This document discusses what constitutes a customer-centric culture and how to measure it. A customer-centric culture means creating maximum value for customers at a profit by understanding customer needs better than competitors. It involves understanding each employee's role in serving customers. The Market Responsiveness Index measures 8 behaviors that drive customer-centricity across 5 external drivers like customer insight and 3 internal enablers like empowerment. These behaviors impact business outcomes such as customer satisfaction, innovation, and profitability. Companies can benchmark their behaviors against high performers to improve their customer culture and performance.

1. What is a customer
centric culture?
By Chris L Brown

2. WHAT CUSTOMER CENTRICITY IS AND IS NOT
What it is
• Customer centric means
creating maximum value for
customers at a profit
• Customer centric means
understanding your ideal
customer better than anyone
else
• Requires everyone in a
company to understand their
role in serving customers
What is it not
• It is not about being everything
to every customer
• It is not about serving every
customer equally
• It does not mean the customer
is always right
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3. PRODUCT CENTRIC VERSUS CUSTOMER CENTRIC
Customer Centric
Create the best solution for
the customer
A Customer Culture –
searching for new needs to fill
New Solution Development,
Customer Experience
Management
Rewards people with deep
insight into customers
CUSTOMER SEGMENTS
WITH P&L
Focus on the most profitable
customers
Product Centric
Create the best product
New Product Culture – looking
for new products to develop
New Product Development
Rewards new product
development
PRODUCT DIVISIONS WITH
P&L
All customers are treated the
same
STRATEGY
PEOPLE
PROCESSES
REWARDS/METRICS
ORGANISATIONAL
STRUCTURE
CUSTOMERS
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4. External Drivers
HOW DO YOU MEASURE CUSTOMER CENTRICITY?
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Internal Enablers
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.....There are 8 Behaviors in Two Categories,
these are measured using an assessment called
the Market Responsiveness IndexTM
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5. THE MARKET RESPONSIVENESS INDEXTM MEASURES
8 CRITICAL BEHAVIORS
5 are External Drivers
There are FIVE External Drivers. These behaviors lead to an understanding of “the market.”
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CUSTOMER INSIGHT
This measures the extent to which employees monitor, understand, and act on current customer
needs and satisfaction
CUSTOMER FORESIGHT
This measures the extent to which employees anticipate customer needs, recognize unspoken needs,
consider future needs and take action to satisfy them
COMPETITOR INSIGHT
This measures the extent to which employees monitor, understand, and act on current competitor
activities and take action to incorporate these in their actions to improve customer experience
COMPETITOR FORESIGHT
This measures the extent to which employees identify and consider possible future competitors and
how they might affect the value that will be offered in the future
PERIPHERAL VISION
The extent to which employees monitor understand and respond to trends in the larger environment
(Political, Economic, Social, and Technical)

6. THE MARKET RESPONSIVENESS INDEXTM MEASURES
8 CRITICAL BEHAVIORS
3 are Internal Enablers
There are THREE Internal Enablers. These behaviors leverage employee action to successfully
address customer needs.
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CROSS-FUNCTIONAL
COLLABORATION
This measures the extent to
which employees interact and
collaborate cross-functionally.
This includes spending time
with people from other work
groups, taking a cross-
functional perspective, sharing
information, and inviting
contributions.
STRATEGIC
ALIGNMENT
This measures the extent to
which employees understand,
attend to, and enact the vision,
mission, objectives and
strategic direction of the
company in their day-to-day
activities.
EMPOWERMENT
The extent to which
employees are able to make
decisions that are best for
the customer without the
explicit approval of senior
leaders.

7. Customer Insight
Customer Foresight
Competitor Insight
Competitor Foresight
Peripheral Vision
Empowerment
Cross-functional
Collaboration
Strategic Alignment
THESE BEHAVIORS DRIVE THESE BUSINESS
PERFORMANCE OUTCOMES
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Factors
Customer
Satisfaction
Innovation
New Product
Success
Profit
Growth
Profitability
Sales
Revenue
Growth

8. THE MARKET RESPONSIVENESS INDEXTM
BENCHMARKS YOUR BEHAVIORS AGAINST THE BEST
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High Customer Centric Culture
Performer
High Customer Centric Culture
Performer

9. CONCLUSION
1. Your organization’s customer culture does have
a dramatic impact on your bottom line.
2. Your Customer Culture is a controllable aspect
of your organization that can improve your
profitability, sales growth, innovation, and
customer satisfaction.
3. Developing your customer culture today will
improve your performance tomorrow.
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10. WANT TO KNOW MORE?
GET A COPY OF OUR BEST SELLING BOOK
http://www.marketculture.com/the-customer-culture-imperative
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blog.marketculture.com/
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linkedin.com/in/christopherlbrown/
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Contact us
info@marketculture.com
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