1. THE SEVEN HABITS
AND BARRIERS
OF
SUCCESSFUL
CUSTOMER-
CUSTOMER-FOCUSED
COMPANY
Djadja Achmad Sardjana
djadja@bapinger.web.id

2. Introduction
• What makes a successful
customer-
customer-based initiative
tick?
• One of the most frequent
questions we hear is: "What
do successful customer-
customer-
driven companies have in
common?"

3. THE SEVEN HABITS OF SUCCESSFUL
CUSTOMER-
CUSTOMER-FOCUSED COMPANY
1. Obsessed with delivering value to
customers.
2. Comfortable with long-term business
long-
results.
3. The customer-based initiative is sponsored
customer-
by senior executives.
4. Demonstrates a deep commitment to the
initiative.
5. Unafraid to assign a completely new set of
metrics.
6. Actively invests in training its employees.
7. Identifies internal stakeholders who can act
as key disseminators of the vision.

4. 1. The Company is obsessed with
delivering value to customers.
• This means elevating the customer
experience, improving customer
satisfaction, and paying close attention
to customer feedback and attitudes.
• The Company consistently changes
itself in order to deliver more value to
customers.
• The Company might have one or more
customer advisory boards in order to
capture real data and suggestions.
• It's also likely to seek out customer
insight through its quality-improvement
quality-
initiative.

5. 2. The Company is comfortable
with long-term business results.
long-
• It's careful not to allow the push
for quarterly results to
overshadow its business
investment rationale or its
internal operations.
• While a comprehensive CRM
vision is likely to be shared
among the executives of the
firm, they are cognizant that the
transition cannot occur
overnight.

6. 3. The customer-based initiative is
customer-
sponsored by senior executives.
• The firm will have a specific
project manager accountable and
responsible for executing the
plan.
• And the customer-based initiative
customer-
won't be the first set of process
changes the firm has managed in
this way, either.

7. 4. The Company demonstrates a
deep commitment to the initiative.
• Communicating its launch plan both
internally and externally.
• As the initiative moves forward,
reporting capabilities and a vehicle
to communicate successes are
crucial for building and sustaining
momentum.

8. 5. The company is unafraid to assign
a completely new set of metrics.
• Useful to assess the incremental
progress and success of the
initiative.
• It may even use a "balanced
scorecard" or some other tool
for explicitly assigning priorities
to non-financial objectives.
non-

9. 6. The Company actively invests
in training its employees.
• Companies that invest in training
are much more likely to enjoy
successful Customer-Focused
Customer-
implementations, particularly
because these types of initiatives
often require the people to do
business in a different way.
• But the training will take root easily
in a culture that is centered on the
concept of constantly seeking to
provide more customer value.

10. 7. Identifies internal stakeholders who can
act as key disseminators of the vision.
• Actively work to build support
within the stakeholder group.
• The search for stakeholders will
be carried out not just among the
direct participants in the program,
but among the program's clients
and customers, and within the
firm's own financial group as well.

11. THE SEVEN BARRIERS OF SUCCESSFUL
CUSTOMER-
CUSTOMER-FOCUSED COMPANY
1. Internal focus.
2. Short-
Short-term approach.
3. Command and control culture.
4. Inadequate customer data.
5. Un-optimised customer knowledge.
Un-
6. Believing that technology is the
solution.
7. Rewarding the wrong things.

12. 1. Internal focus.
• Many companies rely on
improving “output” measures
(e.g., cost, revenue and
returns) rather than improving
“input” measures (e.g., quality
of the customer experience
and staff satisfaction).

13. 2. Short-term approach
Short-
• Many companies drop back to
their product-thinking after not
product-
seeing immediate results.
• Customer-
Customer-focus is a long-term
long-
initiative based on customer
loyalty and retention.

14. 3. Command and control
culture.
• Many traditional companies have
structures where power flows from the
top to the bottom of the organisation.
• This creates a climate of poor
communication, internal conflict,
mistrust and a lack of empowerment.
• With a command and control culture,
innovation, learning and freedom to
build customer relationships is
constrained.

15. 4. Inadequate customer data.
• Many companies produce large
volumes of data to help with
internal control, such as call
cycle times and productivity, but
they produce little data on
customers that can be used to
predict behaviour and manage
relationships.

16. 5. Un-optimised customer
Un-
knowledge.
• Even when companies are able
to gather customer data, they
lack the abilities to truly harness
this improved customer
understanding.

17. 6. Believing that technology
is the solution.
• Executives tend to look at technology as
a solution to customer retention or other
CRM problem.
• They find it is easier to put an
technology investment on the balance
sheet than investment in customers.
• They also look at technology as a way
of removing cost from the process of
servicing customers rather than as a
means of adding value and building
relationships.

18. 7. Rewarding the wrong things.
• Saying that the company is now
customer-
customer-centric, but paying the
staff to be product-centric, is just
product-
wrong shoot.
• Check how you reward your
people – if it isn’t aligned to
customer-
customer-centric thinking,
change it so it is!

19. The Habit vs The Barrier
Conclusion
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Habit Barrier
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