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Customer Genius TOOLKIT
 

Customer Genius TOOLKIT

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10 Steps to create an extraom

10 Steps to create an extraom

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    Customer Genius TOOLKIT Customer Genius TOOLKIT Presentation Transcript

    • 10 steps to create an extraordinary customer experience
    • Customer Customer Customer Strategy Solutions Service Customer Customer Customer Customer Vision Propositions Experiences Performance Customer Customer Customer Insights Connections Relationships Identifying and Addressing Serving and managing your customer issues supporting best customers and ambitions each customer • Profitability • Collaboration • Delivery • Segmentation • Innovation • Personalisation Defining an Creating value • Management Being relevant • Solutions Designing a total • Recovery inspiring purpose and compelling experience for for customers for your business to each segment each customer and business • Purpose • Context • Journey • Value drivers • Brand • Propositions • Theatre • Measurement • Alignment • Conversations Engaging target • Experiences Retaining and • Impact Exploring what matters most to customers growing the best target customers on their terms customers • Intelligence • Communication • Partnerships • Immersion • Networks • Communities© GeniusWorks 2010 • Insights • Gateways • Advocatespeterfisk@peterfisk.comwww.CustomerGeniusLive.com
    • Customer Toolkit 1: Customer Vision Customer 1. Consider what your existing mission, vision or strategy does for customers, how they benefit. Purpose 2. Engage business leaders and customers in a “big talk” conversation about their aspirations. Defining a 3. Create a “mosaic” vision of how the business will more engaging make society and people’s lives better. reason for doing 4. Evaluate the implications, opportunities and business that sacrifices that the vision would demand. adds value to 5. Shape and articulate this as a “customer purpose” society describing how we make peoples lives better. Customer 1. Define the audience for the brand, which might be a corporate, product or subsidiary brand. Brand 2. Explore what people seek to achieve through the brand, and what it enables them to do. Articulating the 3. Consider the alternatives for customers and how brand based on the brand enables them to achieve more. customer 4. Articulate how customers would feel about the aspirations, what brand, and the “one word” that captures this. you enable them 5. Creatively develop a brand blueprint that defines to do. how you will deliver the “big idea” practically. 1. Map out all the stakeholders internally and Customer externally - customers, employees, shareholders. Alignment 2. Consider the aspirations and priorities of each group, and segments within them. Bringing all the 3. Develop relevant communication based on how the stakeholders purpose links to their motivations. together , 4. Ensure coherence across the diverse stakeholders, making the and how they mutually support each other.© GeniusWorks 2010peterfisk@peterfisk.com purpose relevant 5. Bring the purpose to life through symbolicwww.CustomerGeniusLive.com and energising leadership and customer deliverables.
    • Customer Toolkit 2: Customer Strategy Customer 1. Start by developing a “single view” database of customers, and allocating revenue to them. Profitability 2. Define the many different costs related to transactions and ongoing relationships. Identifying the 3. Allocate where possible these costs to individual existing (and customers, or make reasonable estimates. future) profits 4. Consider the current profitability of customers, and from customers; maybe also how this will change in future. value creators 5. Map out the profit curve, identifying how a more and destroyers optimal profit level could be achieved. Customer 1. Develop a demographic customer model, using existing data and overlaying external profiles. Segments 2. Add profitability data, at first revenues, and then costs that can be approximately allocated. Segmenting 3. Identify the most profitable segments (now and customers future) then add attitude/motivation data. physically, by 4. Cluster customers by their key motivations, then value and evaluate their worth, and common characteristics. motivations to 5. Target the best segments by value, clearly defining target the “best” who they are, and what they want. Customer 1. Develop a customer strategy – who to target, what they want, and how to engage them. Management 2. Develop different sub-strategies for each different target segment with specific objectives. Approaching 3. Specify how you will attract, serve, retain and grow each customer each segment in appropriate ways. differently 4. Develop relevant propositions, solutions and depending on experiences to support each strategy.© GeniusWorks 2010 their needs andpeterfisk@peterfisk.com 5. Manage and coordinate these different strategies, potential to balance short and long-term performance.www.CustomerGeniusLive.com
    • Customer Toolkit 3: Customer Insights Customer 1. Identify and collate all the different sources of customer information, internally and externally Canvas 2. Develop a wall-sized blank “canvas” divided into four quadrants – who, why. what and how Bringing 3. Post the key data and insights from documents together all your against the appropriate quadrants customer jigsaw 4. Engage project team in finding connections in one place, and between different pieces of data making sense of 5. The team develops a deeper, broader picture of the the bigger view customer, that can be regularly updated. Customer 1. Hypothesise key issues and ideas (using canvas) to explore in more detail with customers. Immersion 2. Engage project team (incl. business leaders) in spending time talking to individual customers. Diving deep into 3. Discuss their broader lives, what they seek to the customers achieve, what matters most, what influences them. world, their lives 4. Probe each of the issue and idea areas in detail, and dreams, seeking parallels and practices across sectors. their real goals 5. Summarise your one to one experience in writing, and needs share with team, make it real, tell the story. 1. Interpret existing and new customer information, Customer from immersion and other research techniques. Energisers 2. Identify the factors that matter most to the individual, or segment of customers. Finding what 3. Define the essential items, which are prerequisites really motivates for addressing their challenge. customers 4. Define the enabling items, the things they cannot rationally, and currently do, but seek rationally to be able to do© GeniusWorks 2010peterfisk@peterfisk.com particularly 5. Define the energising items, the more emotionalwww.CustomerGeniusLive.com emotionally factors, maybe small, that really excite them.
    • Customer Toolkit 4: Customer Propositions Customer 1. Consider each target segment of customers in turn, using customer immersion and other research. Context 2. Scope out their specific and broader issues and objectives, problems and opportunities. Defining the 3. Use “association trees” to creatively explore the bigger context in adjacent concepts as they branch out. which customers 4. Stretch the “tree” in different directions, particularly see their considering product applications and enablement. challenges and 5. Group the factors into three concentric circles, potential solution each defining a broader customer context. Customer 1. Again consider each target segment separately, and the relevant insights and context. Proposition 2. Define the objectives of the customer, what they are trying to achieve – need/want., issue/objective. Articulating the 3. Describe how you can help them to achieve this value of the better – the unique benefits you offer. benefits to a 4. Identify an appropriate price position relative to specific target competitors/alternatives given these benefits. customer or 5. Use the proposition to focus the business, to brief segment agencies, and articulate messages externally. Customer 1. Turn the proposition into a narrative – a story, advertising, presentation, letter, or conversation . Narrative 2. Start with the customer’s situation, showing that you understand exactly what they seek to achieve. Building a 3. Then introduce a reason why this will be difficult - dialogue with new research, something they haven’t considered. customers about 4. Rhetorically pose the key question for them, and them, their© GeniusWorks 2010 then the answer, your proposition to them. issues and theirpeterfisk@peterfisk.com 5. Support this mesage with a number of supporting solutionswww.CustomerGeniusLive.com arguments and steps to achieve it.
    • Customer Toolkit 5: Customer Solutions Customer 1. Invite and encourage customers to take part in designing or improving products and services. Co-creation 2. Explore their priorities and preferences, working together to design the right solutions. Collaborating 3. Develop the physical solution rapidly, testing and with customers modifying with customers as you progress. to develop better 4. Implement the solution together, helping them to solutions for apply it effectively and get the most out of it. individuals and 5. Capture the learning from individual co-creations to generatlly turn into better standard solutions. Customer 1. Clearly define the objective of the innovation, the issue or opportunity to be addressed. Innovation 2. Creatively explore how to achieve this, using customer insights, disruptions, and parallels. Innovating 3. Fuse together the best ideas into distinctive every aspect of concepts, visualising and enhancing them. the business and 4. Focus on the best few concepts, evaluated through the customer’s rapid, intuitive assessment of the project team. experience 5. Accelerate the best ideas, also innovating the ways profitably they will be delivered and used by customers. Customer 1. Encourage a customer solution mentality – so that everybody thinks like a problem solver. Solutions 2. Recognise the many components that go into solutions – multi-branded products and services. Building 3. Articulate these clustered solutions as “molecules” molecular and define the broader concept they reflect. solutions that 4. Focus on these distinctive, richer molecular solve customers© GeniusWorks 2010 solutions in your communication and sales. real challengespeterfisk@peterfisk.com 5. Support customers in implementing and applying distinctivelywww.CustomerGeniusLive.com the total solutions rather than just your products.
    • Customer Toolkit 6: Customer Connections Customer 1. Explore with customers how they want to learn about you, buy from you, and be supported. Inversion 2. Consider every activity that connects with customers, and how you could “reverse” it. Learning to do 3. Redefine branding, communication, selling, every aspect of service, support etc. on customers terms. business when, 4. Identify key process changes that reflect this where and how “reverse” approach and prioritise implementation. each customer 5. Consider how to make them distinctive and iconic want s aspects of your customers experience. Networked 1. Map out all the managed and unmanaged forms of communication that exist in your market. Media 2. Evaluate their effectiveness in terms of cost and revenue, but also speed, trust and impact. Communicating 3. Identify which aspects of communication activity to through new move from broadcast to networked media. media that is 4. Consider how you could better utilise user- interactive, viral, generated content eg blogs, reviews, rankings. unscripted and 5. Prioritise ways to stimulate and support online viral uncontrollable and physical word of mouth communication. Customer 1. Rethink the role of your intermediaries – how they add value to your end customers Gateways 2. Evaluate all distribution channels in offering customer advice and customised solutions. Distributing 3. Consider the potential for “gateway” channels in through your market, and your role in them. gateways rather 4. Decide whether your business is more of a than channels© GeniusWorks 2010 gateway, or an ingredient accessed through it. that act for thepeterfisk@peterfisk.com 5. Redevelop your distribution strategy based on this customerwww.CustomerGeniusLive.com choice, working as or with the new gateways.
    • Customer Toolkit 7: Customer Experiences Experience 1. Bring together a small cross-functional team, to define the total experience of specific customers. Mapping 2. Map each of the steps of their journey - from initial realisation of need, to achievement of their goal. Mapping the 3. Write each step in customer language on a total experience separate sticky note, and order them physically. that customers 4. Evaluate the effectiveness of each step for the have of your customer , eg using the “customer heartbeat” brand 5. Identify the positive and negative steps from a customer perspective. Experience 1. Delete all steps that do not currently add value to the customer (eg paying the bill). Innovation 2. Rethink how essential activities (eg receiving payment) can happen in a more positive way. Identifying the 3. Identify ways to “streamline” necessary steps so opportunities to that they are faster and simpler for customer s. improve the 4. Identify ways to “elaborate” other steps so that they experience for add more value to customers. customers 5. Identify ways to “innovate” the experience, eg by combining or reordering customer steps. Experience 1. Map out the redesigned experience that is better Activation for customers (and potentially for business too). 2. Consider how the redesigned steps could be Doing more for delivered in a more personalised manner. customers and 3. Consider how the redesigned steps could be bring the brand enhanced through “customer theatre”. experience to life 4. Consider how to brand the total experience, and© GeniusWorks 2010 for each bring the brand to life at every step.peterfisk@peterfisk.com individual 5. Develop an implementation plan by which cross-www.CustomerGeniusLive.com functional teams can together deliver it.
    • Customer Toolkit 8: Customer Service Customer 1. Consider the key moments to serve customers across the total customer experience. Service 2. Develop a service strategy based on all service points and channels eg people, phone, web etc. Delivering the 3. Define service values in clear and simple terms, customer the three aspects that make your service special. promise in a 4. Map out the core service activities at each delivery effective, reliable point, maybe defined by service people themselves and appropriate 5. Deliver service through principles, teamwork and way leadership, rather than scripted processes. Individual 1. Explore with your team what makes them special, and how they engage best with people. Service 2. Encourage them to apply their own personalities, addressing customers as real individual people. Serving 3. Consider also how to combine this with better use customers more of personal data, and customisation tools. personally 4. Give people more space to use their own through natural judgement and express their only styles. intuition and 5. Be more intuitive, in judging how to service each judgement customer in a more individual and inspiring way. Service 1. Recognise problems as an opportunity to do more, Recovery and complaints an opportunity to learn. 2. Establish fast and personal processes for address Turning (and anticipate) occasional service failures. disasters into 3. Build service recovery as a key service skill, being delight by ready and prepared for when things go wrong. showing what 4. Focus on the customer first, solving the problem,© GeniusWorks 2010 you can do when compensating as needed, then fixing it for future.peterfisk@peterfisk.com things go wrong 5. Use the situation to stimulate a better relationshipwww.CustomerGeniusLive.com or generate new insights for innovation.
    • Customer Toolkit 9: Customer Relationships Customer 1. Identify the target customers that you would like to retain and grow profitably over time Relationship 2. Explore with them what they seek from you, beyond products and services Building 3. Reflect on how relationships are built elsewhere, customer personally, in other activities, or businesses. relationships of 4. Develop a relationship plan based committing to, mutual contributing to and championing each other. commitment and 5. Encourage more informal dialogue with customers value to learn what more you can do for (and sell) them. Customer 1. Identify social networks (physical and virtual) that your customers are most likely to be part of Community 2. Understand the common purpose or motivations that bring your target customers together. Harnessing 3. Explore how you could enable these networks to networks as work better, to better achieve their purpose. communities of 4. Build an affinity between the brand and the relevant customers with a communities, adding value in some way. common passion 5. Collaborate with communities, engaging them in or purpose new ideas and innovations that do more for them. Customer 1. Identify your portfolio of direct (business-customer) Loyalty and indirect (customer-customer) relationships. 2. Deploy your customer strategies to grow the Retaining profitability of each customer in appropriate ways. customers, 3. Target specific actions to encourage retention, selling more, cross-buying, costing less and customer advocacy. costing less, 4. Provide incentives and rewards as part of the© GeniusWorks 2010 and driving relationship, such as exclusive benefits.peterfisk@peterfisk.com advocacy 5. Measure the impact of each factor on the customerwww.CustomerGeniusLive.com profitability or “customer lifetime value”.
    • Customer Toolkit 10: Customer Performance Net 1. Establish “would you recommend us to your colleagues?” as a key ongoing research question. Promoters 2. Profile the responses on a scale 0-10 where only 9-10 are positive, and 0-6 are negative. Measuring 3. Determine the “net promoter” score for each customer segment, market, or business unit each month. advocacy as one 4. Evaluate the impact of NPS as a business value of the key driver, and if strong, use it as a key indicator. drivers of 5. However don’t rely on NPS as the only measure, performance but as part of a business scorecard. Customer 1. Evaluate more comprehensively the key drivers of business performance, short and long-term. Metrics 2. In particular, consider performance drivers from a customer perspective, eg perception v reality. Building the right 3. Highlight these factors as key performance portfolio of indicators, shared across the business. customer and 4. Build a scorecard, ideally showing customer and financial metrics financial measures as equally important. to manage the 5. Drive performance rewards and improvements business based on indicators, reviewing progress. Customer 1. Bring together the most important customer metrics Capital to show their impact on the bottom line. 2. This might be through a weighted index based on Capturing the key measures, known as “customer equity”. real economic 3. More commercially, show how this equity impacts value of on business value through uplift in profits. customers and 4. Build “customer capital” into core performance impact on the reviews, the first item at CEO/Board meetings© GeniusWorks 2010peterfisk@peterfisk.com bottom line. 5. Similarly establish it as a key part of businesswww.CustomerGeniusLive.com reporting, analyst briefings and annual reviews.
    • Peter Fisk peterfisk@peterfisk.comBestselling author www.theGeniusWorks.comInspirational speaker www.BrandGenius.comBusiness advisor and facilitator www.CustomerGeniusLive.com