www.business-systems-review.org Business Systems Review ISSN: 2280-3866 Volume 1 – Issue 1 This work is licensed under the Creative Commons Attribution 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/ 49 Customer’s Advisory as a Facilitator of Innovation and a Game-Changer in the Competition Mustafa Özgür Güngör, Ph.D. Yeditepe University, Istanbul, Turkey. e-mail: mogungor@gmail.com received May 30, 2012 / revised July 31 / accepted August 5 / published online August 7, 2012 DOI: 10.7350/BSR.A07.2012 – URL: http://dx.medra.org/10.7350/BSR.A07.2012 ABSTRACT In the beginning of higher-competition decades, organizations were forced to analyze and revise their processes for optimization. They needed to reinvent better ways to execute their core businesses. The challenge was also linked to dynamism in buyer behavior, the ever-changing needs and wants, and decrease in the customer loyalty due to discontent, and parallel to that due to the variety of offers in market place. From this perspective, the focus of innovativeness to remain competitive enforces firms to develop new perspectives in consumer behavior analysis, whereby “customer’s advisory” is the core to pull this stakeholder group to the process of creativity. In this paper, the need to obscure “customer’s advisory” is underlined in the right composure to address an easier and inexpensive tool to evaluate services of the organization. In addition, author highlights the requirements and explains the use of it as a driver of innovative corporate thinking for new features and services. Keywords: Customer’s Advisory, Consumer Behavior, Relationship Management, Customer Lifetime Value, Service Dominant Logic of Marketing. 1. INTRODUCTION The ongoing debate around revolutionizing modern organization is inevitable. Managers of today’s competition are fully equipped with their cream of the crop education, controlling vast amount of resources considerably higher than any moment in the history, facing lesser regulations for investment, and having a global playground for cost minimization. Firms are focused, calibrated for their core businesses, fostering their markets for a better share. As Porter (2008) revisited the classical five forces, he found out that they are already memorized by these managers but not understood well enough to build proper strategies. That is why he underlines a dilemma about the intensity of five forces and the requirement of innovation in all aspects. Organizations are being forced to adopt their processes according to rapid changes in technology and against the threat of severe competition. Even highly adaptive organizations need allied partners to succeed and customers are becoming their trustworthy partners. Organizations are in need of cultivating an enhanced customer-centric culture because of several prominent reasons: the basis of handling customer requests and complaints, examination and understanding of