What happens when a company finds it must reinvent itself in order to meet diverse and changing customer needs?  In the case of Dow Corning, the result has been a business transformation story that could serve as an MBA case study.

   Dow Corning, a global leader in the development and manufacture of silicon-based products and solutions, has unveiled a corporate strategy that empowers customers through greater choice and solutions tailored to their specific requirements.  The business strategy empowers customers through help with innovation, growth and lower costs as well as with problem-solving.  Company executives predict the highly flexible approach to business will rejuvenate not only the company but also customers’ businesses by strengthening their profitability. 

   “Providing a way for customers to select the exact combination of products and services they need and are willing to pay for has transformed this company,” says Gary Anderson, chairman and chief executive officer of Dow Corning.  “We’ve changed all the rules for our business.”

   The new approach to business has been the end result of significant investments in information technology and research.

   “This culminates five years of in-depth research and customer segment analysis, as well as a complete redesign of services to address customer requirements in every phase of their businesses, he continued. “Simply put, customers now enjoy an unprecedented price/value relationship that provides exactly what they want to help them achieve their goals – no matter how much or how little. And that’s all they pay for.”

  “We looked at a lot of things during those five years,” Anderson went on. “It was a time for candid self-examination. We put everything – I mean everything – on the table. We redesigned our offerings to align them with customers’ requirements and expectations.  It’s like taking a puzzle apart...

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