Imagine if you had a framework that could assist you in understanding how well you were maximising customer profitability, via a quantitative measure that cascades into all the important elements of managing customers. Imagine if every senior stakeholder was in total alignment about what needed to be done to drive up customer performance in enough detail , based on a realistic set of expectations about the financial benefits that could be delivered by getting to the desired level of customer centric capability. Imagine if we knew how long it'll take to deliver ROI..................

3. …..you had a completely objective and
comprehensive understanding of how well
you were maximizing customer
profitability…..
The SCHEMA Toolset is deployed by expert practitioners to
give you exactly this understanding. The concept of
‘customer profitability’ has come from many years of deep
experience across hundreds of organisations in virtually all
industries. There are really only 4 value levers (Retention,
Efficiency (Cost-to-serve understanding), Acquisition and
Penetration (customer development, cross-sell and up-sell)
that can be used to drive increased value from customer
activity. An organisation’s ability to manipulate these levers
will determine how healthy its Customer P&L will look.

4. …..that gives you an insightful and
meaningful single ’overall’ measure......
The SCHEMA Assessor provides just such a measure by examining
how well your organisation delivers almost 400 ‘customer practices’.
Not just how well the leadership team ‘think’ they are being delivered
but the reality of what is happening on the front line and how fully
each of the practices are being implemented across the business.
This deep understanding is built by using structured and focussed
interviews, observation techniques and detailed content reviews to
provide an unprecedented depth of insight.

5. …..which cascades into all the important
elements of managing customers......
The results provided by SCHEMA cascade from the overall level of
performance into 6 dimensions, then 24 key indicators and finally
into over 100 individual capability areas. This provides both a very
detailed view of what is going on and makes it easy to understand
those places where improvement is most needed or from where
learning can best be extracted. It also allows meaningful allocation
of individual measures to the teams that can most impact them.

6. …..based on a clear model that can be
adopted around the business to drive focus
and consistency......
The model that underpins SCHEMA and that defines its scope has
been designed to reflect the reality of managing customers in
today’s world. A world that is increasingly demanding and
empowered, with fast-changing media and channel landscapes,
increasing the need to work in real-time and to collaborate with both
your people and your customers. The value of the model also
extends long after any specific engagement is over to help align the
organisation around what everyone means by Customer
Management.

7. Just think about having every senior
stakeholder in total alignment about the
direction they are going in order to drive up
customer performance…..
The SCHEMA Direction Shaper Module drives the right
conversations at the right level to engage senior stakeholders in
defining the nature of customer centricity they need the organisation
to achieve in the future. It draws out and visualizes any mis-
alignment in understanding of the current situation between
stakeholders and between the overall view of the stakeholders and
the ‘real’ situation. It then facilitates the process of aligning the views
of the vision state and identifying where deep mis-alignment needs
addressing.

8. ….. in enough detail to know what they need
to be doing differently…..
The descriptors driven out of the Direction Shaper work provide
short and actionable statements of the changes needed with enough
detail to give clear direction to future planning. They are designed to
be quickly and easily understood so that your senior team can see
what the future needs to look like, what they need to do to achieve it
and what impact it is likely to have.

9. ….. with a clear prioritisation using far more
inputs than would normally be considered…..
The prioritisation approach used in SCHEMA uses a range of inputs
to inform the result even before considering factors such as cost and
difficulty of achieving change. The stored weighting of all the
practices that make up each change; the current capability against
these practices; the direction and scale of change defined in the
Direction Shaper Module; the opportunity areas modelled for
financial uplift in the Value Estimator, as well as a series of
calibration factors to take account of factors such as the Digital /
Social maturity of the market or overall size of the organisation.

10. ….. based on a realistic set of expectations
about the financial benefits that could be
delivered by getting to the vision state…..
The SCHEMA Value Estimator delivers a realistic prediction of the
financial value of achieving the defined vision state based on
insights from the other modules and precedents stored in the
knowledge base. It enables detailed modelling of many different
uplift strategies to encourage the broadest possible exploration of
possible scenarios. The process can even be based on a tailored set
of ‘startpoint’ strategies, based on experience of what has worked
before and the levels of benefit delivered.
Customer Group No.
Average
Value
Current
Attrition
Predicted
Attrition
Incremental
Margin
Critical Few 1,123 $79,857 3.40% 3.20% $179,360
Very High Value 41,232 $12,939 5.67% 5.25% $2,240,664
High Value 133,426 $4,659 6.54% 5.00% $9,574,033
Medium High Value 199,876 $3,369 9.23% 8.00% $8,283,167
Medium Value 522,546 $1,894 11.45% 10.50% $9,402,170
Medium Low Value 425,489 $987 16.45% 15.00% $6,089,386
Low Value 345,378 $508 14.23% 13.00% $2,158,060
Very Low Value 219,567 $213 11.14% 10.00% $533,153
Marginals 64,534 $112 8.16% 8.16% $0
Loss Makers 73,456 -$987 4.79% 6.50% $1,239,768
Average / Total 2,026,627 $1,056 9.11% 8.46% $39,699,760
Strategy Part C - Retention Focus

11. ….. and how long it is likely to take to deliver
a return on investment.
The Value Estimator can take you through the process
of merging in the costs that are likely to be associated
with delivering the required changes and onto an
understanding of the ‘trajectory of value’ that your
emerging programme could deliver. It allows for many
of the factors often overlooked in creating business
cases in an area that is uncertain by its very nature.
This builds a level of confidence in the programme
being developed and a clear value path along which to
track progress and ROI.

12. Then imagine a blueprint that encapsulates all
of this impactfully, clearly and engagingly.

13. REAP Consulting
www.reapconsulting.com