on) are not being adhered to.
Communication is the focal point of all projects
The unique requirements of our customers make a culture of close, open communication indispensable. This is characteristic of all of our communications, whether via email, in data rooms, telephone calls or personal conversations: it is important to work quickly and efficiently on joint projects. Individual project setups are installed to help us decide who needs to have what information and when. These ensure that the customer receives a clear overview of contact persons, information flows, the systems that are utilised and the underlying processes. Deutsche Windtechnik has an agile structure consisting of units that are responsible for different technologies, countries, regions, tasks and/or customers, and this ensuring precise, quick communication. These units have high levels of expertise in their spe- cialist areas and act as small think tanks, working together with customers to develop innovative systems that drive project success.
A balancing act between automation and customisation
Strategies for harmonisation, standardisation and, if possible, automation have proven themselves to be extremely useful for recurring processes. Adaptable IT solutions are of central importance. Nevertheless, experience has shown that systems with a centralised, overloaded design can be a disadvantage. Agile, adaptable smaller systems, on the other hand, must be able to communicate with each other successfully and reliably. This may sound easy, but in practice it is challenging and demanding. Overall, smaller systems drive development faster and result in greater satisfaction for everyone involved.back
For every wind farm project, the service department organises individual structures. The Customer Support department manages cooperation during the implementation phase. (Illu: Deutsche Windtechnik)