Managing Customer expectations in a market that is dynamic, ever changing, often disrupted by new technology & competition is not easy. There is no single business framework that can help one align the right customer expectation and customer experience strategy to the corporate strategy & business model. I am proposing a unique & simple 2x2 framework to address this very need. This KretruTosh customer expectation management framework gives a brand 4 distinct models to align to in terms of how flexible they are to adapt to changing customer expectation and building & updating concerned portfolio of offerings. Look forward to answer your queries on the same and get a feedback on whether & how you applied to your company/ client.

1. KRETRU-TOSH CONSULTING
Invested in your Customers’ Delight
Kretru.com

2. KRETRU-TOSH
Customer
Expectation
Management
Framework
Ashutosh Karandikar
Founder & Principal Consultant
KRETRU-TOSH Consulting

3. THE WHY OF CUSTOMER EXPECTATIONS
“fast-track the customer journey through the awareness, discovery, consideration, conversion,
retention phases!”

4. THE WHY OF CUSTOMER EXPECTATIONS
“Get to know the tacit & implicit needs of the customers and gain a market share on an
uncontested ground!”

5. THE WHY OF CUSTOMER EXPECTATIONS
“helps build a structured customer support/ customer service function that drives a
differentiated value advantage for you in the market”

6. THE WHO OF CUSTOMER EXPECTATIONS
“Understanding & managing customer expectations is an expensive & effort intensive exercise.
Knowing WHO your customer is and focusing on the right customer is absolutely critical!”

7. CRITICAL CONSIDERATIONS
“Customer is actually far more tolerant than how a typical binary (Satisfied or dissatisfied)
evaluation assumes”

8. CRITICAL CONSIDERATIONS
“Customers have a tacit understanding of a Zone of Tolerance within which they operate,
evaluate, finalize & rate an offering from a brand”

9. CRITICAL CONSIDERATIONS
“SCARF (Status, Certainty, Autonomy, Relatedness & Fairness) Framework tells us the hidden
motivations & expectations of a customer which define its Zone of Tolerance and delight
expectations.

10. • Customer Expectations are not static
• They change with time
• They change with Context
• They depend on fulfillment factors
• They depend on perception of alternatives
SCARF Framework Limitations
“SCARF Framework doesn’t help you assess & navigate the time & market dynamic factors. It
doesn’t let you know how should you strategize given the market expectations and your
fulfilment ability (Competency, Capacity, etc.)!”

11. Mining
Zone
Rapid
Alignment
Build
Trust
Zone
Niche Play
Fulfillment
Customer Expectations
Stable
Stable
Dynamic
Dynamic
Kretru-Tosh Expectation Management Framework
“This simple 2x2 gives a brand 4 options of strategic growth based on
- how dynamic are the changes in the customer expectations, and
- how dynamics is the brand in terms of adapting to & fulfilling those expectations”!

12. KEY TO SUCCESS (The Square Model)
• “Inch Wide, Mile Deep” approach to
growth. Focused Offering.
• Manoeuvre around changing expectations
landscape by building a niche customer
base and leverage it for the upswing
• Strong focus on fulfilling the
“Relatedness” aspect of the customer
expectations
S C A R F
Kretru-Tosh Expectation Management Framework
“Square Capital, LLC initially competed in a market that had rapidly changing technology & customer expectation
landscape (Payment APPS, Payment Devices, FinTech & FinServe innovations, etc.). Starting up with a drive to compete on
all fronts without having the investment appetite to build entire portfolio of offerings would have been next to impossible.
Instead, Square focused on a Niche customer segment (Small & Mid-Size Retailers) and built up the company from there”
Disclaimer: Brands quoted are indicative exemplifiers. Which means they have been referred to illustrate the case in point but are not necessarily evaluated from a detailed research or academic point of view

13. KEY TO SUCCESS
(The Royal Enfield Model)
• Build a Sense of Community
• Establish a strong Psychological
Contract with your customers
• Strong focus on fulfilling the “Status”
aspect of the customer expectations
S C A R F
Kretru-Tosh Expectation Management Framework
“When the market, competition is not as dynamic and as fast in coming up with new offerings, new features and yet you to
build a differentiated competitive advantage for yourself as a brand, this model becomes the best fit. Royal Enfield
managed to mint the maximum out of its Classic Bullet Model purely because they managed to build a sense of pride and
community around ownership of this specific make and model”
Disclaimer: Brands quoted are indicative exemplifiers. Which means they have been referred to illustrate the case in point but are not necessarily evaluated from a detailed research or academic point of view

14. KEY TO SUCCESS
(The Samsung Model)
• Strong focus on fulfilling the
“Autonomy” aspect of the
customer expectations
• Strong Segmentation &
Persona Management
• Necessity to build an
Ambidextrous Organization
that can drive Innovation as
well as Operational
Efficiency
S C A R F
Kretru-Tosh Expectation Management Framework
“Serving Multiple Customer segments with each having dynamically and rapidly changing expectations with a diversified portfolio
of offering is an enormous task and it needs an Ambidextrous Organization with clear & acute understanding of Customer
Segments, Personas, Portfolio Mapping and 1:1 Marketing & targeting. Samsung seems to be doing this quite successfully”
Disclaimer: Brands quoted are indicative exemplifiers. Which means they have been referred to illustrate the case in point but are not necessarily evaluated from a detailed research or academic point of view

15. KEY TO SUCCESS
(The Airline Model)
• Strong focus on fulfilling the
“Status, Certainty, Autonomy
& Relatedness” aspect of the
customer expectations
• Strong Focus on Ecosystem &
not only Product/ Service
• Tiered Fulfilment (e.g.
Frequent Flier Program, point
based tiers and tier based
benefits)
S C A R F
Kretru-Tosh Expectation Management Framework
Disclaimer: Brands quoted are indicative exemplifiers. Which means they have been referred to illustrate the case in point but are not necessarily evaluated from a detailed research or academic point of view
“When the customer expectations are quite static – Fly safely and on time without any hassles to the destination – and as a brand
you have to drive revenue up through a lot of cross/ up sells it is imperative to think of your business as an ecosystem and not a
product/ service focused enterprise. Think of an Airline and what all does it sell to you – Flights, Hotel Bookings, Concierge service,
Meals, Privileged Seating, etc.”

16. Mining
Zone
Rapid
Alignment
Build
Trust
Zone
Niche Play
Fulfillment
Customer Expectations
Stable
Stable
Dynamic
Dynamic
Kretru-Tosh Expectation Management Framework
“A critical and foundational aspect of customer experience and customer expectation management is that you cannot
please all and make everyone happy! Picking the right customer and focusing on the right expectations is the key to
success. This framework not only helps one align to the dynamics of the market but also in turn align your corporate
strategy to your customer experience strategy!”

17. LETS TALK
www.kretru.com
https://www.linkedin.com/in/ashutosh-karandikar/
https://twitter.com/AshutoshCK
Karandikar.Ashutosh@gmail.com
+91 9591387838

18. WHAT DOES KRETRU-TOSH MEAN?
KRETRU [Customer] TOSH [Delight]
- underpins the outcome that we passionately
pursue. We strongly believe that how you
make your customers feel while they interact
with you defines whether they will ever
interact with you again. And in today’s global
market of unlimited choices, multiple journey
touch points, multiple channels, online-offline
convergence and digital platforms, customer
experience is that critical differentiator that
brands can no more ignore.
www.kretru.com

19. HOW WE ADD VALUE?
CUSTOMER EXPERIENCE STRATEGY
CX MATURITY ASSESSMENT
DIGITAL MATURITY ASSESSMENT
EMPATHY WORKSHOPS
CUSTOMER JOURNEY MAPPING
JOURNEY MAPPING WORKSHOPS
TOUCHPOINT TRANSFORMATION
CUSTOMER 360 IMPLEMENTATION
CX TECH ROADMAPPING
GROWTH HACKING
GTM STRATEGY & EXECUTION
AGILE SALES IMPLEMENTATION
AGILE SALES COACHING
We help you acquire, retain & service your customers in a better way so that they become your staunch brand advocates
Our unique Agile approach involves Design thinking to identify priorities & techno-creative solutions and periodic measurement
of outcomes over a retrospective to get you an ROI centric view of things as your progress along the CX Maturity curve.
www.kretru.com

20. OUR APPROACH
www.kretru.com
PLANNING
DESIGN THINKING BASED
ROADMAP
Due
Diligence
Questionnaire
Workshop
Design
Problem
Identification
Prioritization
Success
Measures
Workshop
GOAL SETTING
We believe in having a “skin in the game” approach to our consulting assignments. We drive this by having an ROI
Focused approach to arrive at measurable outcomes that can be tracked for success and further for outcome based pay-out

21. www.kretru.com