1. Customer-centric companies outperform competitors with 23% higher share prices and 8% greater market share by listening to customers, creating a compelling strategic narrative, and empowering employees. 2. Leaders establish a culture that places customers at the heart of decision making to drive business performance. They define the intended customer experience, say no to off-strategy ideas, and stick to a clear strategic narrative. 3. The document provides steps for companies to become more customer-centric, such as hiring for customer passion, socializing key customer-centric behaviors, and implementing feedback loops, communication, and tools to continuously improve the customer experience.

1. 1
2015 ORC International Proprietary & Confidential
Driving Business Performance at
Shangri-La through Customer Centricity
June 3, 2015

2. 2
2015 ORC International Proprietary & Confidential
Customer-centric companies outperform their competitors
CUSTOMER-CENTRIC LEADERS
Share Prices
23%
Market Share
8%
Strategic
Narrative
Intent
Customer
Input
Employee
Buy-In
Customer-centric
Culture
The Focus The Return (Increases)

3. 3
2015 ORC International Proprietary & Confidential
3
Listening,
reacting and
anticipating
customers needs
and expectations
Creating a compelling strategic
narrative that clearly articulates
what is being offered and why and
how it differs from the competition
Empowering employees to
gain their buy-in,
commitment and
participation in transforming
the experience
Leaders create a culture that establishes social norms,
influences behaviors, and places the customer at the heart of
decision making

4. 4
2015 ORC International Proprietary & Confidential
“I would define Amazon by our big ideas,
which are customer centricity, putting the
customer at the center of everything we
do, invention. The focus on the customer
experience is pervasive in the company’s
culture from Amazon’s mission statement
to the logo. - Jeff Bezos, CEO
Secure Executive Support
• Make the business case
• Connect with the customers’ view
• Executives must get involved
#1
Define Intended Experience
• Align employees
• Establish expectations
• Promote brand promise
#2
Say NO to Off-Strategy Ideas
• Minimize confusion
• Focus attention and resources
• Reinforce brand equity
#3
Creating a strategic narrative and sticking to it!

5. 5
2015 ORC International Proprietary & Confidential
Hire for Customer
Passion and Cultural
Fit
#1 #2
Socialize Key
Behaviors to Deliver
a Great Experience
44%
hire and screen
for customer
centric behaviors
/ attitudes
Reward Employees
to Reinforce
Customer-Centric
Behaviors
#3
Gaining employee buy-in
37%
provide training
to deliver the
CX strategy
31%
measure
employees on
ability to deliver
the CX
35%
recognize and
reward customer
centric behaviors

6. 6
2015 ORC International Proprietary & Confidential
Identify who
and what is
influencing
customers
#1
Gauge
emotional
connection to
the brand
#3
Establish a
platform for
co-creation
#4
Assess the
gap between
promises and
experiences
#2
Knowing the influential points along the journey
to capture customer input

7. 7
2015 ORC International Proprietary & Confidential
Communications
simple, clear, relevant,
timely, informative
Metrics and Feedback Loops
ongoing, segment-specific, real-
time
Tools and Systems
smart, efficient, integrate,
provide early warnings
Never under estimate the importance of communication,
metrics / feedback loops and tools / systems