Seminar: 7 Habits And Barrier Of Customer Based Company.Dasmr

THE SEVEN HABITS AND BARRIERS OF SUCCESSFUL CUSTOMER- CUSTOMER-FOCUSED COMPANY Djadja Achmad Sardjana djadja@bapinger.web.id

Introduction • What makes a successful customer- customer-based initiative tick? • One of the most frequent questions we hear is: "What do successful customer- customer- driven companies have in common?"

THE SEVEN HABITS OF SUCCESSFUL CUSTOMER- CUSTOMER-FOCUSED COMPANY 1. Obsessed with delivering value to customers. 2. Comfortable with long-term business long- results. 3. The customer-based initiative is sponsored customer- by senior executives. 4. Demonstrates a deep commitment to the initiative. 5. Unafraid to assign a completely new set of metrics. 6. Actively invests in training its employees. 7. Identifies internal stakeholders who can act as key disseminators of the vision.

1. The Company is obsessed with delivering value to customers. • This means elevating the customer experience, improving customer satisfaction, and paying close attention to customer feedback and attitudes. • The Company consistently changes itself in order to deliver more value to customers. • The Company might have one or more customer advisory boards in order to capture real data and suggestions. • It's also likely to seek out customer insight through its quality-improvement quality- initiative.

2. The Company is comfortable with long-term business results. long- • It's careful not to allow the push for quarterly results to overshadow its business investment rationale or its internal operations. • While a comprehensive CRM vision is likely to be shared among the executives of the firm, they are cognizant that the transition cannot occur overnight.

3. The customer-based initiative is customer- sponsored by senior executives. • The firm will have a specific project manager accountable and responsible for executing the plan. • And the customer-based initiative customer- won't be the first set of process changes the firm has managed in this way, either.

4. The Company demonstrates a deep commitment to the initiative. • Communicating its launch plan both internally and externally. • As the initiative moves forward, reporting capabilities and a vehicle to communicate successes are crucial for building and sustaining momentum.

5. The company is unafraid to assign a completely new set of metrics. • Useful to assess the incremental progress and success of the initiative. • It may even use a "balanced scorecard" or some other tool for explicitly assigning priorities to non-financial objectives. non-

6. The Company actively invests in training its employees. • Companies that invest in training are much more likely to enjoy successful Customer-Focused Customer- implementations, particularly because these types of initiatives often require the people to do business in a different way. • But the training will take root easily in a culture that is centered on the concept of constantly seeking to provide more customer value.

7. Identifies internal stakeholders who can act as key disseminators of the vision. • Actively work to build support within the stakeholder group. • The search for stakeholders will be carried out not just among the direct participants in the program, but among the program's clients and customers, and within the firm's own financial group as well.

THE SEVEN BARRIERS OF SUCCESSFUL CUSTOMER- CUSTOMER-FOCUSED COMPANY 1. Internal focus. 2. Short- Short-term approach. 3. Command and control culture. 4. Inadequate customer data. 5. Un-optimised customer knowledge. Un- 6. Believing that technology is the solution. 7. Rewarding the wrong things.

1. Internal focus. • Many companies rely on improving “output” measures (e.g., cost, revenue and returns) rather than improving “input” measures (e.g., quality of the customer experience and staff satisfaction).

2. Short-term approach Short- • Many companies drop back to their product-thinking after not product- seeing immediate results. • Customer- Customer-focus is a long-term long- initiative based on customer loyalty and retention.

3. Command and control culture. • Many traditional companies have structures where power flows from the top to the bottom of the organisation. • This creates a climate of poor communication, internal conflict, mistrust and a lack of empowerment. • With a command and control culture, innovation, learning and freedom to build customer relationships is constrained.

4. Inadequate customer data. • Many companies produce large volumes of data to help with internal control, such as call cycle times and productivity, but they produce little data on customers that can be used to predict behaviour and manage relationships.

5. Un-optimised customer Un- knowledge. • Even when companies are able to gather customer data, they lack the abilities to truly harness this improved customer understanding.

6. Believing that technology is the solution. • Executives tend to look at technology as a solution to customer retention or other CRM problem. • They find it is easier to put an technology investment on the balance sheet than investment in customers. • They also look at technology as a way of removing cost from the process of servicing customers rather than as a means of adding value and building relationships.

7. Rewarding the wrong things. • Saying that the company is now customer- customer-centric, but paying the staff to be product-centric, is just product- wrong shoot. • Check how you reward your people – if it isn’t aligned to customer- customer-centric thinking, change it so it is!

The Habit vs The Barrier Conclusion I need a good I am a support winner Habit Barrier Customer Beyond Competition Customer Service Excellence

Seminar: 7 Habits And Barrier Of Customer Based Company.Dasmr

by Djadja Sardjana on Jul 15, 2009

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