SlideShare ist ein Scribd-Unternehmen logo
1 von 29
Downloaden Sie, um offline zu lesen
Change Customer Service to Customer-Focus
What it takes to move up the S-Curve




                              Eric Fraterman -- Customer-Focus Consulting
                              Eric Fraterman Customer-Focus Consulting
                                       Toronto, ON Canada -- (416) 465-0800
                                       Toronto, ON Canada (416) 465-0800
                                          Eric@CustomerFocusConsult.com
                                          Eric@CustomerFocusConsult.com
                                          www.CustomerFocusConsult.com
                                           www.CustomerFocusConsult.com
Seasoned Customer Service Consultant:
       Source of My Lessons Learned
                                                                                       Enhanced
         In working with senior management II help
          In working with senior management help
                                                                   Strengthened         Profits
         develop an “Outside-in Game Plan”.
          develop an “Outside-in Game Plan”.                         Customer
                                                                      Loyalty
         In the implementation my work typically
          In the implementation my work typically
         involves three roles which are the source of
          involves three roles which are the source of
         my 10 Lessons Learned
                                                                                Increased
          my 10 Lessons Learned
                                                                Improved       Shareholder
                                                                Customer          Value
                                                               Satisfaction


                                                  Customer-
                               Organizational     Focused
                                 Alignment        Operating
                                                Environment       Representing the voice of the customer, help
                                                                  Representing the voice of the customer, help
                                                 and Culture       maintain customer-focus and act as an objective
                                                                   maintain customer-focus and act as an objective
                                                                   organizational catalyst
                                                                   organizational catalyst
                                                 Increased        Helping orchestrate and implement performance
                                                                  Helping orchestrate and implement performance
                                                 Employee          enhancing Customer-Focus initiatives and processes,
                                                                   enhancing Customer-Focus initiatives and processes,
                                                Engagement         and weave them into the present modus operandi
                                                                   and weave them into the present modus operandi
                                                                  Assessing opportunities and needs for alignment of
                                                                  Assessing opportunities and needs for alignment of
        “Outside-in”                                               mission, vision, values, strategy, structure, systems,
                                                                    mission, vision, values, strategy, structure, systems,
         Game Plan                                                 individual style and skills
                                                                    individual style and skills


www.customerfocusconsult.com
Contents



                               Introduction

                               Need Indicators

                               From CS to CF

                               Lessons Learned


www.customerfocusconsult.com
What is Customer-Focus?




                        Customer-Focus is an aligned
                        whole-organization approach to
                        customer satisfaction and service




www.customerfocusconsult.com    Introduction   Need Indicators   From CS to CF   Lessons Learned
In a Customer-Focused Company…


           … Leadership, Processes and People are
            customer-aligned:
            Every action is shaped by a relentless commitment to
             meeting and exceeding its' customers expectations
             regarding product and service quality

            Internal processes are constantly evaluated and improved
             to meet or exceed those expectations

            Employees are aware of their role in maintaining a valued
             relationship with their customers


www.customerfocusconsult.com
Customer-Focus Wins Big



                               Customers              Great Products/Great Service


                               Shareholders           Loyal Customers = Profits


                               Employees              Engaged and Motivated


                               Organization           Efficient and Effective




www.customerfocusconsult.com               Introduction   Need Indicators   From CS to CF   Lessons Learned
Customer-Focus Need Indicators




                                Voice of          Customer-           Customer              Link to
                                  the              Focus              Alignment             Results
                               Customer




www.customerfocusconsult.com               Introduction   Need Indicators   From CS to CF    Lessons Learned
Need Indicator:
           Voice of the Customer


            Insufficient or no customer satisfaction measurement
            No platform for a data-driven improvement plan
            No measures for each customer-interface
            Mediocre customer satisfaction ratings




www.customerfocusconsult.com     Introduction   Need Indicators   From CS to CF   Lessons Learned
Need Indicator:
           Customer-Focus

            Saying and meaning that Customer-Focus is important, but not
             having a clear strategy and/or improvement game plan
            Delegation of improvement ownership by CEO to functional
             managers
            Improvement efforts and plans are focused “inside-out” rather
             than “outside-in”
            Current Customer-Focus initiative is faltering and needs ramping
             up
            People not “turned on” and engaged to deliver legendary service
            Seeing service quality improvement as a program rather than a
             holistic organizational redesign process that requires fundamental
             change and endurable commitment from management and
             employees alike

www.customerfocusconsult.com      Introduction   Need Indicators   From CS to CF   Lessons Learned
Need Indicator:
           Customer Alignment


            Developing and implementing a brand strategy in a services
             business, but not fanatically managing Moments of Truth
                          A service brand’s promise is at stake each time a customer
                           is served
            External customer service is seen as important, but internal
             customer service remains lacking
            Misalignment between Improvement Goals and SPPC
             (Strategy, People, Processes, and Customer)




www.customerfocusconsult.com               Introduction   Need Indicators   From CS to CF   Lessons Learned
Need Indicator:
           Link to Results


            Having a number of improvement initiatives and programs
             underway, but people don’t see cohesion and connections
            Being focused on service quality improvement programs rather
             than outcomes: “Activities versus Results Focus”




www.customerfocusconsult.com     Introduction   Need Indicators   From CS to CF   Lessons Learned
Moving Up from Customer Service
           to Customer-Focus                                                The Power of Alignment - G. Labovitz & V. Rosanski




                                    Customer                                 Customer-
                                                                             Customer-
                                     Service                                  Focus
   Communication
   Communication               Complaint or
                               Complaint or                           Continuous, multidimensional,
                                                                      Continuous, multidimensional,
   with customers is
   with customers is           problem based
                               problem based                          solicited and encouraged
                                                                      solicited and encouraged

   Customer data is
   Customer data is            Strategists or
                               Strategists or                         Everyone in the organization, with a
                                                                       Everyone in the organization, with a
   gathered by
   gathered by                 specialists
                               specialists                            lead role assigned to employees
                                                                       lead role assigned to employees
                                                                      with direct customer contact
                                                                       with direct customer contact


   Responsibility for
   Responsibility for          Customer service
                               Customer service                       Everyone in the organization,
                                                                      Everyone in the organization,
   customer satisfaction
   customer satisfaction       departments
                               departments                            starting with senior management
                                                                      starting with senior management
   belongs to
   belongs to                                                         and cascading down
                                                                      and cascading down

                                                                      Employees who are given the
                                                                      Employees who are given the
   Customer problems
   Customer problems           Strict, preset policies
                               Strict, preset policies                authority to act on behalf of the
                                                                      authority to act on behalf of the
   are solved by
   are solved by               and procedures
                               and procedures                         customer within defined boundaries
                                                                      customer within defined boundaries
www.customerfocusconsult.com          Introduction       Need Indicators   From CS to CF             Lessons Learned
Moving from Customer Service
           to Customer-Focus                                                The Power of Alignment - G. Labovitz & V. Rosans




                                    Customer                                Customer-
                                                                            Customer-
                                     Service                                 Focus
   Customer needs
   Customer needs              Strategists, specialists,
                               Strategists, specialists,             People throughout the
                                                                     People throughout the
   are interpreted by
   are interpreted by          or top levels of
                               or top levels of                      organization, with the voice of
                                                                     organization, with the voice of
                               management
                               management                            the customer driving everything
                                                                     the customer driving everything
                                                                     they do
                                                                     they do

   Feedback mechanisms
   Feedback mechanisms         Preset, static,                       Continuous dynamic & driven
                               Preset, static,                       Continuous dynamic & driven
   are
   are                         supplier focused
                               supplier focused                      by customer data
                                                                     by customer data

   Customer satisfaction
    Customer satisfaction      Complaints or problems
                               Complaints or problems                Continuous improvement
                                                                     Continuous improvement
   is defined by
    is defined by                                                    based on actual customer data
                                                                     based on actual customer data



   Measurements of
   Measurements of             Internally focused
                               Internally focused                    Focused on satisfying the
                                                                     Focused on satisfying the
   effectiveness are
   effectiveness are                                                 unstated needs of the customer
                                                                     unstated needs of the customer
www.customerfocusconsult.com           Introduction    Need Indicators   From CS to CF           Lessons Learned
10 Lessons Learned


            Building Customer-Focus Commitment: Making the Ca$e
            Leadership is at the Core of Success
            Communication, Communication, Communication...
            Bad Processes Stop Good People
            The ‘New’ Process: Customer Relationship Management
            Be Results-Driven – Not Activity Centered
            Results-Focus Through Project Culture
            People Orientation for Building Lasting Engagement
            Internal Customer-Focus Often Lacking or Lagging
            Alignment is Fundamentally the Name of the Game



www.customerfocusconsult.com     Introduction   Need Indicators   From CS to CF   Lessons Learned
Building Customer-Focus Commitment:
            Making the Case

                                        Coherent,
                                        Coherent,                                    What if No
                                                                                     What if No
        Management
        Management                      Strategic
                                         Strategic              The Business
                                                                The Business          Burning
                                                                                      Burning
          Fad-ism
          Fad-ism                      Rationale for
                                       Rationale for                Ca$e
                                                                    Ca$e             Platform?
                                                                                     Platform?
                                            C -F
                                            C-F

 • Pitfalls and
 • Pitfalls and                • Achieve consistent,
                               • Achieve consistent,         • Business At Risk
                                                             • Business At Risk   • High-growth
                                                                                  • High-growth
   learning:
    learning:                    defined levels of growth
                                 defined levels of growth                           organizations:
                                                                                    organizations:
   Bain Study                    and peak performance        • Market Damage
                                                             • Market Damage        Unique challenge
    Bain Study                   and peak performance          Assessment           Unique challenge
                                                               Assessment
 • Cynicism of
 • Cynicism of                 • Differentiation from
                               • Differentiation from
   Flavor of the                 competition                 • Non-Value Add
                                                             • Non-Value Add
   Flavor of the                 competition                   analyses
   Month:
   Month:                                                      analyses
   B O H II C A                • Coalesces with
                               • Coalesces with
   BOH CA                        Vision & Values
 ••   “Bend Over – Here It
                                 Vision & Values
       “Bend Over – Here It
      Comes Again”
       Comes Again”
                               • C-F strategy supports
                               • C-F strategy supports
                                 and blends in with other
                                  and blends in with other
                                 strategies and is an
                                  strategies and is an
                                 integral part of the
                                  integral part of the
                                 Modus Operandi
                                  Modus Operandi
                               • Based on real-time
                               • Based on real-time
                                 customer information
                                 customer information
www.customerfocusconsult.com                                                           Lessons Learned
Leadership Is at the Core of Success

    Senior Leadership Style        Hard to raise an organization above the
                                   Hard to raise an organization above the
                                    level of senior leadership
                                    level of senior leadership

    The Middle Management Issue    Pivot around which the pyramid “inverts”
                                   Pivot around which the pyramid “inverts”
                                   Lack of middle managers with people
                                   Lack of middle managers with people
                                    skills/life experience in growth industries
                                    skills/life experience in growth industries
                                   Manager-to-Leader transition
                                   Manager-to-Leader transition
                                   Listen-Feedback-Action process as a catalyst
                                   Listen-Feedback-Action process as a catalyst

    Sustainable Commitment        
                                     Personal
                                      Personal
                                  
                                     Financial
                                      Financial
                                  
                                     Long-term view
                                      Long-term view

    Behavioral Communication       “Walking The Talk” - Leading by example
                                   “Walking The Talk” - Leading by example
                                   Visibility – “MBWA”
                                   Visibility – “MBWA”

    Values Driven Leadership:      Values definition & clarification
                                   Values definition & clarification
    “Values are the Boss”          Values deployment throughout improvement
                                   Values deployment throughout improvement
                                    initiatives
                                    initiatives
www.customerfocusconsult.com                                          Lessons Learned
Communication, Communication,
           Communication…

         Everybody
         Everybody                    Continuous
                                      Continuous
    Understanding the
    Understanding the              Communication
                                    Communication                   Behavior
                                                                    Behavior
     C-F Strategy –
      C-F Strategy –              About Improvement
                                  About Improvement               Communicates!
                                                                  Communicates!
         Seeing the
         Seeing the                 Initiatives and
                                     Initiatives and
       ‘‘Big Picture’
         Big Picture’                   Projects
                                         Projects


 • Cascading process,
 • Cascading process,          • Consistently reinforcing
                               • Consistently reinforcing      • Actions speak louder
                                                               • Actions speak louder
   with interaction/
   with interaction/             the big picture
                                 the big picture                 than words!
                                                                 than words!
   questions. Social
   questions. Social
   Intranet is best practice   • Demonstrating the
                               • Demonstrating the             • Consistency,
                                                               • Consistency,
   Intranet is best practice     Why, What, How and              consistency...
                                 Why, What, How and              consistency...
 • Continuous
 • Continuous                    Who of each project
                                 Who of each project
   reinforcement:
   reinforcement:
   “Stumping” by CEO           • Ensuring
                               • Ensuring
   “Stumping” by CEO             understanding of where
   and senior team
   and senior team               understanding of where
                                 the initiative/project fits
                                 the initiative/project fits
 • Integral part of the
 • Integral part of the          into the big picture
                                 into the big picture
   business
   business
www.customerfocusconsult.com   • Using a Social Intranet
                               • Using a Social Intranet                   Lessons Learned
Bad Processes Stop Good People



    Near-Term Improvement      •
                               •   Focus on underlying blockages and recurring themes
                                   Focus on underlying blockages and recurring themes
    Projects Uncover Bad       •
                               •   Focus multi-functional improvement teams on root
                                   Focus multi-functional improvement teams on root
    Processes                      causes
                                   causes

    Often, Processes Lack      •
                               •   Shortcoming of TQM and BPR
                                   Shortcoming of TQM and BPR
    Voice of the Customer      •
                               •   Not deployed throughout the process
                                   Not deployed throughout the process
                               •
                               •   Insufficient in-process measurement and
                                   Insufficient in-process measurement and
                                   accountabilities
                                   accountabilities
                               •
                               •   Insufficient alignment of measurements and
                                   Insufficient alignment of measurements and
                                   accountabilities with desired customer outcomes
                                   accountabilities with desired customer outcomes

    Hard to Break ‘Silo’       •
                               •   Widespread process awareness and ‘horizontal’
                                   Widespread process awareness and ‘horizontal’
    Paradigm                       thinking is essential
                                   thinking is essential

    “Process Animation”        •
                               •   Experimental approach
                                   Experimental approach
                               •
                               •   Uses intranet effectively
                                   Uses intranet effectively
www.customerfocusconsult.com                                              Lessons Learned
The ‘New’ Process (in B-to-B) = CRM:
       Customer Relationship Management

    The Challenge: Move from         •
                                     •   Requires systematic & proactive Customer
                                         Requires systematic & proactive Customer
    Reactive Customer Satisfaction       Relationship Management
                                         Relationship Management
    Management to Creating           •
                                     •   “Hear me - Grow me”
                                         “Hear me - Grow me”
    Enduring Customer Loyalty        •
                                     •   “Sticky” relationships that are mutually beneficial
                                         “Sticky” relationships that are mutually beneficial


    Need to Realize that Customer    •
                                     •   Documented
                                         Documented
    Relationship Management is a     •
                                     •   Sequential steps
                                         Sequential steps
    Business Process                 •
                                     •   Measurements & Accountabilities
                                         Measurements & Accountabilities


    Requires Alignment of            •
                                     •   Pre-recruitment testing/screening
                                         Pre-recruitment testing/screening
    Recruitment and Performance      •
                                     •   Team hiring
                                         Team hiring
    Management                       •
                                     •   (Service) Strategy-based competencies
                                         (Service) Strategy-based competencies


    Requires Sophisticated           •
                                     •   Sales force automation
                                         Sales force automation
    Technology                       •
                                     •   Data base management
                                         Data base management


www.customerfocusconsult.com                                                    Lessons Learned
Be Results-Driven – Not Activity Centered

                  Results-Driven                                Activity-Centered
     • There are measurable short-term performance          The improvement effort is defined
       improvement goals, even though the effort is a        mainly in long-term global terms
       long-term sustaining one                             Management takes action steps because
      Management takes action steps because                 they are “correct” and fit the program’s
       they appear to lead directly to some                  philosophy
       improved results                                     The champions counsel patience
      The mood is one of impatience. Management              and fortitude
       wants to see results now, even though the            Staff experts and consultants
       change process is a long-term commitment              indoctrinate everyone into the mystiques
      Staff experts and consultants help managers           and vocabulary of
       achieve results                                       the program
      Managers and employees are encouraged to             Staff experts and consultants urge
       make certain for themselves that the approach         managers and employees to have faith
       actually yields results                               in the approach and to support it
      Relatively little investment is needed to get the    The process requires management to
       process started; conviction builds as results         make big investments up-front - before
       materialize                                           results have been demonstrated




www.customerfocusconsult.com                                                         Lessons Learned
Results-Focus Through Project Culture


      Follow-up to Customer       Multi-disciplinary project teams
      Survey Data in a Project
      Based Fashion

      Developing a                Goal Directed Project
      Project Culture              Management methodology
                                  Reward & Recognition;
                                   Performance Management alignment
                                  Practicing/ Deploying Values during
                                   Project work
                                  “What gets measured gets completed”

      Frequent Pitfalls             Under-resourced
                                    Under-skilled
                                    Under-communicated
www.customerfocusconsult.com                                     Lessons Learned
Results-Focus Through Project Culture


      Solicitation Process       Buy-in of line management
                                 The work goes on…


      Project Leadership/        Need for a project management cadre
      Management Skills          Situational leadership required


      Corporate Sponsor Role/    Senior leaders need to assume clearly
      Responsibility and          identified responsibilities, and be held
      Accountability              accountable through aligned
                                  performance management and
                                  incentives



www.customerfocusconsult.com                                    Lessons Learned
People Orientation for Building
           Lasting Engagement
                                                                          Requirements to
                                                                           Requirements to
                                                                          Succeed with LFA
                                                                          Succeed with LFA

                                                                       Coaching support
                                                                       Admin support
                                                                       Time allocation
                                  LFA Process a Proven Key
                                   LFA Process a Proven Key            Measurement of success
                                 Catalyst to Change and Strong
                                 Catalyst to Change and Strong         Accountability of managers
                                   Employee Retention Tool
                                    Employee Retention Tool            Dealing with ‘me-issues’
                                                                        before business issues
                                         Listening to employees       Making LFA a way of life
                                          in small groups
                                         Focus on Action to make
             Climate Surveys a
              Climate Surveys a           customer-focused change
           Process, Not an ‘Event’       Empowers and involves employees
           Process, Not an ‘Event’
                                         Transitions managers to (servant-) leaders

            Involvement of
             management and employees in
             planning: Advisory Board
            Intranet/email maybe suspect as
             data collection method
            Feedback of data and actioning
             essential
www.customerfocusconsult.com                                                            Lessons Learned
Internal Customer-Focus Often
           Lacking or Lagging

            Customer-Focus required for internal service providers, e.g., HR,
             IT, Finance/Accounting
            Same principles of customer feedback, surveying and closing
             performance gaps as external
            Internal Customer Experience Workshop™ good kick-off
             instrument
            Customer-Focus often good way of dealing with resource
             allocation and prioritization for time/resource strapped internal
             providers
            Creates mutual accountability for internal providers and internal
             customers: Internal customers often seen as unrealistic in
             demands

                                                Service Cycle Workshop is available through Eric Fraterman.


www.customerfocusconsult.com                                                                Lessons Learned
Alignment is Fundamentally the
           Name of the Game


                                             Strategy




                                             Culture
                               Process                       Customer
                                         Leadership Values




                                             People




www.customerfocusconsult.com                                            Lessons Learned
Sample:
           Human Resources Alignment
      Strategic HR processes need alignment to attract, retain and manage performance of Valued People
      Strategic HR processes need alignment to attract, retain and manage performance of Valued People


                                                                  Mission
                                                                  Mission

                                             Values
                                             Values                                   Strategy
                                                                                      Strategy

                                                          Business Processes
                                                          Business Processes

                                                         Organizational Structure
                                                         Organizational Structure

                                                           Key Competencies
                                                           Key Competencies

                                                          Behavioral Indicators
                                                          Behavioral Indicators


                                              Strategic Human Resources Processes
                                              Strategic Human Resources Processes
            Recruitment         Training &     Job         Succession   Performance    Executive   Compensation    Reward &
            & Selection        Development   Profiling      Planning    Management     Coaching      System       Recognition




www.customerfocusconsult.com                                Business Results
                                                            Business Results
Sample:
           Human Resources Alignment

    Pre-Employment Testing for    Builds/supports organization-wide
    ‘Customer-Focus Genes’         Customer-Focus culture

    Walking the Talk in           Requires extensive Competency
    Performance Management         development work to reflect the
                                   Strategy and Values
                                  “Feed Pigeons - Fire Turkeys –
                                   Reward Eagles”


    Reward & Recognition          To do it right, requires more attention
    Often Either Overlooked or     and resources than appears
    Done Unsystematically and     Departmental inconsistencies -
    Inconsistently                 Centralized vs. Decentralized

www.customerfocusconsult.com
Sample:
           Managerial Practices Alignment

            Accountability for the essentials of Customer-Focusing is often
             sorely lacking!
            Accountability-based management to match managerial
             leadership to organizational Customer-Focus needs is key to
             success


                                  “Ensure accountability is clear throughout the
                                   organization; the right work is getting done at
                                   the right level; and there is the right balance
                                   between managing for today and shaping the
                                   business for the future.”
                                              (COREinternational Managerial Practices Alignment)



www.customerfocusconsult.com
Questions?




Go to my website   www.CustomerFocusConsult.com


Click on the button Request Free Consultation

Weitere ähnliche Inhalte

Was ist angesagt?

BSC - Introduction, Architecture, Strategy Formulation Guide & Templates
BSC - Introduction, Architecture, Strategy Formulation Guide & TemplatesBSC - Introduction, Architecture, Strategy Formulation Guide & Templates
BSC - Introduction, Architecture, Strategy Formulation Guide & Templatesngaungsan
 
Latihan keusahawanan kaedah baru
Latihan keusahawanan   kaedah baruLatihan keusahawanan   kaedah baru
Latihan keusahawanan kaedah baruHj Arriffin Mansor
 
Ib&cc ravi shankar
Ib&cc ravi shankarIb&cc ravi shankar
Ib&cc ravi shankarPooja Sehgal
 
Creating a strategy map #PCV12
Creating a strategy map #PCV12Creating a strategy map #PCV12
Creating a strategy map #PCV12Dave Sharrock
 
Balanced Scorecard Intro To Basic Concepts
Balanced Scorecard   Intro To Basic ConceptsBalanced Scorecard   Intro To Basic Concepts
Balanced Scorecard Intro To Basic Conceptsngaungsan
 
Value Reference Model - Executing
Value Reference Model - ExecutingValue Reference Model - Executing
Value Reference Model - ExecutingArnaldo Colombo
 
Apg Capabilities V3
Apg Capabilities V3Apg Capabilities V3
Apg Capabilities V3MrktPwrPnts
 
Wingss power point
Wingss power pointWingss power point
Wingss power pointwingss
 
Parry Lean Service Design
Parry Lean Service DesignParry Lean Service Design
Parry Lean Service DesignTimothy Michael
 
PRIMUS Techsystems Company Profile
PRIMUS Techsystems Company ProfilePRIMUS Techsystems Company Profile
PRIMUS Techsystems Company Profilesambhajichawale
 
The Small Big Things
The Small Big ThingsThe Small Big Things
The Small Big Thingsguest5c931a0
 
Turning Clients Into Advocates
Turning Clients Into AdvocatesTurning Clients Into Advocates
Turning Clients Into Advocatesguest37098d
 
Société générale citizen act Case study group youboontoo (team 526), draft 6
Société générale citizen act  Case study group youboontoo (team 526), draft 6Société générale citizen act  Case study group youboontoo (team 526), draft 6
Société générale citizen act Case study group youboontoo (team 526), draft 6patrickspath
 
Condensed Itu Workshop Report
Condensed Itu Workshop ReportCondensed Itu Workshop Report
Condensed Itu Workshop Reportjalilmaraicar
 
What's Your SharePoint Business Model?
What's Your SharePoint Business Model?What's Your SharePoint Business Model?
What's Your SharePoint Business Model?Ben McMann
 
Unfold consulting concept & services
Unfold consulting   concept & servicesUnfold consulting   concept & services
Unfold consulting concept & servicesunfold
 

Was ist angesagt? (20)

BSC - Introduction, Architecture, Strategy Formulation Guide & Templates
BSC - Introduction, Architecture, Strategy Formulation Guide & TemplatesBSC - Introduction, Architecture, Strategy Formulation Guide & Templates
BSC - Introduction, Architecture, Strategy Formulation Guide & Templates
 
Latihan keusahawanan kaedah baru
Latihan keusahawanan   kaedah baruLatihan keusahawanan   kaedah baru
Latihan keusahawanan kaedah baru
 
Ib&cc ravi shankar
Ib&cc ravi shankarIb&cc ravi shankar
Ib&cc ravi shankar
 
Creating a strategy map #PCV12
Creating a strategy map #PCV12Creating a strategy map #PCV12
Creating a strategy map #PCV12
 
Balanced Scorecard Intro To Basic Concepts
Balanced Scorecard   Intro To Basic ConceptsBalanced Scorecard   Intro To Basic Concepts
Balanced Scorecard Intro To Basic Concepts
 
Value Reference Model - Executing
Value Reference Model - ExecutingValue Reference Model - Executing
Value Reference Model - Executing
 
Creating Patient Enchantment
Creating Patient EnchantmentCreating Patient Enchantment
Creating Patient Enchantment
 
Apg Capabilities V3
Apg Capabilities V3Apg Capabilities V3
Apg Capabilities V3
 
Wingss power point
Wingss power pointWingss power point
Wingss power point
 
Parry Lean Service Design
Parry Lean Service DesignParry Lean Service Design
Parry Lean Service Design
 
Managing talent in today's times
Managing talent in today's timesManaging talent in today's times
Managing talent in today's times
 
PRIMUS Techsystems Company Profile
PRIMUS Techsystems Company ProfilePRIMUS Techsystems Company Profile
PRIMUS Techsystems Company Profile
 
The Small Big Things
The Small Big ThingsThe Small Big Things
The Small Big Things
 
Turning Clients Into Advocates
Turning Clients Into AdvocatesTurning Clients Into Advocates
Turning Clients Into Advocates
 
Société générale citizen act Case study group youboontoo (team 526), draft 6
Société générale citizen act  Case study group youboontoo (team 526), draft 6Société générale citizen act  Case study group youboontoo (team 526), draft 6
Société générale citizen act Case study group youboontoo (team 526), draft 6
 
Condensed Itu Workshop Report
Condensed Itu Workshop ReportCondensed Itu Workshop Report
Condensed Itu Workshop Report
 
About Engage
About Engage About Engage
About Engage
 
What's Your SharePoint Business Model?
What's Your SharePoint Business Model?What's Your SharePoint Business Model?
What's Your SharePoint Business Model?
 
Unfold consulting concept & services
Unfold consulting   concept & servicesUnfold consulting   concept & services
Unfold consulting concept & services
 
IGL Customer Service Leadership
IGL Customer Service LeadershipIGL Customer Service Leadership
IGL Customer Service Leadership
 

Andere mochten auch

Loyalty and customer focus tena
Loyalty and customer focus tenaLoyalty and customer focus tena
Loyalty and customer focus tenaJorge Wise
 
The Importance of Customer Focus
The Importance of Customer FocusThe Importance of Customer Focus
The Importance of Customer FocusSVPMA
 
Marketing concepts basic principles
Marketing concepts basic principlesMarketing concepts basic principles
Marketing concepts basic principlesugik sugiharto
 
Selling skills training
Selling skills training Selling skills training
Selling skills training Ahmed Othman
 
Marketing Management
Marketing ManagementMarketing Management
Marketing Managementlittle robie
 
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...Dan John
 
Marketing management mba ppt
Marketing management mba pptMarketing management mba ppt
Marketing management mba pptBabasab Patil
 
Sales Training
Sales TrainingSales Training
Sales Trainingkktv
 
Basic concepts-of-marketing
Basic concepts-of-marketingBasic concepts-of-marketing
Basic concepts-of-marketingTuul Narantuya
 

Andere mochten auch (20)

Loyalty and customer focus tena
Loyalty and customer focus tenaLoyalty and customer focus tena
Loyalty and customer focus tena
 
Focus on the customer 3 21-12
Focus on the customer 3 21-12Focus on the customer 3 21-12
Focus on the customer 3 21-12
 
The customer focus
The customer focusThe customer focus
The customer focus
 
The Importance of Customer Focus
The Importance of Customer FocusThe Importance of Customer Focus
The Importance of Customer Focus
 
Marketing concepts basic principles
Marketing concepts basic principlesMarketing concepts basic principles
Marketing concepts basic principles
 
Customer Focus
Customer FocusCustomer Focus
Customer Focus
 
Customer Focus
Customer FocusCustomer Focus
Customer Focus
 
Selling skills training
Selling skills training Selling skills training
Selling skills training
 
Customer Focus
Customer FocusCustomer Focus
Customer Focus
 
Perception
PerceptionPerception
Perception
 
customer focus
customer focuscustomer focus
customer focus
 
Marketing Management
Marketing ManagementMarketing Management
Marketing Management
 
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...
Marketing Concepts- Production, Social, Exchange, Selling, Product and Holist...
 
Marketing management mba ppt
Marketing management mba pptMarketing management mba ppt
Marketing management mba ppt
 
Retail selling skills
Retail selling skillsRetail selling skills
Retail selling skills
 
Sales Training
Sales TrainingSales Training
Sales Training
 
Basic concepts-of-marketing
Basic concepts-of-marketingBasic concepts-of-marketing
Basic concepts-of-marketing
 
Marketing ppt
Marketing pptMarketing ppt
Marketing ppt
 
MARKETING POWERPOINT
MARKETING POWERPOINTMARKETING POWERPOINT
MARKETING POWERPOINT
 
Basic selling skills
Basic selling skillsBasic selling skills
Basic selling skills
 

Ähnlich wie How to move up the S-Curve: Ingredients of my "secret sauce".

EarlyBridge introduction
EarlyBridge introductionEarlyBridge introduction
EarlyBridge introductionEarlyBridge
 
Insight Now Co Operative Financial Services Case Study
Insight Now   Co Operative Financial Services Case StudyInsight Now   Co Operative Financial Services Case Study
Insight Now Co Operative Financial Services Case Studymarcio_rodrigues
 
Early Bridge Introduction
Early Bridge IntroductionEarly Bridge Introduction
Early Bridge IntroductionVBerndsen
 
EarlyBridge Introduction to customer experience and customer journey mapping
EarlyBridge Introduction to customer experience and customer journey mappingEarlyBridge Introduction to customer experience and customer journey mapping
EarlyBridge Introduction to customer experience and customer journey mappingkathyvandelaar
 
Customer-Centric Culture: Engaging Employees & Customers
Customer-Centric Culture: Engaging Employees & CustomersCustomer-Centric Culture: Engaging Employees & Customers
Customer-Centric Culture: Engaging Employees & CustomersClearAction
 
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
 
Organisational Performance with VSC Growth
Organisational Performance with VSC GrowthOrganisational Performance with VSC Growth
Organisational Performance with VSC GrowthSteve Coote
 
Maximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentMaximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
 
Organization Development and Culture Change Solutions from InspireOne
Organization Development and Culture Change Solutions from InspireOneOrganization Development and Culture Change Solutions from InspireOne
Organization Development and Culture Change Solutions from InspireOneInspireOne Consultants
 
User Experience Balanced Scorecard
User Experience Balanced ScorecardUser Experience Balanced Scorecard
User Experience Balanced ScorecardSean Tyne
 
ClearAction Customer Experience Services
ClearAction Customer Experience ServicesClearAction Customer Experience Services
ClearAction Customer Experience ServicesClearAction
 
Elite Consultant
Elite ConsultantElite Consultant
Elite Consultantelite_hr
 
Strategic program management
Strategic program managementStrategic program management
Strategic program managementEdwin Provencal
 
Strategic program management
Strategic program managementStrategic program management
Strategic program managementEdwin Provencal
 
Utsav Mahendra : Organizing for Service Leadership
Utsav Mahendra : Organizing for Service Leadership Utsav Mahendra : Organizing for Service Leadership
Utsav Mahendra : Organizing for Service Leadership Utsav Mahendra
 
ImpaQ Solutions - Smart Business Results
ImpaQ Solutions - Smart Business ResultsImpaQ Solutions - Smart Business Results
ImpaQ Solutions - Smart Business ResultsMargo Boster
 
Balanced Scorecard Presentation For Gemba
Balanced Scorecard Presentation For GembaBalanced Scorecard Presentation For Gemba
Balanced Scorecard Presentation For GembaBenjamin Shobert
 

Ähnlich wie How to move up the S-Curve: Ingredients of my "secret sauce". (20)

Slideshare crm
Slideshare crmSlideshare crm
Slideshare crm
 
EarlyBridge introduction
EarlyBridge introductionEarlyBridge introduction
EarlyBridge introduction
 
Insight Now Co Operative Financial Services Case Study
Insight Now   Co Operative Financial Services Case StudyInsight Now   Co Operative Financial Services Case Study
Insight Now Co Operative Financial Services Case Study
 
Early Bridge Introduction
Early Bridge IntroductionEarly Bridge Introduction
Early Bridge Introduction
 
EarlyBridge Introduction to customer experience and customer journey mapping
EarlyBridge Introduction to customer experience and customer journey mappingEarlyBridge Introduction to customer experience and customer journey mapping
EarlyBridge Introduction to customer experience and customer journey mapping
 
Customer-Centric Culture: Engaging Employees & Customers
Customer-Centric Culture: Engaging Employees & CustomersCustomer-Centric Culture: Engaging Employees & Customers
Customer-Centric Culture: Engaging Employees & Customers
 
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2
 
Organisational Performance with VSC Growth
Organisational Performance with VSC GrowthOrganisational Performance with VSC Growth
Organisational Performance with VSC Growth
 
Architecture World2009 Business Performance
Architecture World2009 Business PerformanceArchitecture World2009 Business Performance
Architecture World2009 Business Performance
 
Maximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional DevelopmentMaximizing the Individual and Organizational Impact of Professional Development
Maximizing the Individual and Organizational Impact of Professional Development
 
Organization Development and Culture Change Solutions from InspireOne
Organization Development and Culture Change Solutions from InspireOneOrganization Development and Culture Change Solutions from InspireOne
Organization Development and Culture Change Solutions from InspireOne
 
User Experience Balanced Scorecard
User Experience Balanced ScorecardUser Experience Balanced Scorecard
User Experience Balanced Scorecard
 
ClearAction Customer Experience Services
ClearAction Customer Experience ServicesClearAction Customer Experience Services
ClearAction Customer Experience Services
 
Elite Consultant
Elite ConsultantElite Consultant
Elite Consultant
 
2010 Taylor Brochure
2010 Taylor Brochure2010 Taylor Brochure
2010 Taylor Brochure
 
Strategic program management
Strategic program managementStrategic program management
Strategic program management
 
Strategic program management
Strategic program managementStrategic program management
Strategic program management
 
Utsav Mahendra : Organizing for Service Leadership
Utsav Mahendra : Organizing for Service Leadership Utsav Mahendra : Organizing for Service Leadership
Utsav Mahendra : Organizing for Service Leadership
 
ImpaQ Solutions - Smart Business Results
ImpaQ Solutions - Smart Business ResultsImpaQ Solutions - Smart Business Results
ImpaQ Solutions - Smart Business Results
 
Balanced Scorecard Presentation For Gemba
Balanced Scorecard Presentation For GembaBalanced Scorecard Presentation For Gemba
Balanced Scorecard Presentation For Gemba
 

Kürzlich hochgeladen

AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלימיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגליBen Shushan & Co. C.P.A (Isr.)
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Entrepreneurship and individuals workshop
Entrepreneurship and individuals workshopEntrepreneurship and individuals workshop
Entrepreneurship and individuals workshopP&CO
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisalgomezdominic3
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------ThanzirNazer
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 

Kürzlich hochgeladen (20)

AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלימיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
מיסוי רילוקיישן לפורטוגל- היבטי מיסוי ישראלי ופורטוגלי
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Entrepreneurship and individuals workshop
Entrepreneurship and individuals workshopEntrepreneurship and individuals workshop
Entrepreneurship and individuals workshop
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisal
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
AL Satwa Dubai Call Girls +971552825767 Call Girls In AL Karama
AL Satwa Dubai Call Girls +971552825767  Call Girls In AL KaramaAL Satwa Dubai Call Girls +971552825767  Call Girls In AL Karama
AL Satwa Dubai Call Girls +971552825767 Call Girls In AL Karama
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 

How to move up the S-Curve: Ingredients of my "secret sauce".

  • 1. Change Customer Service to Customer-Focus What it takes to move up the S-Curve Eric Fraterman -- Customer-Focus Consulting Eric Fraterman Customer-Focus Consulting Toronto, ON Canada -- (416) 465-0800 Toronto, ON Canada (416) 465-0800 Eric@CustomerFocusConsult.com Eric@CustomerFocusConsult.com www.CustomerFocusConsult.com www.CustomerFocusConsult.com
  • 2. Seasoned Customer Service Consultant: Source of My Lessons Learned Enhanced In working with senior management II help In working with senior management help Strengthened Profits develop an “Outside-in Game Plan”. develop an “Outside-in Game Plan”. Customer Loyalty In the implementation my work typically In the implementation my work typically involves three roles which are the source of involves three roles which are the source of my 10 Lessons Learned Increased my 10 Lessons Learned Improved Shareholder Customer Value Satisfaction Customer- Organizational Focused Alignment Operating Environment  Representing the voice of the customer, help  Representing the voice of the customer, help and Culture maintain customer-focus and act as an objective maintain customer-focus and act as an objective organizational catalyst organizational catalyst Increased  Helping orchestrate and implement performance  Helping orchestrate and implement performance Employee enhancing Customer-Focus initiatives and processes, enhancing Customer-Focus initiatives and processes, Engagement and weave them into the present modus operandi and weave them into the present modus operandi  Assessing opportunities and needs for alignment of  Assessing opportunities and needs for alignment of “Outside-in” mission, vision, values, strategy, structure, systems, mission, vision, values, strategy, structure, systems, Game Plan individual style and skills individual style and skills www.customerfocusconsult.com
  • 3. Contents Introduction Need Indicators From CS to CF Lessons Learned www.customerfocusconsult.com
  • 4. What is Customer-Focus? Customer-Focus is an aligned whole-organization approach to customer satisfaction and service www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 5. In a Customer-Focused Company… … Leadership, Processes and People are customer-aligned:  Every action is shaped by a relentless commitment to meeting and exceeding its' customers expectations regarding product and service quality  Internal processes are constantly evaluated and improved to meet or exceed those expectations  Employees are aware of their role in maintaining a valued relationship with their customers www.customerfocusconsult.com
  • 6. Customer-Focus Wins Big Customers Great Products/Great Service Shareholders Loyal Customers = Profits Employees Engaged and Motivated Organization Efficient and Effective www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 7. Customer-Focus Need Indicators Voice of Customer- Customer Link to the Focus Alignment Results Customer www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 8. Need Indicator: Voice of the Customer  Insufficient or no customer satisfaction measurement  No platform for a data-driven improvement plan  No measures for each customer-interface  Mediocre customer satisfaction ratings www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 9. Need Indicator: Customer-Focus  Saying and meaning that Customer-Focus is important, but not having a clear strategy and/or improvement game plan  Delegation of improvement ownership by CEO to functional managers  Improvement efforts and plans are focused “inside-out” rather than “outside-in”  Current Customer-Focus initiative is faltering and needs ramping up  People not “turned on” and engaged to deliver legendary service  Seeing service quality improvement as a program rather than a holistic organizational redesign process that requires fundamental change and endurable commitment from management and employees alike www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 10. Need Indicator: Customer Alignment  Developing and implementing a brand strategy in a services business, but not fanatically managing Moments of Truth  A service brand’s promise is at stake each time a customer is served  External customer service is seen as important, but internal customer service remains lacking  Misalignment between Improvement Goals and SPPC (Strategy, People, Processes, and Customer) www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 11. Need Indicator: Link to Results  Having a number of improvement initiatives and programs underway, but people don’t see cohesion and connections  Being focused on service quality improvement programs rather than outcomes: “Activities versus Results Focus” www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 12. Moving Up from Customer Service to Customer-Focus The Power of Alignment - G. Labovitz & V. Rosanski Customer Customer- Customer- Service Focus Communication Communication Complaint or Complaint or Continuous, multidimensional, Continuous, multidimensional, with customers is with customers is problem based problem based solicited and encouraged solicited and encouraged Customer data is Customer data is Strategists or Strategists or Everyone in the organization, with a Everyone in the organization, with a gathered by gathered by specialists specialists lead role assigned to employees lead role assigned to employees with direct customer contact with direct customer contact Responsibility for Responsibility for Customer service Customer service Everyone in the organization, Everyone in the organization, customer satisfaction customer satisfaction departments departments starting with senior management starting with senior management belongs to belongs to and cascading down and cascading down Employees who are given the Employees who are given the Customer problems Customer problems Strict, preset policies Strict, preset policies authority to act on behalf of the authority to act on behalf of the are solved by are solved by and procedures and procedures customer within defined boundaries customer within defined boundaries www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 13. Moving from Customer Service to Customer-Focus The Power of Alignment - G. Labovitz & V. Rosans Customer Customer- Customer- Service Focus Customer needs Customer needs Strategists, specialists, Strategists, specialists, People throughout the People throughout the are interpreted by are interpreted by or top levels of or top levels of organization, with the voice of organization, with the voice of management management the customer driving everything the customer driving everything they do they do Feedback mechanisms Feedback mechanisms Preset, static, Continuous dynamic & driven Preset, static, Continuous dynamic & driven are are supplier focused supplier focused by customer data by customer data Customer satisfaction Customer satisfaction Complaints or problems Complaints or problems Continuous improvement Continuous improvement is defined by is defined by based on actual customer data based on actual customer data Measurements of Measurements of Internally focused Internally focused Focused on satisfying the Focused on satisfying the effectiveness are effectiveness are unstated needs of the customer unstated needs of the customer www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 14. 10 Lessons Learned  Building Customer-Focus Commitment: Making the Ca$e  Leadership is at the Core of Success  Communication, Communication, Communication...  Bad Processes Stop Good People  The ‘New’ Process: Customer Relationship Management  Be Results-Driven – Not Activity Centered  Results-Focus Through Project Culture  People Orientation for Building Lasting Engagement  Internal Customer-Focus Often Lacking or Lagging  Alignment is Fundamentally the Name of the Game www.customerfocusconsult.com Introduction Need Indicators From CS to CF Lessons Learned
  • 15. Building Customer-Focus Commitment: Making the Case Coherent, Coherent, What if No What if No Management Management Strategic Strategic The Business The Business Burning Burning Fad-ism Fad-ism Rationale for Rationale for Ca$e Ca$e Platform? Platform? C -F C-F • Pitfalls and • Pitfalls and • Achieve consistent, • Achieve consistent, • Business At Risk • Business At Risk • High-growth • High-growth learning: learning: defined levels of growth defined levels of growth organizations: organizations: Bain Study and peak performance • Market Damage • Market Damage Unique challenge Bain Study and peak performance Assessment Unique challenge Assessment • Cynicism of • Cynicism of • Differentiation from • Differentiation from Flavor of the competition • Non-Value Add • Non-Value Add Flavor of the competition analyses Month: Month: analyses B O H II C A • Coalesces with • Coalesces with BOH CA Vision & Values •• “Bend Over – Here It Vision & Values “Bend Over – Here It Comes Again” Comes Again” • C-F strategy supports • C-F strategy supports and blends in with other and blends in with other strategies and is an strategies and is an integral part of the integral part of the Modus Operandi Modus Operandi • Based on real-time • Based on real-time customer information customer information www.customerfocusconsult.com Lessons Learned
  • 16. Leadership Is at the Core of Success Senior Leadership Style  Hard to raise an organization above the  Hard to raise an organization above the level of senior leadership level of senior leadership The Middle Management Issue  Pivot around which the pyramid “inverts”  Pivot around which the pyramid “inverts”  Lack of middle managers with people  Lack of middle managers with people skills/life experience in growth industries skills/life experience in growth industries  Manager-to-Leader transition  Manager-to-Leader transition  Listen-Feedback-Action process as a catalyst  Listen-Feedback-Action process as a catalyst Sustainable Commitment   Personal Personal   Financial Financial   Long-term view Long-term view Behavioral Communication  “Walking The Talk” - Leading by example  “Walking The Talk” - Leading by example  Visibility – “MBWA”  Visibility – “MBWA” Values Driven Leadership:  Values definition & clarification  Values definition & clarification “Values are the Boss”  Values deployment throughout improvement  Values deployment throughout improvement initiatives initiatives www.customerfocusconsult.com Lessons Learned
  • 17. Communication, Communication, Communication… Everybody Everybody Continuous Continuous Understanding the Understanding the Communication Communication Behavior Behavior C-F Strategy – C-F Strategy – About Improvement About Improvement Communicates! Communicates! Seeing the Seeing the Initiatives and Initiatives and ‘‘Big Picture’ Big Picture’ Projects Projects • Cascading process, • Cascading process, • Consistently reinforcing • Consistently reinforcing • Actions speak louder • Actions speak louder with interaction/ with interaction/ the big picture the big picture than words! than words! questions. Social questions. Social Intranet is best practice • Demonstrating the • Demonstrating the • Consistency, • Consistency, Intranet is best practice Why, What, How and consistency... Why, What, How and consistency... • Continuous • Continuous Who of each project Who of each project reinforcement: reinforcement: “Stumping” by CEO • Ensuring • Ensuring “Stumping” by CEO understanding of where and senior team and senior team understanding of where the initiative/project fits the initiative/project fits • Integral part of the • Integral part of the into the big picture into the big picture business business www.customerfocusconsult.com • Using a Social Intranet • Using a Social Intranet Lessons Learned
  • 18. Bad Processes Stop Good People Near-Term Improvement • • Focus on underlying blockages and recurring themes Focus on underlying blockages and recurring themes Projects Uncover Bad • • Focus multi-functional improvement teams on root Focus multi-functional improvement teams on root Processes causes causes Often, Processes Lack • • Shortcoming of TQM and BPR Shortcoming of TQM and BPR Voice of the Customer • • Not deployed throughout the process Not deployed throughout the process • • Insufficient in-process measurement and Insufficient in-process measurement and accountabilities accountabilities • • Insufficient alignment of measurements and Insufficient alignment of measurements and accountabilities with desired customer outcomes accountabilities with desired customer outcomes Hard to Break ‘Silo’ • • Widespread process awareness and ‘horizontal’ Widespread process awareness and ‘horizontal’ Paradigm thinking is essential thinking is essential “Process Animation” • • Experimental approach Experimental approach • • Uses intranet effectively Uses intranet effectively www.customerfocusconsult.com Lessons Learned
  • 19. The ‘New’ Process (in B-to-B) = CRM: Customer Relationship Management The Challenge: Move from • • Requires systematic & proactive Customer Requires systematic & proactive Customer Reactive Customer Satisfaction Relationship Management Relationship Management Management to Creating • • “Hear me - Grow me” “Hear me - Grow me” Enduring Customer Loyalty • • “Sticky” relationships that are mutually beneficial “Sticky” relationships that are mutually beneficial Need to Realize that Customer • • Documented Documented Relationship Management is a • • Sequential steps Sequential steps Business Process • • Measurements & Accountabilities Measurements & Accountabilities Requires Alignment of • • Pre-recruitment testing/screening Pre-recruitment testing/screening Recruitment and Performance • • Team hiring Team hiring Management • • (Service) Strategy-based competencies (Service) Strategy-based competencies Requires Sophisticated • • Sales force automation Sales force automation Technology • • Data base management Data base management www.customerfocusconsult.com Lessons Learned
  • 20. Be Results-Driven – Not Activity Centered Results-Driven Activity-Centered • There are measurable short-term performance  The improvement effort is defined improvement goals, even though the effort is a mainly in long-term global terms long-term sustaining one  Management takes action steps because  Management takes action steps because they are “correct” and fit the program’s they appear to lead directly to some philosophy improved results  The champions counsel patience  The mood is one of impatience. Management and fortitude wants to see results now, even though the  Staff experts and consultants change process is a long-term commitment indoctrinate everyone into the mystiques  Staff experts and consultants help managers and vocabulary of achieve results the program  Managers and employees are encouraged to  Staff experts and consultants urge make certain for themselves that the approach managers and employees to have faith actually yields results in the approach and to support it  Relatively little investment is needed to get the  The process requires management to process started; conviction builds as results make big investments up-front - before materialize results have been demonstrated www.customerfocusconsult.com Lessons Learned
  • 21. Results-Focus Through Project Culture Follow-up to Customer  Multi-disciplinary project teams Survey Data in a Project Based Fashion Developing a  Goal Directed Project Project Culture Management methodology  Reward & Recognition; Performance Management alignment  Practicing/ Deploying Values during Project work  “What gets measured gets completed” Frequent Pitfalls  Under-resourced  Under-skilled  Under-communicated www.customerfocusconsult.com Lessons Learned
  • 22. Results-Focus Through Project Culture Solicitation Process  Buy-in of line management  The work goes on… Project Leadership/  Need for a project management cadre Management Skills  Situational leadership required Corporate Sponsor Role/  Senior leaders need to assume clearly Responsibility and identified responsibilities, and be held Accountability accountable through aligned performance management and incentives www.customerfocusconsult.com Lessons Learned
  • 23. People Orientation for Building Lasting Engagement Requirements to Requirements to Succeed with LFA Succeed with LFA  Coaching support  Admin support  Time allocation LFA Process a Proven Key LFA Process a Proven Key  Measurement of success Catalyst to Change and Strong Catalyst to Change and Strong  Accountability of managers Employee Retention Tool Employee Retention Tool  Dealing with ‘me-issues’ before business issues  Listening to employees  Making LFA a way of life in small groups  Focus on Action to make Climate Surveys a Climate Surveys a customer-focused change Process, Not an ‘Event’  Empowers and involves employees Process, Not an ‘Event’  Transitions managers to (servant-) leaders  Involvement of management and employees in planning: Advisory Board  Intranet/email maybe suspect as data collection method  Feedback of data and actioning essential www.customerfocusconsult.com Lessons Learned
  • 24. Internal Customer-Focus Often Lacking or Lagging  Customer-Focus required for internal service providers, e.g., HR, IT, Finance/Accounting  Same principles of customer feedback, surveying and closing performance gaps as external  Internal Customer Experience Workshop™ good kick-off instrument  Customer-Focus often good way of dealing with resource allocation and prioritization for time/resource strapped internal providers  Creates mutual accountability for internal providers and internal customers: Internal customers often seen as unrealistic in demands Service Cycle Workshop is available through Eric Fraterman. www.customerfocusconsult.com Lessons Learned
  • 25. Alignment is Fundamentally the Name of the Game Strategy Culture Process Customer Leadership Values People www.customerfocusconsult.com Lessons Learned
  • 26. Sample: Human Resources Alignment Strategic HR processes need alignment to attract, retain and manage performance of Valued People Strategic HR processes need alignment to attract, retain and manage performance of Valued People Mission Mission Values Values Strategy Strategy Business Processes Business Processes Organizational Structure Organizational Structure Key Competencies Key Competencies Behavioral Indicators Behavioral Indicators Strategic Human Resources Processes Strategic Human Resources Processes Recruitment Training & Job Succession Performance Executive Compensation Reward & & Selection Development Profiling Planning Management Coaching System Recognition www.customerfocusconsult.com Business Results Business Results
  • 27. Sample: Human Resources Alignment Pre-Employment Testing for  Builds/supports organization-wide ‘Customer-Focus Genes’ Customer-Focus culture Walking the Talk in  Requires extensive Competency Performance Management development work to reflect the Strategy and Values  “Feed Pigeons - Fire Turkeys – Reward Eagles” Reward & Recognition  To do it right, requires more attention Often Either Overlooked or and resources than appears Done Unsystematically and  Departmental inconsistencies - Inconsistently Centralized vs. Decentralized www.customerfocusconsult.com
  • 28. Sample: Managerial Practices Alignment  Accountability for the essentials of Customer-Focusing is often sorely lacking!  Accountability-based management to match managerial leadership to organizational Customer-Focus needs is key to success “Ensure accountability is clear throughout the organization; the right work is getting done at the right level; and there is the right balance between managing for today and shaping the business for the future.” (COREinternational Managerial Practices Alignment) www.customerfocusconsult.com
  • 29. Questions? Go to my website www.CustomerFocusConsult.com Click on the button Request Free Consultation