Why does it take such a push to wrap the focus of a company around the customer as the source of their revenue and profitability? I’m no shrinking violet, and I can tell you that for every battle I’ve won, I’ve lost just as many. The big question is: Why has it been a battle? [...]
Chief Customer Officer 2.0 delivers new digital content based on the book, “Chief Customer Officer” by Jeanne Bliss and provides updated tools to establish a repeatable customer experience that drives customer profitability.
Annual planning is perhaps one of the greatest missed opportunities regarding customers. Everyone’s budgets and plans get cobbled together. We miss the opportunity to strategically forge ahead on key things that would have an impact for customers.
Are you capitalizing on annual planning? Do you utilize data, customer feedback and real time outcomes to manage customers as assets?
The CCO reduces dueling silos by 1) uniting operations; 2) identifying cross-silo dependencies; and 3) evaluating the silo impact across the customer experience.
Chief Customer Officer job description includes cross-company agreements, accountability, metrics, and a unified customer experience approach. Utilize this job description as the starting point for your Chief Customer Officer role and modify it as necessary for your organization.
Based on working with scores of clients around the world, there are five customer experience competencies you need to embed into the DNA of your business. This is the REAL world approach that integrates the discipline of customer experience into your operation – in a way that will make each competency stick and change how you do work.
The grand outcome of dueling silos is the random and inconsistent treatment delivered to customers. It is our organization charts that emerge most clearly to customers when they do business with us, certainly not a unified brand experience.
Without the guideposts of metrics to keep us in line, the delivery of service frequently goes up and down based on the mood, competence, or opinions of the person interacting with the customer. This is what I call biorhythmic service. The front line, not the company, individually makes decisions on what the brand will mean to customers, and that changes from day to day, from person to person.
If you have tried repeatedly to get a focus on customers inside your organization with less than stellar results, you’re far from alone. Most companies jump in without evaluating how the organization works together, whether the CEO is truly committed and if the patience exists for the long road ahead.
There are eight key issues that usually get in the way of making progress in your focus on customers, customer loyalty and customer profitability inside your organization.
{ 2 comments }
Organic customer growth drives long-term profitability. So why isn’t the customer as important to you as quarterly sales goals? This is where the customer commitment falls apart because what’s actively asked for, measured and rewarded doesn’t always line up with what’s good for customers.
Here are five questions for commanding customer accountability inside your organization…
Your answers will tell you how well you are doing with managing customers as assets.
{ 2 comments }
Reliability and innovation drive differentiated experiences at key customer touchpoints or “moments of truth.”
{ 2 comments }
Astute CCOs understand that this unique power they possess cannot be abused; in fact, it must be given away. With a strong CEO and CCO partnership, people are going to want to jump on this bandwagon, and one of the greatest tools a CCO has to continue motivating participation is having people present their own actions, and putting them front and center to take the credit.
Get leaders to engage in efforts that will impact their operation by showing the impact of the customer experience to the profitability and revenue of the business. Your job must be to work to show the trending that will continue if customers don’t repeat purchase your goods and services, if they don’t buy more, and if you can’t continue to absorb growing costs by raising the price to customers. Your job as the CCO is to create urgency.
Since that book launched, over 50% of all new Customer Executives have read its contents, and I am honored that many have called upon me for support, as I have had the privilege of coaching many Chief Customer Officer and Customer Experience Officers into their positions or supporting them to get traction where work has stalled. We have made great strides together, working from, improving, and adding to the tools first laid out in this book.
Click here to learn more about Chief Customer Officer coaching services.
This work by Jeanne Bliss and CustomerBLISS is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
This site is powered by WordPress, the Thesis Theme Framework from DIYthemes, and features the free Thesis Sharp Skin