2'! ” . 'l‘! h‘t"ll‘
Adjust your mission and vision statements.
It the Customs. " c rnensvon is your chosen
s'roteg"c: dscir: we. state it bcloy and
clearly. Ccmrrur-‘cote widely to the world
bu‘ ﬁrst and foremost inside your
Segment your customer base. Start with
the customers’ value. and stc't smple.
Wile-re. ‘ you lacv; Customer data, suck to
abide. it and improve data quality.
Align your organisation structure with the
segmented customer view. Dittc~rr; r~. r
customer groups reque ditterent
approaches. processes and skills Are your
sees and mc'keting still organised by
product line or lurrllory? Consider
creating segmen' management r. r"ts.
Make good use or technology i' is a
powurlul crlablcl of cuslorru ct. -ntrlcity.
Contact management too 5.
consc"d-cited customer data
environrnents. Gt'lOlyltCCl applications and
morl<-4.-ling aalcmalion solul ons a create
customer—centric copatfties that would
iustity the ‘ti-vestment in technology.
Create new performance measures.
Monitoring "Idicatcr; I"-: e soles/ rever-age.
market share or product porttc o is no
longer enough. Spa. -cillc muasurcs cm:
needed to rellec‘ the segmented view of
the customer base. the focus on customer
experience and many more -new criteria
for customer CL"llllCli‘, ‘.
Study the behaviours. attitudes and
demographics ot your customers — these
C'(. : important ed-caters of customer
needs and ot'en predictcrs at customer
value Seek '0 understand those
Expect a brand new mission statement to
make you a customer-centric company.
It is only the start ol 0 long and cord
journey: be prepcred to go all the way to
-wvtere you want to be, engag ng all
luncwons O'id stake hold~; ;.'s.
Overcompllcote the segmentation A Ony
segment has to be manageable to. size.
any segmental on structure must be
dctionaole. enable decisions and irrpact.
tteorganlse too often, and for the sake ot
it. A: your segmentation advances and
includes needs r‘. addition to value, you
don't have to keep ChC"»; 'l'r‘. g structures
ldsmpting operations}. new segments
and s-. lb~scQ'r‘Ict‘. ls can 0: 'tandl-: d by
Expect technology to build customer
relationships for you it won't. Unless
appropriate strateg es and processes c'e
in place. technology will remae an
expensive way to even tsrthe' deteriorate
cuslcrnc-r" -: xpA; ."llu"Cc. Do not
Ut'ldefeSl"hOie "he importance o"
synczhrctrsed. rtolistic capc: b"'ties
trroughoul the bus W655.
Throw out the old pertorrnance measures
— i’ was never said that d custorrer-centric
company Should no‘ be etﬁcievit and
Crc~0'~'_' st'. G'r: hc~'. dr_'<r returns. These cnlerzo
w" persist, cI"_: }rIeo with the new
objectives Cad '". harmony with a host 0‘
new pcr"c-rrndncc r-icasurcs.
Confuse behaviours and attitudes with
needs. Often explicit and irrpli-cit
prr: tcrr; -nccs ind ca‘-: needs. It in doubt
about the true (care) needs of customers.
try to see how they fit statements "ice
correlations and ‘ldlCOllVl_'= fL'7ClTlC"‘: "‘ as of
demographics and behaviours with va'ue
Try to understand the true value of your
customers. As you progress along your
tourney transaction history [customer
revenue] will not suffice to understand
value. You would look into rte. ‘ va'. lL-
[profitability considering all kno-. vn costs]
and future (potential yo ue.
Empower employees. particularly
customer-facing statt for proactive
relationship-building. By purposeful
communication of strategic goals and
educaticn ". custom-at-centric
approaches. all employees are to be
gyen active rc es in enhancng the
Cuslomur uxpurlcricc and value. They
should be encouraged and appraised in
line with the prnciples at customer
Set clear goals for achieving a deﬁned
state of customer ceritrictty by a certain
point In time You don‘t have to use the
Round l'Ti<. 'lODhCl'lC ‘bcis-:5‘. bu’ it is
important that you have a clear idea of a
quantum change over a rnanarzeobe
period. with well-defned capab "ties and
performance in all ctr-as at that dcsl-ad
Encourage and seek to create customer
loyalty. It Is well known. 'tSllrtCllvC-Iy.
anecdote y, and through systematic
research. that loyal customers are more
p-'ot'itobe and the" numbers and degree
of loyalty irrpact the success [or
otherwise] at a bus "ess.
Communicate and engage all
stakeholders in the process. Entities such
as employees. suppliers. partners. and
sharehc-Voters are all part at the same
picture and Merdependent with
customers. They C'u o’-so diffuuril within
each »-_'nlily and should be treated
differently (even segrnented! ). They c'sa
get value as some of their needs a'e
satisfied by your business and arc. in a
sense, customers. too.
“Gfvc "llr-: lp me to. .. or “Saw. -
me. .." True needs eas"'y comp-‘ete such
Rely on the customers‘ past buying
patterns. Exlrapolol "g historic value is not
the best way to predict l'T£-'. - future.
Increasingly‘ complex modelling will
r; :r‘-olslc you to consider customer
propensities. loyo‘ty and overall
contftoution to the business. over their
Allow anyone in the company to say (or
think) ‘this is not my Job/ responsibility‘
Becorrng a customer centric
C/ gClfllSOliDl1 depends on thu-
orchestrated efforts 0‘ everyone r~. the
crganisati-on, inclucng back-office and
support functions. A‘ gnment is key to the
success. as goal C(JpObllll| ~'_'S in some
areas can be rendered use‘ess by
underperfcrmance in otner c'eas
Assume that your project/ programme
were completed, you ‘got there’.
Reaching a higher state. any state 0‘
customer cuntilcity does not mean a
finished job | ‘no more eltort']. While there
are Clea‘ targets. the iourney is perpetual’.
as is the endeovov ‘or on-go’-lg
imoroyc-mcnt and ‘no continuing effort to
maintc n the acheverrients.
Think of loyalty as the tenure of a
customer (duration of the relationship).
There may be customers who stayed with
you for yeo's and caused losses c the
t'°nel You need to co'efuIly define
loyol'y and build your loyalty actions
towards satisfying the delinit on.
Umlt your change management efforts to
the marketing. sales and customer service
functions. the journey to customer
centrcity requires massive effort and
change in custor'r*er~facing functions but
also dcpunds on every other area — within
and outside the bus. "loss. A
comprehensive customer cenfricity
programme covers each function and
cntity a coo-ro 'lOlCd way.