This document provides guidance on conducting an experience audit to improve a company's customer experience program. It finds that while 89% of customers think they are paying for a great experience and 80% of CEOs think they are delivering it, in reality customer experience is getting worse according to measures. The audit involves identifying a company's ideal, most profitable customers and those that drain resources to understand what behaviors could be shifted to make the latter more like the former. This focuses efforts on customers that bring the greatest value and aligns with a company's strengths. The audit provides clarity on customer promises, needs, and opportunities to improve strategy and maximize returns.
Your Value Proposition is the reason that customers choose to buy from you, it needs to be a core business skill. This slideshare shows you how to develop compelling value propositions with a focus on B2B companies
Are you an experienced B2B sales leader who feels the need for better revenue forecasts? Believe it or not, the solution may not be in a new CRM process or in the hiring of a new team member. There is a LOT of information in your current sales pipeline waiting to be unlocked. You can do that with little changes and lots of discipline.
7 Steps to Survive (and Thrive) in 2016 with Raving CustomersChris Snook
Today’s customer expects self-directed, real-time problem solving on demand in unquenchable quantity and lives (along with you and I) in an experience culture where they are in control and expectations at every touchpoint along the customer journey are increasing daily. As markets cycle and turbulence in domestic and global economies demand more discipline in your operational and go-to-market processes, these 7 steps will give you a framework to build your strategy and alignment around customer experience in every silo.
How to profit from customer experience - an introduction to LexdenChristopher Brooks
Lexden is a leading Independent Customer Strategy Consultancy.
We help clients unlock incremental profits by providing compelling value propositions and delivering enhanced customer experience when it matters. We create positive connections between our client’s brands, their employees and their customers.
We offer Customer Experience Strategy and Management, Customer Experience Profitability Modelling, Customer Value Propositions, Brand Experience Management and Employee Experience Management.
We cover a range of service sectors with a specialism in Financial Services.
Our clients engagements include Visa Europe, The Co-Operative Bank, Hiscox, More Th>n, Direct Line, Ageas, William Hill, Park Inn hotels and npower.
Your Value Proposition is the reason that customers choose to buy from you, it needs to be a core business skill. This slideshare shows you how to develop compelling value propositions with a focus on B2B companies
Are you an experienced B2B sales leader who feels the need for better revenue forecasts? Believe it or not, the solution may not be in a new CRM process or in the hiring of a new team member. There is a LOT of information in your current sales pipeline waiting to be unlocked. You can do that with little changes and lots of discipline.
7 Steps to Survive (and Thrive) in 2016 with Raving CustomersChris Snook
Today’s customer expects self-directed, real-time problem solving on demand in unquenchable quantity and lives (along with you and I) in an experience culture where they are in control and expectations at every touchpoint along the customer journey are increasing daily. As markets cycle and turbulence in domestic and global economies demand more discipline in your operational and go-to-market processes, these 7 steps will give you a framework to build your strategy and alignment around customer experience in every silo.
How to profit from customer experience - an introduction to LexdenChristopher Brooks
Lexden is a leading Independent Customer Strategy Consultancy.
We help clients unlock incremental profits by providing compelling value propositions and delivering enhanced customer experience when it matters. We create positive connections between our client’s brands, their employees and their customers.
We offer Customer Experience Strategy and Management, Customer Experience Profitability Modelling, Customer Value Propositions, Brand Experience Management and Employee Experience Management.
We cover a range of service sectors with a specialism in Financial Services.
Our clients engagements include Visa Europe, The Co-Operative Bank, Hiscox, More Th>n, Direct Line, Ageas, William Hill, Park Inn hotels and npower.
What makes a new business venture successful? This paper outlines the key questions every entrepreneur should ask and have answers for before they launch a new venture.
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Whether you are starting or an experienced practitioner, here are 7 CX initiatives that don't take too long to prepare and will bring ROI results - from quick wins to big wins. If you have some time this summer, have a look.
Most managers or upper level executives have little training in how to properly delegate responsibilities to others. Follow these 9 steps and change how your organization performs.
Learn more about our management coaching program. https://www.growthsourcecoaching.com/management-mastery.html
A Quick-Results Method for Moving Up the S-Curve and Improving Customer Service.
Widely proven: Fast, Effective and Affordable (under $10K)
Identifies customer touchpoints or Mopment Of Truth (MOT)
Brings Customer Focus to each MOT.
Improves the customer experience to help bolster loyalty and profits.
Description of the S-Curve.
How do I do the workshop? Methodology and Deliverables.
Link to quick self assessment of your service, plotted on the S-Curve.
Also visit www.CustomerExperienceWorkshop.net
Lean Software & Systems Conference - Business901 PresentationBusiness901
This is the Business901 presentation at the Lean Software and Systems Conference 2012. What I have learned from many of my podcast guests is how it started.
Accelerating Customer Expansion by Managing the Customer JourneyAmity
The predictable ability to grow existing accounts accelerates both revenue growth and profitability for SaaS businesses. Often the customer success team is responsible for this type of expansion.
For any SaaS company focused on account expansion, the customer journey needs to make customers feel comfortable, confident and excited about being successful with your product. By focusing on helping make customers successful each step along the way, you will keep your customers happy, loyal and buying more. Success for both you and your customers!
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
What makes a new business venture successful? This paper outlines the key questions every entrepreneur should ask and have answers for before they launch a new venture.
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Whether you are starting or an experienced practitioner, here are 7 CX initiatives that don't take too long to prepare and will bring ROI results - from quick wins to big wins. If you have some time this summer, have a look.
Most managers or upper level executives have little training in how to properly delegate responsibilities to others. Follow these 9 steps and change how your organization performs.
Learn more about our management coaching program. https://www.growthsourcecoaching.com/management-mastery.html
A Quick-Results Method for Moving Up the S-Curve and Improving Customer Service.
Widely proven: Fast, Effective and Affordable (under $10K)
Identifies customer touchpoints or Mopment Of Truth (MOT)
Brings Customer Focus to each MOT.
Improves the customer experience to help bolster loyalty and profits.
Description of the S-Curve.
How do I do the workshop? Methodology and Deliverables.
Link to quick self assessment of your service, plotted on the S-Curve.
Also visit www.CustomerExperienceWorkshop.net
Lean Software & Systems Conference - Business901 PresentationBusiness901
This is the Business901 presentation at the Lean Software and Systems Conference 2012. What I have learned from many of my podcast guests is how it started.
Accelerating Customer Expansion by Managing the Customer JourneyAmity
The predictable ability to grow existing accounts accelerates both revenue growth and profitability for SaaS businesses. Often the customer success team is responsible for this type of expansion.
For any SaaS company focused on account expansion, the customer journey needs to make customers feel comfortable, confident and excited about being successful with your product. By focusing on helping make customers successful each step along the way, you will keep your customers happy, loyal and buying more. Success for both you and your customers!
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
Customer experience improvement can—and does— drive bottom-line results. So how can we prove that making customers happier can make you and your shareholders happier too?
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Best-in-class companies build customer loyalty by creating a customer-centric culture and by consistently exceeding customer expectations. They understand that customer loyalty is not just about offering competitive prices and products; it's also about building relationships with customers and making them feel valued.
The first year of opening a business can be overwhelming and business owners need to be prepared to endure on the unpredictable ride. In efforts to make that ride more gratifying, here is a closer look at 10 tips on how to thrive and survive the first year of business.
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
5 tips for customer experience transformationTarang Rai
Customer experience is not immobile, it’s a process that needs to be transformed with innovation. You need to keep on innovating customer experience by developing new product ideas, making processes and policies that are convenient for your users and creating new ways for customers to access value. So, what you deliver to our customers is not just enough, it’s how you deliver.
Executing a Billion Dollar Customer StrategyBill Lee
Our newest publication on building a robust customer strategy. This is a major missing link in most firms trying to engage with today's empowered buyers and customers. Both the C-suite, and executives and managers executing the firm’s total customer experience (TCE) operations will want to ready this carefully.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2. 89%
of customers think
they are already
paying for a great
experience
8%
think they are
getting the
experience they
paid for
80%
of CEOs think
their companies
are delivering
great experiences
You can’t keep
doing the same
thing and expect
different results!
Get clarity, stay focused and deliver.
Companies have been surveying, continually
improving, focusing on defects for the past 20 years.
Customer experience is not improving, actually by
every measure it is getting worse. It’s time to stop
being everything to everyone. To optimize your
customer experience investment, focus on what you
do well for customers who value your strengths. This
is the sweet spot where your effort will increase
revenue and profit.
3. STRATEGY
Don’t leave the quality of execution to
chance. Identify your stakeholders, your
advocates and your most vocal
detractors. Create an internal and
external strategy for shifting
perceptions, changing behaviors and
increasing profitable customers.INTENTIONAL DESIGN
Design the experience that will deliver the
greatest value to your most profitable
customers. Focus on what you do well and
the things that are easy for your team to
do consistently. Take ownership for what
you can control and create the customers
you need for tomorrow and into the future.
AUDIT
Understand the strengths and
weaknesses of the experience
you are delivering to your
customers today.
Stop trying to create “delight” and make customers happy.
“Delight” is ambiguous and difficult to measure. If you want
people on board, give them something that aligns with their
objectives, that delivers results. If you can’t connect the
dots, it is time to evaluate your program.
PRAGMATIC CX STRATEGY
3
4. If you are launching a CX program or you are meeting resistance
within your organization, an experience audit is a great tool for
identifying gaps in in your foundation and clarifying where you
should focus to maximize results.
Download the Worksheet
01 03
02
WHY
Customer behavior is the proof that your product is
meeting needs, that you are delivering meaningful value.
Behavior doesn’t lie. It doesn’t say things are worse
than they are and it doesn’t sugar coat because they
really like the person, but hate the product.
OUTCOME
Maximizing ROI and puttting the
right measurments in place is easy
when you focus your efforts on
understanding why some of your
customers are so profitable and
others drain your wallet and your
your staff.
HOW
Discover your most profitable customers and compare
their behavior to your least profitable. Identify specific
behaviors that if altered, will improve their experience and
your bottom line. With an eye on your near term strategy,
identify opportunities and risk for both your ideal and less
than ideal customers.
EXPERIENCE AUDIT
4
5. SIX STEPS TO CLARITY
01
02
EVALUATE PROMISES
What promises are you
making at the various stages
of your relationship with your
customers? Are you
consistent? Do you deliver?
IDENTIFY THE IDEAL
Which customers generate the
greatest profit, are the easiest
to work with, shout your praises
from the rooftops? Why?
04
WHAT DO YOU NEED
Who do your ideal and not ideal
customers need to become to
support your near term strategy?
How?
03
IDENTIFY THE DRAIN
Who are the customers that are never
satisfied, difficult to please and a drain
on resources and morale? Why?
05
GET SPECIFIC
Identify three feasible behaviors you can
shift that will make your less than ideal
customers more like your ideal.
06
TAKE ACTION
Identify what you will
need to create the shift.
What type of benefit will
the change create for
your organization?
6. Evaluate Promises
What promises do you make?
Not just in your marketing material, but in your sales
presentations, education material, onboarding sequence, support
calls, follow up materials and everything in-between
01 02 03
Map your promises
across the customer
relationship.
What are the explicit
versus the implicit
promises?
How well are you meeting
each promise? Do they
contradict each other?
7. IDENTIFY THE IDEAL
KNOWLEDGE
What skills and perspectives do they bring to
the relationship that other customers lack?
STRUCTURES
What processes or structures do they
have in place that ensures your
relationship is successful?
INTERACT
How do they interact with you and your
brand? How does that make your
relationship stronger? How do their
interactions make it easier to deliver what
they need?
TRENDS
Put aside what you think you know. What
is the data telling you? What industries,
types, size, are most successful and
profitable?
OUTCOMES
How do their unique traits drive improved
outcomes? How do they benefit your
bottom line?
Who are your
ideal
customers?
Which ones generate the most profit, are the
easiest to work with, shout your praise from the
rooftops?
Take all of your big data and voice of the
customer information you have been gathering
and figure out what makes them special.
Why do they get you and why do you get
them?
7
8. IDENTIFY THE DRAIN
REQUIREMENTS
What special accommodations do they require
to be successful? Why do they have these
requirements? How does this impact your
organization?
ACCOUNT MANAGEMENT
What additional steps are required to
manage the relationship with these
customers? Quantify the cost of staff,
time, resources and lost opportunities.
INTERACT
How do they interact with you and your
brand? How does that make your
relationship weaker? How do their
interactions make it more challenging to
deliver what they need?
TRENDS
Put aside what you think you know. What
is the data telling you? What industries,
types, size customers are most likely to
struggle and are the most costly to
service?
OUTCOMES
How do their unique traits impact the
quality of the outcomes? How do they
impact your bottom line?
Which customers
are a drain on
your bottom line?
No one likes to talk about them, but everyone
knows who they are. They call and people hide.
They are a bad fit, expecting things you can not
deliver well.
They take up way too much time and they are
never satisfied – because you are not meeting
their needs and they are not meeting yours.
Frankly they do more harm than the benefit of
the revenue they provide.
Let’s figure out why!
8
9. WHAT DO YOU NEED
CHANGE IN DIRECTION
Are you changing the fundamental way
in which you deliver your product or
service. New technology, new devices,
moving to the cloud versus physical
delivery, subscription versus one time
purchase?
NEW CUSTOMER
SEGMENTS
Are you focusing on a new customer
segment? How will you continue to deliver
value to your ideal and manage those that are
struggling while directing energy toward your
new customers?
NEW PRODUCT LINES
Are you introducing a new product
line or technology that is going to
change how your customers do
what they current do?
Who do your
customers need
to become to
support your
strategy?
Are you shifting gears in your business? How
are your dream customers going to react to this
change? What is in it for them?
If your pursuing new markets, how are you going
to scale to continue to rock the experience for
your most profitable customers? What are your
risks & opportunties?
How can you begin now to prepare your
customers for the future?
9
10. Take responsibility for your less than ideal
customers. Identify three specific behaviors
that if changed would make your challenging
customers more like your ideal.
GET SPECIFIC
FOCUS
Select elements that are within your ability to control and
that align with your core compentencies. Some
expamples are: Is costly behavior rooted in disjointed
promises? Is a costly behavior rooted in a lack of
knowledge? Can you shift behavior through more targeted
education?
PLAN
Support your data with some conversations and
observations. What would it take to change these
behaviors? Think beyond technology or process to human
behavior. How will you position the change with your
customers and with your internal teams to provide enough
benefit to justify the pain of change?
NARROW
Identify three behaviors that you believe, based on
available data, would be the easiest to shift. Often this is a
change that aligns with what the customer is craving, it
aligns with internal needs and objectives, and it will have a
measurable impact on the bottom line.
1
0
11. The point of this exercise is clarity. It is not a end, but a tool
for focusing your customer strategy.
PROCESS AND ASSESS
So now what?If you want to build a strong, results oriented customer strategy, you must have a
solid foundation that will allow you to focus limited resources, deliver tangible results
and remove the overwhelm. The following steps may be necssary to firm your
foundation and we have you covered. Balentyne.com/musings is were we post our
tools and guidance. You can also register for upcoming webinars and workshops.
DATA
The number one issue many
companies have is a lack of visibility
across the customer relationship.
This is critical for calculating success
and ROI
VISABILITY
You may personally lack the visibility
across your organization to accurately
map the promises, technology,
processes and individuals involved.
INFLUENCE
You may be thinking: Who am I? I
don’t have access to this
information and even if I do, I can’t
make the case for change. You do.
We will show you how!
CUSTOMER
KNOWLEDGE
Many companies focus only on
existing data points and survey
results but fail to get out and actually
get to know their customers on a
human level. If you want to shift
behavior, you have to understand the
human behavior that influences
actions.
1
1