Janet le blanc leading customer experience transformation

1 | www.janetleblancassociates.com Confidential & Proprietary© Janet LeBlanc + Associates Inc. | Propriety and Confidential1 | www.janetleblancassociates.com Confidential & Proprietary

Mont Tremblant, Quebéc, Canada 1999

FROM LIP-SERVICE TO MEASURABLE CHANGE:
HOW TO DRIVE CUSTOMER CENTRICITY
janet@janetleblancassociates.com

4 | www.janetleblancassociates.com Confidential & Proprietary
“To create the earth’s most
customer-centric company.”
Jeff Bezos, CEO Amazon.com

Organizations don’t
intentionally want to
deliver a bad customer
experience.

75% of senior leaders
say a superior customer
experience is their number
one strategic priority.

Most senior leaders
significantly
underestimate the time it
takes to lay the
foundation to build a
customer-centric culture.

What is your
Customer-Centric
DNA

 Strategic alignment on the ideal customer
experience
 Passionate senior leaders who channel the
voice of the customer
 Strong will to aggressively understand
customer requirements
 Clear definition of what employees need to do
differently to deliver the ideal experience
 Measurement and rewards to accelerate
change

only 35%
clearly
communicate a
shared vision of
the “ideal”
customer
experience.
CLEARLY COMMUNICATE A SHARED VISION
OF THE IDEAL CUSTOMER EXPERIENCE.
MEASURE THE IMPACT OF CUSTOMER
EXPERIENCE INITIATIVES ON BUSINESS
PERFORMANCE.
HIRE CUSTOMER-FOCUSED EXECUTIVES.

Talk is cheap.
Customer-centric
leaders value action
over words.

Without strong executive
support and strategic
alignment, organizations
move too slowly, stagnate
and lose their way.

What’s important to my
boss, fascinates me.

63%
don’t consider
their companies’
leaders to be
customer centric.
ACT AS A ROLE MODEL FOR CUSTOMER-
CENTRIC BEHAVIORS.
REGULARLY SHOWCASE EXAMPLES OF
CUSTOMER-CENTRIC BEHAVIORS BY
EMPLOYEES.
SPEND TIME INTERACTING DIRECTLY WITH
CUSTOMERS.

Leaders who are in
touch with customers
have a special emotional
connection with them.

Customer experience leaders channel the
voice of the customer.

19
IT TAKES A
THOUSAND VOICES
TO TELL
A SINGLE STORY.
NATIVE AMERICAN PROVERB

Less than
15% track
the cost of poor
quality and its
impact on the
customer
experience.
QUICKLY IDENTIFY AND RESOLVE TROUBLE
SPOTS IN THE CUSTOMER EXPERIENCE.
USE CUSTOMER FEEDBACK TO IMPROVE
CUSTOMER COMMUNICATION.
GATHER CUSTOMER FEEDBACK, IN REAL-TIME,
TO IDENTIFY EARLY SIGNS OF CUSTOMER
DEFECTION.

Customer-centric
organizations aggressively
seek to understand the
customer.

Customer-centric leaders
meet with employees and
customers constantly.

Get to know your
customers—for real.

Only
20%
report spending
time clearly
communicating
what customer-
centricity means
across the
organization.
CLEARLY DEFINE WHAT EMPLOYEES NEED TO DO
DIFFERENTLY TO IMPROVE THE CUSTOMER
EXPERIENCE.
GIVE EMPLOYEES THE AUTHORITY TO RESOLVE
CUSTOMER ISSUES ON THE SPOT.
PROVIDE EMPLOYEES WITH THE RIGHT
INFORMATION TO ADDRESS CUSTOMER ISSUES.

Clearly define the role of
customer experience
management within an
organization.

Everyone in the
organization must
understand their role.

There is nothing more powerful
than an organization whose resources are
laser focused on a clear and compelling outcome
with employees who know their role
in making it happen.
Chuck Feltz, Total Customer Experience Leaders Summit, 2013

Only
30%
track the
effectiveness of
customer
experience action
plans and
initiatives.
USE REWARDS, OTHER THAN MONETARY, TO
REINFORCE CUSTOMER-CENTRIC BEHAVIORS.
TRACK THE EFFECTIVENESS OF CUSTOMER
EXPERIENCE ACTION PLANS AND INITIATIVES.
REWARD AND RECOGNIZE THE ACHIEVEMENT
OF CUSTOMER EXPERIENCE IMPROVEMENTS.

Leverage the power of
recognition to drive
change.

Feeling genuinely
appreciated lifts
people up.

Recognize employees
for delivering the
ideal experience.

 Strategic alignment on the ideal customer
experience
 Passionate senior leaders who channel the
voice of the customer
 Strong will to aggressively understand
customer requirements
 Clear definition of what employees need to do
differently to deliver the ideal experience
 Measurement and rewards to accelerate
change

w w w . j a n e t l e b l a n c a s s o c i a t e s . c o m
C U S T O M E R E X P E R I E N C E L E A D E R S H I P

Janet le blanc leading customer experience transformation

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