Bill Thomas
Centric Performance, LLC
June 19, 2013
CUSTOMERS – CAPABILITIES – CULTURE
Knowing What Customers Need Before T...
More than discrete activities or
pieces of the puzzle
Snip-It’s, Snap-Shots and Smiley Faces
© Copyright 2009 – 2013 Centr...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
Mutual
Profitability
CUSTOMER’SVIEW
Value-Add
Total
Experience
Transactio...
1) Buys consistently, if not exclusively, from you
2) Tends to be an early adapter of new offerings
3) Is less price-sensi...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
Mutual
Profitability
MATURITYLEVEL
Leverage
Understand
Measure
CUSTOMER’S...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
Mutual
Profitability
MATURITYLEVEL
Leverage
Understand
Measure
CUSTOMER’S...
1. Strategic Drivers
2. Customer Segmentation
3. Customer Engagement
4. Employee Engagement
5. Training & Tools
6. Process...
1. Strategic Drivers
2. Customer Segmentation
3. Customer Engagement
4. Employee Engagement
5. Training & Tools
6. Process...
1. Strategic Drivers
Strategic context should be
clear and compelling.
• Link to growth strategy and
desired CE outcomes
•...
2. Customer Segmentation
Must understand each segment’s
economics and prioritize.
• Identify key segments, attributes
and ...
SEGMENT CHARACTERISTICS & LEVELS CUSTOMERS
A B C 1 2 3 4 5 Etc.
PRODUCTS Bundle Multiple Single A C B B A –
BRAND Champion...
1. Strategic Drivers
2. Customer Segmentation
3. Customer Engagement
4. Employee Engagement
5. Training & Tools
6. Process...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
Mutual
Profitability
MATURITYLEVEL
Leverage
Understand
Measure
CUSTOMER’S...
Multiple Voices and Connections
Executive Sponsors
& Decision Makers
Technical
Influencers
& Buyers
Receptionists &
Gate K...
3. Customer Engagement
Move from impressions or
input to involvement.
• VOC initiatives, survey types
and multiple listeni...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
SOWSERVICERECOVERYMutual
Profitability
MATURITYLEVEL
Leverage
Understand
...
4. Employee Engagement
Ensure early and two-way
employee involvement.
• Expect everyone to play a role
• Provide & promote...
5. Training & Tools
CE raises the bar and usually
requires new/enhanced skill sets.
• Employee training for internal as
we...
6. Process Orientation
Realize that CE is a business
process, not a program.
• Business model/value chain
mapping (all cha...
7. Joint Workouts
Multiply and deepen the number of
connections and relationships.
• Identify owner and actions for all
to...
StrategicInitiativeLink
Customer Satisfaction
Replicate &
Leverage as
Best Practice
Maintain
Current
State
Process
Improve...
1. Strategic Drivers
2. Customer Segmentation
3. Customer Engagement
4. Employee Engagement
5. Training & Tools
6. Process...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
SOWSERVICERECOVERYMutual
Profitability
MATURITYLEVEL
Leverage
Understand
...
1. Value
Creation
Mindset
2. Ask,
Act & Align
3. Internal
Management
System
4. Leverage
the Value
Chain
KEYS TO
LEVEL III
...
1. Value
Creation
Mindset
2. Ask,
Act & Align
3. Internal
Management
System
4. Leverage
the Value
Chain
KEYS TO
LEVEL III
...
• Understand your capacity for change
• Drive the journey by managing for
peak performance
• Leverage talent to support th...
Incremental
LEVELOFCHANGE
Substantial
Transformational
CompetitiveProactiveReactive
CAPACITY FOR CHANGE
HIGH
LOW
MODERATE
...
CLARITY SKILL WILL SUPPORT
PEAK PERFORMANCE
WEAK PERFORMANCE
Peak Performance Management Practices
© Copyright 2009 – 2013...
Your
Employees
Your
Customers
Your Value-Creating Business
•Talent Mgmt
Life Cycle
•Talent Value
Proposition
• Employee
Se...
• Leverage your existing customer
and employee loyalty
• Increase your teaming and elevate
it to partnering
• Extend Level...
SUPPLIER’S APPROACH
Behavior LoyaltySatisfaction
SOWSERVICERECOVERYMutual
Profitability
MATURITYLEVEL
Leverage
Understand
...
Q & A
© Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
About the presenter: Bill Thomas has over 30 years of experience in HR/OD, Customer
Experience Management, TQM and Operati...
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Anticipate - Your Customer's Experience June 2013

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Anticipate - Your Customer's Experience June 2013

  1. 1. Bill Thomas Centric Performance, LLC June 19, 2013 CUSTOMERS – CAPABILITIES – CULTURE Knowing What Customers Need Before They Do
  2. 2. More than discrete activities or pieces of the puzzle Snip-It’s, Snap-Shots and Smiley Faces © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Looks at the entire journey over time – not one point in time The end game is more than just happy customers $$$
  3. 3. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction Mutual Profitability CUSTOMER’SVIEW Value-Add Total Experience Transactions Customer Focus Maturity Model ® © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  4. 4. 1) Buys consistently, if not exclusively, from you 2) Tends to be an early adapter of new offerings 3) Is less price-sensitive due to added value 4) Frequently recommends you to others 5) Actively promotes your brand Characteristics of a Loyal Customer © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  5. 5. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction Mutual Profitability MATURITYLEVEL Leverage Understand Measure CUSTOMER’SVIEW Value-Add Total Experience Transactions VALUE CONNECTIONS Sales & Marketing Service & Support Enterprise Value Chain Customer Focus Maturity Model ® © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  6. 6. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction Mutual Profitability MATURITYLEVEL Leverage Understand Measure CUSTOMER’SVIEW Value-Add Total Experience Transactions VALUE CONNECTIONS Sales & Marketing Service & Support Enterprise Value Chain Customer Focus Maturity Model ® Level I Level III Level II © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  7. 7. 1. Strategic Drivers 2. Customer Segmentation 3. Customer Engagement 4. Employee Engagement 5. Training & Tools 6. Process Orientation 7. Joint Workouts 8. Capacity for Change 9. Consequences 10.Committed Leadership Core Elements of a Customer Focus Strategy © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  8. 8. 1. Strategic Drivers 2. Customer Segmentation 3. Customer Engagement 4. Employee Engagement 5. Training & Tools 6. Process Orientation 7. Joint Workouts 8. Capacity for Change 9. Consequences 10.Committed Leadership CFMM Level I II II III © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  9. 9. 1. Strategic Drivers Strategic context should be clear and compelling. • Link to growth strategy and desired CE outcomes • Define primary focus or level (satisfaction, loyalty, other) • Determine related key metrics © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  10. 10. 2. Customer Segmentation Must understand each segment’s economics and prioritize. • Identify key segments, attributes and value propositions • Determine segment-specific economics and future potential • Prioritize segments and channels for near-term focus © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  11. 11. SEGMENT CHARACTERISTICS & LEVELS CUSTOMERS A B C 1 2 3 4 5 Etc. PRODUCTS Bundle Multiple Single A C B B A – BRAND Champion Conservative Critic B B A B A – REFERRALS Many Some None B A A C A – SOW Significant Moderate Limited A C B C B – POTENTIAL Significant Moderate Limited B C A C B – RELATIONSHIP Collaborative Cooperative Contentious C B B C A – Customer Total Scores 36 23 45 14 50 – Segment Evaluation / Prioritization Tool © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  12. 12. 1. Strategic Drivers 2. Customer Segmentation 3. Customer Engagement 4. Employee Engagement 5. Training & Tools 6. Process Orientation 7. Joint Workouts 8. Capacity for Change 9. Consequences 10.Committed Leadership © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  13. 13. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction Mutual Profitability MATURITYLEVEL Leverage Understand Measure CUSTOMER’SVIEW Value-Add Total Experience Transactions VALUE CONNECTIONS Sales & Marketing Service & Support Enterprise Value Chain Customer Focus Maturity Model ® Level I VOC SOWSERVICERECOVERY Detect Your Risks with Voice of the Customer © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  14. 14. Multiple Voices and Connections Executive Sponsors & Decision Makers Technical Influencers & Buyers Receptionists & Gate Keepers Accounting & Claims Service & Maintenance Operations & End Users Your Customer Shipping & Receiving Your Company © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  15. 15. 3. Customer Engagement Move from impressions or input to involvement. • VOC initiatives, survey types and multiple listening posts • Customer visits, venues and forums • Turning touch points into dialogues (“Anticipate Moments”) © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  16. 16. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction SOWSERVICERECOVERYMutual Profitability MATURITYLEVEL Leverage Understand Measure VOC TEAMING (Insight) (Hindsight) CUSTOMER’SVIEW Value-Add Total Experience Transactions UVP POD POP VALUE CONNECTIONS Sales & Marketing Service & Support Enterprise Value Chain D E T E C T Customer Focus Maturity Model ® Level II Deliver a Truly Unique End-to-End Experience © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  17. 17. 4. Employee Engagement Ensure early and two-way employee involvement. • Expect everyone to play a role • Provide & promote opportunities • Showcase & celebrate individual contribution & collective results A 5% increase in our employee engagement led to a 1.8% increase in customer loyalty and a .5 % increase in financial results. © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  18. 18. 5. Training & Tools CE raises the bar and usually requires new/enhanced skill sets. • Employee training for internal as well as customer-facing skills • Customer training ranging from new processes to new skills • Equip employees and customers with new tools and technologies © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  19. 19. 6. Process Orientation Realize that CE is a business process, not a program. • Business model/value chain mapping (all channels) • Map all touch points of the customer’s experience • Document and evaluate key processes © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  20. 20. 7. Joint Workouts Multiply and deepen the number of connections and relationships. • Identify owner and actions for all touch point relationships • Determine and launch joint process improvement projects • Create forward-looking joint opportunities to explore © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  21. 21. StrategicInitiativeLink Customer Satisfaction Replicate & Leverage as Best Practice Maintain Current State Process Improvement Priority High Low High Low • Identify related business drivers & risks • Identify internal executive sponsor • Identify customer sponsor • Define PI team & outcomes • Apply SIPOC model map • Gap analysis • Recommend improvements • Implement & evaluate Improvement Priorities Second Level Improvement Priority Value Driver Decision Matrix © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  22. 22. 1. Strategic Drivers 2. Customer Segmentation 3. Customer Engagement 4. Employee Engagement 5. Training & Tools 6. Process Orientation 7. Joint Workouts 8. Capacity for Change 9. Consequences 10.Committed Leadership © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved Core Elements of a Customer Focus Strategy
  23. 23. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction SOWSERVICERECOVERYMutual Profitability MATURITYLEVEL Leverage Understand Measure VOC TEAMING CULTURE (Foresight) (Insight) (Hindsight) CUSTOMER’SVIEW Value-Add Total Experience Transactions UVP POD POP VALUE CONNECTIONS ASK ACT Sales & Marketing Service & Support Enterprise Value Chain ALIGN D E L I V E R D E T E C T Customer Focus Maturity Model ® Level III Drive it Inside and Outside © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  24. 24. 1. Value Creation Mindset 2. Ask, Act & Align 3. Internal Management System 4. Leverage the Value Chain KEYS TO LEVEL III •There is only one customer •There is only one company •There is only one purpose Value-Creation Mindset © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  25. 25. 1. Value Creation Mindset 2. Ask, Act & Align 3. Internal Management System 4. Leverage the Value Chain KEYS TO LEVEL III • Asking questions is an obligation • You must act on what you learn • Build organization–wide alignment The Ask, Act & Align Approach © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  26. 26. • Understand your capacity for change • Drive the journey by managing for peak performance • Leverage talent to support the journey 1. Value Creation Mindset 2. Ask, Act & Align 3. Internal Management System 4. Leverage the Value Chain KEYS TO LEVEL III Managing Change, Performance & Talent © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  27. 27. Incremental LEVELOFCHANGE Substantial Transformational CompetitiveProactiveReactive CAPACITY FOR CHANGE HIGH LOW MODERATE Capacity & Level of Change © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  28. 28. CLARITY SKILL WILL SUPPORT PEAK PERFORMANCE WEAK PERFORMANCE Peak Performance Management Practices © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  29. 29. Your Employees Your Customers Your Value-Creating Business •Talent Mgmt Life Cycle •Talent Value Proposition • Employee Segmentation • Employee Engagement • Employment Brand • Internal Performance • Customer Experience Map • Customer Value Proposition • Customer Segmentation • Customer Engagement • Product/Service Brand Promise • Marketplace Performance Leveraging Talent to Support the Customer Focus © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  30. 30. • Leverage your existing customer and employee loyalty • Increase your teaming and elevate it to partnering • Extend Level III practices to the broader value chain 1. Value Creation Mindset 2. Ask, Act & Align 3. Internal Management System 4. Leverage the Value Chain KEYS TO LEVEL III Applying the Three Steps Inside and Out © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  31. 31. SUPPLIER’S APPROACH Behavior LoyaltySatisfaction SOWSERVICERECOVERYMutual Profitability MATURITYLEVEL Leverage Understand Measure VOC TEAMING CULTURE (Foresight) (Insight) (Hindsight) CUSTOMER’SVIEW Value-Add Total Experience Transactions UVP POD POP (Unknown) (Unstated) (Unmet) VALUE CONNECTIONS ASK ALIGNACT Sales & Marketing Service & Support Enterprise Value Chain D E L I V E R D R I V E D E T E C T Customer Focus Maturity Model ® © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  32. 32. Q & A © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
  33. 33. About the presenter: Bill Thomas has over 30 years of experience in HR/OD, Customer Experience Management, TQM and Operations management. Prior to joining Centric, he held national and global management roles with PricewaterhouseCoopers and Dell Computers, respectively. He was the co-architect of PWC’s Service Excellence initiative, and helped design and launch Dell’s Customer Experience effort. He co-authored the recent book “Anticipate: Knowing What Customers Need Before They Do,” and his work has been featured in CEO magazine, Human Resource Executive magazine, Quality Progress, HR Advisory and others. He can be reached at 866.302.9099 or via email at bill@centricperformance.com. About the company: Centric Performance works with organizations of various types and sizes to help them accelerate growth and improve results – at the enterprise, business unit, function, team or individual level. We do this by identifying, evaluating and improving their efforts and performance in four areas proven to create stakeholder value: • Strategy, Leadership and Organization Effectiveness • Optimizing the Customer Experience • Human Resource Practices and Processes • Business Transition Planning and Implementation Further information is available at www.centricperformance.com. Accelerating Growth…Improving Results © Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved
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