The document emphasizes the necessity for businesses to adopt customer-centric strategies to succeed in a changing world, advocating for a shift from a commodity focus to prioritizing customer needs. It outlines four key areas for customer-centric transformation: vision and positioning, customer engagement, development agenda, and organizational capabilities, with emphasis on deep customer insights and tailored services. Additionally, it suggests that a successful customer-centric culture includes clear articulation of philosophy, continual reinforcement of values, and alignment of employee incentives with customer satisfaction goals.

1. WAVES OF CHANGE
Prof.Dr.Aung Tun Thet

2. WAVES OF CHANGE
Prof.Dr.Aung Tun Thet
Oceans of
Opportunities

3. Introduction

9. The world has
changed, and
Companies must
change with it.

10. Future Thrusts of Business
• Developing Better Products/Services
• Serving Customers Better
• Creating Better World

11. Future Thrusts of Business
• Corporate Centric
• Customer Centric
• Stakeholder Centric

12. Future Thrusts of Business
• Segmenting
• Targeting
• Positioning

13. Future Thrusts of Business
• Core Competencies
• Customer Focus
• Collaborative Network

14. Future Thrusts of Business
• Changing Mindsets
• Addressing Mandate for Change
• Crafting Operating Models
• Driving Social Movements

15. New Business Environment
• Shift focus
• From commodity
• To customer
• Customer-centric transformation
• Strategic advantage

16. Fundamental New Direction
• New Business Model
• Consistently put customer at heart of all activities
• “Customer Centricity”

17. Customer
Centricity

18. Customer-centric Organization
• Recognizing market segments
• Implementing segment-specific strategies
• Expanding market share

19. Customer-centric Organization
• Match capacity, cost structure, and business
conditions to right customer at right time
• Identify opportunities
• Drive profitability and growth

20. Customer Centricity
• Enhance customer satisfaction
• Achieve sustainable growth

21. Customer Centricity
• Close relationship with customers
• Understand actual needs
• Tailored products and services
• Gain trust
• “Hearts and minds” of customers

22. Customer Centricity
• Customer pride of place
• Leveraging social media
• Redefining business concept
• Targeting specific segments

23. Customer Centricity
• Delight customers
• Create deep trust and loyalty
• Putting users at center of product universe – Apple
• Delegating ownership of customer experience to
front line – Disney

24. Customer-centric Organization
• Marketing campaigns and selective improvements
not enough
• Radically change perspective
• Aligning entire business model towards Customer
• Weaves into DNA
• Implement at all levels of organization

25. Holistic Customer Centricity
• Translating deep customer insights into tailor-made
products/services
• Segment-specific differentiation strategies
• Aligned Organizational Structure

26. Four Areas

27. Customer-centric Transformation
1. Visioning &
Positioning
4. Organization
Capabilities &
Insights
3. Development
Agenda 2.Customer
Engagement

28. Four Areas
1. Vision and positioning: “Create institution customers
want to do business with and employees feel proud of”
2. Customer engagement model: “Delivers exceptional
customer service where customers expect it, and excites
them where they do not”

29. Four Areas
3. Development agenda: “Integrated to drive short-term
gains and long-term growth”
4. Organization, capabilities, and insights: “Build insights,
organizational capabilities, and governance to sustain
momentum”

30. 1. Visioning &
Positioning
Living and Breathing
Customer
Living and
breathing
Customer

31. Clear-cut Vision
• Starting point of every transformation
• Strategic direction
• Shape image of company

32. Clear-cut Vision
• Guide employee mind-set – code of behaviour
• Translated into balanced scorecard and “go-to-
market” model
• Bonus payments tied to level of customer loyalty

33. Clear-cut Vision
• Not just promise
• Framework for activities
• Give employees purpose they identify with
• Staff proud

34. Clear-cut Vision
• Positive energy leads to better performance
• Motivate employees
• Live customer centricity

35. Test 1
• Are brand and vision built around customer promise?
• Is company-wide vision translated into clear promises
for all stakeholders?
• Do brand and vision relate to one another?
• Is brand proposition built on insights into customer
needs/behaviour?

36. Test 1
• Are brand and vision visible for everyone, and do they
guide behaviour?
• Has proposition translated into visible statements to
customers?
• Do internal communication embed customer-centric
idea?

37. Test 1
• Do customers and employees know and understand
vision?
• Do they like it?
• Is there platform to engage employees?
• Are balanced scorecards linked to vision, proof points
and incentive mechanisms?

38. 2. Customer
Engagement
Exciting
customers and
curbing costs

39. Customer Engagement
• New communication strategies
• Establish customer focus internally
• Surface it externally

40. Customer Engagement
• Communication not enough
• Company thinks and acts from customer perspective
• Purchasing more products/services
• Recommend to others

41. Customer Engagement
• Creating outstanding customer experience
• Systematic process shape customer touch points –
service or product offerings

42. “Customer Journey”
• Throughout entire purchasing process
• Identify customer archetypes
• Determine specific elements of purchasing process
for each archetype
• Offers tailored

43. Test 2
• Does company have clear understanding of customer
insights?
• Is there clear understanding of customer experiences
across customer journey?
• Is process in place to keep customer insights fresh
and up to date?
• Do insights come synthesized in digestible format?

44. Test 2
• Does company invest intelligently in superior
customer experience?
• Is there thoughtful profit optimization of customer
experiences (balancing revenues vs. cost increases)?
• Are investments focused on highest return on
customer centricity?
• Do actions dovetail with brand proposition?

45. Test 2
• Can customers interact in engaging way?
• Is customer experience centered around superior
customer experience?
• Is there clear understanding of tangible and intangible
levers to create “wow” experience for customers?
• Does company have process in place to systematically
generate and update touch points?

46. 3. Development
Agenda
Increasing sales
and profit by
focusing on
customer needs

47. Development Agenda
• Customer-centric means not ends
• Develop existing clients
• Acquire new ones
• Increase satisfaction and loyalty of customers
• Strengthen growth and profitability

48. Development Agenda
• Translate customer activities into clear actions that
boost revenues
• Priority to customer segments with greatest profit
potential
• “Niche” segments

49. Development Agenda
• Brand management
• Agile sales staff
• Identifying attractive segments

50. Test 3
• Are customer-oriented activities rooted in economic
goals, not just satisfaction?
• Does company distinguish between different
customer segments based on value and needs?
• Does it have understanding of profit dynamics and
actionable levers for different customer segments?

51. Test 3
• Do insights describe where future sales come from?
• Does company target “hearts and minds” to drive
loyalty and wallet to drive share?
• Is there structured approach that stimulates loyalty?

52. Test 3
• Does company have customer value metric in terms of
acquisition, loyalty, and cross- and up-selling?
• Is it being applied?
• Do staff know and act on it?
• Does company coordinate initiatives across functions
and leverage marketing and sales?

53. Test 3
• Are cross-functional teams focused on single
development agenda?
• Are revenue initiatives orchestrated top down?
• Does each function have assigned roles and end
products?

54. 4.Organization,
capabilities, and
insights
Anchoring customer
centricity deep within
company

55. Customer Centricity
• Anchor within organization
• Install core functions
• Align governance
• Adapt incentive systems
• Customer Insights Unit
• CRM

56. Test No. 4
• Does company have organizational structure that
enables customer centricity?
• Does company have customer insight unit/customer
insight owners?
• Is well-structured process in which customer insights
required inputs?

57. Test No. 4
• Have employees developed mindsets and
capabilities?
• Is there evidence that mindsets and behavior support
customer centricity?
• Are supporting tools and processes enabling
customer delivery?
• Are reinforcing coordination practices ensuring
constant customer focus?

58. 7 Secrets Of
Building Customer-
Centric Culture

59. Building Customer-Centric Culture
1. Articulate central philosophy in meaningful words
2. Elaborate central philosophy with core values
3. Reinforce commitment to values continually
4. Make it visual
5. Make philosophy focus of orientation
6. Train, support, hire, and use discipline
7. Include wider world

60. Conclusion

61. Customer Centricity
• Core functions represent customer focus
• Implement solutions to customer’s benefit
• Overarching customer and product management
• “Voice” of customer integrated in all business
processes

62. Customer Centricity
• Anchoring in employees’ hearts and minds crucial
• Staff live and breathe dedication to customers
• Balanced scorecard and incentive systems for each
employee

63. Customer Centricity
• Implements transformation consistently
• From vision and operational processes
• To individual targets for every employee
• Greater loyalty, higher cross-selling, less attrition,
and higher sales and profits

64. Journey Towards Customer Centricity
• Golden opportunity
• New trust-based bond with customers
• More than “Marketing”
• Implement multiple changes
• Challenge foundations of traditional business

67. Thank You!