Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Creating customer centric culture for your organisation


Published on

This presentations shows you how you can create a customer centric culture into your organisation. All techniques presented here are proven to work in organisations all over the world. Do not hesitate to contact me for a discussion on how to implement it in your organisation.

Connect with me in LinkedIn:

Published in: Business, Education
  • Login to see the comments

Creating customer centric culture for your organisation

  1. 1. Creating CustomerCreating Customer Centric CultureCentric Culture for yourfor your organisationorganisation © Janne Ohtonen 2013
  2. 2. • Creating Customer Centric Culture –overview • Supporting elements for customer centric culture • Customer Centric Transformation • Effect of cost cutting vs. Effect of improving customer experience • Organisational Resilience Levels • Becoming a customer value leader • Customer Experience Innovation (CEI) Framework • Innovation is a critical part of customer centricity You are in the customer experience business – whether you know it or not. For most companies, customer experience is the single greatest predictor of whether customers will return – or defect to a competitor. © Janne Ohtonen 2013 -  2 Content Source: Forrester Research, 2012
  3. 3. Customer Centric TransformationCustomer Centric Transformation Page  3 The traditional perspective is partly valid, but also quite complicated... And actually, the customer is missing from this customer centric transformation model! Here the agility of change is lost and the initiative becomes slow, expensive and very cumbersome. © Janne Ohtonen 2013 -
  4. 4. However, customer needs toHowever, customer needs to be in the centre of all actionbe in the centre of all action o Strategy practices aligned to business processes o Customer understanding practices (wants, needs, motivations) o Value adding design and project management practices o Customer centric measurement practices (balanced scorecard, metrics, etc. focusing on successful customer outcomes) o Customer centric governance, culture and leadership o Human resources & IT supporting creating customer outcomes o Training people to customer centric techniques and terms o Creating customer value through marketing and branding o Increasing customer centricity and process maturity Page  4 © Janne Ohtonen 2013 -
  5. 5. Supporting elements for customer centric cultureSupporting elements for customer centric culture © Janne Ohtonen 2013 - Source: NextTen Page  5
  6. 6. OrganisationalOrganisational Resilience LevelsResilience Levels Page  6 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4  Company views customers through the lens of their own goods and services.  They assure that customers are centre of their business, but they are very rigid.  Systematically gather customer information and channel it to internal departments.  Though they understand customers, they still see the world through their offering and are organised by geography or product.  They focus on the problems their customers are trying to solve.  But they still match what customers want with what they themselves produce.  Focus on customer wants and problem base. Level 4 company is more attached to producing solutions to those problems than it is to the products and services it offers. They deal well with their organisational barriers. They talk about the Succesful Customer Outcomes! Source: Ranjay Gulati © Janne Ohtonen 2013 -
  7. 7. Becoming a customer value leaderBecoming a customer value leader TIME HARNESSINGCUSTOMERVALUE © Janne Ohtonen 2013 -  7
  8. 8. Customer ExperienceCustomer Experience Innovation (CEI) MethodInnovation (CEI) Method Page  8 DISCOVER PLAN IMPLEMENT Priority & Importance Discovery Priority & Importance Discovery Discover Customer Interactions Discover Customer Interactions Discover Decision Points Discover Decision Points Discover Internal Interactions Discover Internal Interactions Identify Successful Customer Outcomes Identify Successful Customer Outcomes Plan Implementation Tranches Plan Implementation Tranches IterateIterate Develop Action Plan to improve Develop Action Plan to improve Customer & Organisation Journey Mapping Customer & Organisation Journey Mapping Customer & Stakeholder Discovery Customer & Stakeholder Discovery Plan Customer Centricity Roadmap Plan Customer Centricity Roadmap Implement ”Quick Wins” Tranche Implement ”Quick Wins” Tranche Implement ”Customer Value” Tranche Implement ”Customer Value” Tranche Implement ”Advanced Customer Value” Tranche Implement ”Advanced Customer Value” Tranche Plan metrics based on customer outcomes Plan metrics based on customer outcomes Source: NextTen © Janne Ohtonen 2013 -
  9. 9. 2. Adjacent Innovation  Low risk, small rewards  Using existing capabilities  Actually not innovation at all…  ”Offer the same old SIM card plan with a new name and package” 1. Incremental ”Innovation”  Balanced, medium risk and rewards  Leverage current offerings, brand, distribution and sales activities  ”Offer new SIM plans with new features (mins, etc.)”  High risk, large rewards  Creating new capabilities  Distruptive improvements  Brings the best profits  ”Offer new sercices that has fully synced information across media” 3. Disruptive Innovation Innovation is a critical part of customer centricityInnovation is a critical part of customer centricity Page  9 Same as present Adjacent to New to the present company New to the company Adjacent to current offering Same as current offering PRODUCT/SERVICE/TECHNOLOGY TARGET CUSTOMERS 1. INCREMENTAL “INNOVATION” 2. ADJACENT INNOVATION 3. DISTRUPTIVE INNOVATION © Janne Ohtonen 2013 -
  10. 10. Summary of customer centric cultureSummary of customer centric culture • Creating customer centric culture into an organisation requires the organisation to view everything they do from the customer perspective. • Customer Centricity has to be driven as strategic business initiative. • With right kind of approach, training and change management it is possible to see the first positive results within months. • Both research and organisation specific ROI calculations proof that customer centricity has direct impact to revenues and profits. • I am one of the world’s leading experts for practical implementation of customer centric culture. Page  10 “You should never put aside the need for profits when you fund customer experience projects.” – Harley Manning, Forrester Research, 2013. © Janne Ohtonen 2013 -