Building Customers-Driven Business



I’ll start with some key points that will enable your organization’s customer care work to become valued and considered critical to driving growth. . The work must rise above the fray of being defined by problem solving or chasing survey scores. The following 5 Customer Leadership Competencies clarify the enabler of embedding these competencies into the organization. They define leadership behavior of world-class organizations focused on customers and employees. And they impact how these organizations decide to grow, how they lead in unison, how they identify and resolve issues, and how they collectively build a ‘one-company’ experience.
1: Honor and Manage customers as assets
Know the growth or loss of customers and care about the “Why?”
The goal here is to align leaders to make a defining performance metric – the growth or loss of your customer base. Customer Asset Measurement is about knowing what customers actually did to impact business growth or loss versus what they say they might do via survey results. For example; how many new customers did you bring in this quarter, volume and value (power of your acquisition engine); how many customers were lost this quarter, volume and value (power of the experience and value perceived); how many increased their purchases; and how many declined in their level of engagement with you?
The role of the CCO is to bring leaders together to establish Customer Asset Metrics and customer growth behaviors they will stand behind as a united leadership team.
2: Align around experience
Give leaders a framework for directing the work of the organization.
Unite accountability as customers experience you, not down your silos.
This Competency gives leaders a framework for directing the work of the organization: requiring cross-silo accountability to deliver deliberate customer experiences. It unites the organization in building a framework for earning the right to Customer Asset Growth.
The role of the CCO is to unite leaders and the organization in building a one-company version of their customer journey. It includes focus the organization on priority one-company experiences. And on changing the conversations from silo driven conversations to collaborative conversations about customers’ lives – their experiences across the journey they have with your organization.
3: Build a customer listening path
Seek input and understanding, aligned to the customer journey.
Competency 3 unites the organization to build a “one company” listening system, constantly refreshing with multiple sources of quantitative, qualitative and experiential feedback to tell the story of your customers’ experience, guided by the customer journey framework.
The role of the CCO is to engage leaders and the organization to want to be a part of “one company” storytelling to unite decision making and drive cross-company focus and action. That’s why I’ve coined this competency as building a customer “listening path.”
4: Proactive experience reliability & innovation
Know before customers tell you, where experiences reliability is out of sync.
Deliver peace of mind, consistency and innovation.
This Competency builds out your “Revenue Erosion Early Warning System” and your evolving experience innovation process in “marquee” moments in your customer journey. These are the intersection points which impact customer decisions to stay, leave, buy more and recommend you to others.
Here you build your discipline to know—before customers tell you—if your operation is reliable or unreliable in experience delivery in the moments that matter most, as well as embed a customer experience innovation process to evolve past current state to future state.
The role of the CCO is to drive executive appetite for wanting to know about these interruptions in customers’ lives, simplifying how they are delivered, and facilitating a one-company response to these key operational performance areas.  
5: Leadership, accountability, and culture
Leadership behaviors required for embedding the Five Competencies.
For this work to be transformative and stick, it must be more than a customer manifesto. Commitment to customer-driven growth is proven with actions and choices. To emulate culture, people need examples. They need proof. Competency Five is the glue that puts into practice leadership behaviors required by a united leadership team to enable and earn sustainable customer asset growth.
The role of the CCO is to work with the leadership team in building the consistent behaviors, decision-making and company engagement that will prove to the organization that leaders are united in their commitment beyond words.
reference from Commerce Conversation with Jeanne Bliss. To learn more about Jeanne Bliss, visit customerbliss.com.

Comments

Post a Comment

Popular posts from this blog

Innovation development in Financial Service Sector

Image
  The 2008 global financial crisis not only marked the end of the the benign credit environment, it also change the way corporate client and their bankers views transnational banking.Sound transnational banking practices like payment, receivable and reconciliation and trade risk instrument moves back to the center of corporate client business agenda increasing competition for better products offering         Visibility of information become critical as clients sought real time access to their global cash position in order to manage their working capital requirement and liquidity..Equally, international trade products become more important in managing risk and banks are seeking more annuity-based revenues with lower capital cost and less capital consumption while regulator are drafting raft to prevent another collapse.         In Africa, both corporate client and banks have had to invest in technology and operation supporting the centralization of treasury function while delivery
Read more

Progressive Tax System and Income Equality

Image
  The major innovation in taxation in the economy is the the creation and development of progressive tax systems which play a key role in the reduction of income inequality and support  the economy growth      A proportional tax system, assesses tax rate to taxpayers regardless of income or wealth. It is meant to create equality between marginal tax rate and average tax rate paid. Under a this tax system, individual taxpayers pay a set percentage of their income regardless of total income earned. For example, an income tax of 10% that does not increase or decrease as income rises or falls results in a proportional tax. In this example, an individual who earns $20,000 annually pays $2,000 under a proportional tax system, while someone who earns $200,000 each year pays $20,000 in taxes.       The progressive tax system, assess tax liability as an individual or entity's income increases. Tax burdens are meant to be more of an imposition to wealthy, high-income earners than they
Read more

Rethinking Industrialization in Africa

Image
 In today global economy, African remain a weak line toward industrialization.If the world are to achieve sustainable development goal as per United Nation 2030 Agenda, this must help African countries to accelerate its development by promoting rapid and responsive to industrialization.   Africa economy must moves beyond the producing raw material to build dynamic and competitive manufacturing sector with higher value added chain. They must draw on the opportunity present by the participant in the global and regional value chain. New and innovation industrial development strategy as well as carefully target measure to attract foreign direct investment.      To succeed ,Africa government will need adequate capacity, competent and skillful workforce to mobilize and interact with all stakeholder in order to serve as attractive investment climate. The necessary reform will open the way for public- private partnership which will provide investment for infrastructure development.  
Read more