Anticipate - Your Customer's Experience (2013)

Bill Thomas Centric Performance, LLC

June 19, 2013

CUSTOMERS – CAPABILITIES – CULTURE

Knowing What Customers Need Before They Do

More than discrete activities or

pieces of the puzzle

Snip-It’s, Snap-Shots and Smiley Faces

© Copyright 2009 – 2013 Centric Performance, LLC – All Rights Reserved

Looks at the entire journey over

time – not one point in time

The end game is more than just

happy customers

$$$

SUPPLIER’S APPROACH

Behavior Loyalty Satisfaction

Mutual Profitability

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

Customer Focus Maturity Model ®


1) Buys consistently, if not exclusively, from you

2) Tends to be an early adapter of new offerings

3) Is less price-sensitive due to added value

4) Frequently recommends you to others

5) Actively promotes your brand

Characteristics of a Loyal Customer





MATU

RITY LEVEL

Leverage

Understand

Measure

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

VALUE CONNECTIONS

Sales & Marketing

Service & Support

Enterprise Value Chain






MATU

RITY LEVEL

Leverage

Understand

Measure

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

VALUE CONNECTIONS

Sales & Marketing

Service & Support



Level I

Level III

Level II


1. Strategic Drivers

2. Customer Segmentation

3. Customer Engagement

4. Employee Engagement

5. Training & Tools

6. Process Orientation

7. Joint Workouts

8. Capacity for Change

9. Consequences

10.Committed Leadership

Core Elements of a Customer Focus Strategy






5. Training & Tools


7. Joint Workouts


9. Consequences


CFMM Level

I

II

II

III




Strategic context should be clear and compelling.

• Link to growth strategy and desired CE outcomes • Define primary focus or level (satisfaction, loyalty, other) • Determine related key metrics




Must understand each segment’s economics and prioritize.

• Identify key segments, attributes and value propositions • Determine segment-specific economics and future potential • Prioritize segments and channels for near-term focus



SEGMENT CHARACTERISTICS & LEVELS

CUSTOMERS

A B C 1 2 3 4 5 Etc.

PRODUCTS Bundle Multiple Single A C B B A – BRAND Champion Conservative Critic B B A B A – REFERRALS Many Some None B A A C A – SOW Significant Moderate Limited A C B C B – POTENTIAL Significant Moderate Limited B C A C B – RELATIONSHIP Collaborative Cooperative Contentious C B B C A – Customer Total Scores

36

23

45

14

50

–

Segment Evaluation / Prioritization Tool






5. Training & Tools


7. Joint Workouts


9. Consequences







MATU

RITY LEVEL

Leverage

Understand

Measure

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

VALUE CONNECTIONS

Sales & Marketing

Service & Support



Level I VOC

SOW SERVICE RECOVERY

Detect Your Risks with Voice of the Customer


Multiple Voices and Connections

Executive Sponsors & Decision Makers

Technical Influencers & Buyers

Receptionists & Gate Keepers

Accounting & Claims

Service & Maintenance

Operations & End Users

Your Customer

Shipping & Receiving

Your Company



Move from impressions or input to involvement.

• VOC initiatives, survey types and multiple listening posts • Customer visits, venues and forums • Turning touch points into dialogues (“Anticipate Moments”)




Behavior Loyalty Satisfaction SOW SERVICE RECOVERY


MATU

RITY LEVEL

Leverage

Understand

Measure VOC

TEAMING (Insight)

(Hindsight)

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

UVP

POD

POP

VALUE CONNECTIONS Sales &

Marketing Service & Support


DETECT


Level II

Deliver a Truly Unique End-to-End Experience



Ensure early and two-way employee involvement.

• Expect everyone to play a role • Provide & promote opportunities • Showcase & celebrate individual contribution & collective results

A 5% increase in our employee engagement led to a

1.8% increase in customer loyalty and a .5 % increase in

financial results.



5. Training & Tools

CE raises the bar and usually requires new/enhanced skill sets.

• Employee training for internal as well as customer-facing skills • Customer training ranging from new processes to new skills • Equip employees and customers with new tools and technologies




Realize that CE is a business process, not a program.

• Business model/value chain mapping (all channels) • Map all touch points of the customer’s experience • Document and evaluate key processes



7. Joint Workouts

Multiply and deepen the number of connections and relationships.

• Identify owner and actions for all touch point relationships • Determine and launch joint process improvement projects • Create forward-looking joint opportunities to explore



Stra

tegi

c In

itiat

ive

Link

Customer Satisfaction

Replicate & Leverage as Best Practice

Maintain Current State

Process Improvement

Priority

High

Low High Low

• Identify related business drivers & risks • Identify internal executive sponsor • Identify customer sponsor • Define PI team & outcomes • Apply SIPOC model map • Gap analysis • Recommend improvements • Implement & evaluate

Improvement Priorities

Second Level Improvement

Priority

Value Driver Decision Matrix






5. Training & Tools


7. Joint Workouts


9. Consequences







MATU

RITY LEVEL

Leverage

Understand

Measure VOC

TEAMING

CULTURE (Foresight)

(Insight)

(Hindsight)

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

UVP

POD

POP

VALUE CONNECTIONS

ASK ACT

Sales & Marketing

Service & Support


ALIGN

DELIVER

DETECT


Level III

Drive it Inside and Outside


1. Value Creation Mindset

2. Ask, Act & Align

3. Internal Management

System

4. Leverage the Value

Chain

KEYS TO LEVEL III

•There is only one customer •There is only one company •There is only one purpose

Value-Creation Mindset



2. Ask, Act & Align


System


Chain

KEYS TO LEVEL III

• Asking questions is an obligation • You must act on what you learn • Build organization–wide alignment

The Ask, Act & Align Approach


• Understand your capacity for change • Drive the journey by managing for peak performance • Leverage talent to support the journey


2. Ask, Act & Align


System


Chain

KEYS TO LEVEL III

Managing Change, Performance & Talent


Incremental

LEVEL OF C

HA

NG

E

Substantial

Transformational

Competitive Proactive Reactive

CAPACITY FOR CHANGE

HIGH

LOW

MODERATE

Capacity & Level of Change


CLARITY SKILL WILL SUPPORT

PEAK PERFORMANCE

WEAK PERFORMANCE

Peak Performance Management Practices


Your

Employees

Your

Customers

Your Value-Creating Business

•Talent Mgmt Life Cycle

•Talent Value Proposition

• Employee Segmentation

• Employee Engagement

• Employment Brand

• Internal Performance

• Customer Experience Map

• Customer Value Proposition

• Customer Segmentation

• Customer Engagement

• Product/Service Brand Promise

• Marketplace Performance

Leveraging Talent to Support the Customer Focus


• Leverage your existing customer and employee loyalty • Increase your teaming and elevate it to partnering • Extend Level III practices to the broader value chain


2. Ask, Act & Align


System


Chain

KEYS TO LEVEL III

Applying the Three Steps Inside and Out





MATU

RITY LEVEL

Leverage

Understand

Measure VOC

TEAMING

CULTURE (Foresight)

(Insight)

(Hindsight)

CU

STO

MER

’S V

IEW

Value-Add

Total Experience

Transactions

UVP

POD

POP

(Unknown)

(Unstated)

(Unmet)

VALUE CONNECTIONS

ASK ALIGN ACT

Sales & Marketing

Service & Support


DELIVER

DRIVE

DETECT



Q & A


About the presenter: Bill Thomas has over 30 years of experience in HR/OD, Customer Experience Management, TQM and Operations management. Prior to joining Centric, he held national and global management roles with PricewaterhouseCoopers and Dell Computers, respectively. He was the co-architect of PWC’s Service Excellence initiative, and helped design and launch Dell’s Customer Experience effort. He co-authored the recent book “Anticipate: Knowing What Customers Need Before They Do,” and his work has been featured in CEO magazine, Human Resource Executive magazine, Quality Progress, HR Advisory and others. He can be reached at 866.302.9099 or via email at [email protected].

About the company: Centric Performance works with organizations of various types and sizes to help them accelerate growth and improve results – at the enterprise, business unit, function, team or individual level. We do this by identifying, evaluating and improving their efforts and performance in four areas proven to create stakeholder value:

• Strategy, Leadership and Organization Effectiveness • Optimizing the Customer Experience

• Human Resource Practices and Processes • Business Transition Planning and Implementation

Further information is available at www.centricperformance.com.

Accelerating Growth…Improving Results


Documents

Anticipate - Your Customer's Experience (2013)