Service-Ability: Create a Customer Centric Culture and Achieve Competitive Advantage
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Companies should use real customer examples to ensure that the mission, vision, and standards resonate throughout the organization. In larger organizations people get disconnected from customers, they lose site of the value being created and what its actually like to be a customer. This may include call center sessions, customer visits, bringing customers into internal planning sessions and so on. All messages should incorporate customer focused elements so that managers and staff see the customer experience as a strategic objective that is as important as other financial outcomes.
All staff need to understand the reason for the shift in focus and how it will benefit both customers and the business. This change is the most powerful, legacy-defining step a leader can take to improve the performance of a business and the engagement of employees. Senior executives must not only take responsibility to make the customer experience a priority but also must allocate the necessary time and resources to make it a reality.
While there is work involved, it does not necessarily need to be expensive and the payoffs are enormous. Show me any massively successful company in almost any industry and 8 out of 10 times they have a strong foundation based on a customer culture. Tagged customer culture; customer focus;culture change;customer immersion , market responsiveness index. Hubris is an ancient greek word that means extreme pride or arrogance. In the great Greek tragedies hubris invariably precedes destruction. Unfortunately we have seen an example of that from Apple with a decision to replace Google Maps with their own inferior mapping software.
This is a sure sign of Hubris. Here are a few recent apple maps user images:.
Customer Experience | InspireOne Customer Service Solutions
Interesting new store design for Burger King! Perhaps Apple believes it can do it better? Maybe it wants to own every core application on its iPhone platform? Certainly Google and Apple have become more like competitors than collaborators over the past few years. This is thanks to the Android cell phone operating system that competes with the iPhone. Would Steve Jobs approve of the Apple Maps release? However when they deliver outstanding innovative products many things can be excused. What happens when they stop delivering? Unhappy customers and partners hungry for alternatives will rapidly look elsewhere.
It changed the smartphone market forever. But Hubris is a dangerous affliction.
Tagged apple;hubris;marketculture inaction;apple maps. Amazon, under the leadership of Jeff Bezos, has been a great success story. It really created the online retailing sector with an initial focus on books and now has expanded to sell just about everything that can be sold online. It has been an innovator with new cloud services, the online shopping experience and the Kindle.
These are three ingredients key for genuine customer focused leadership. After all being customer focused requires listening and understanding customers better than the competition. When you are in the thick of things, you can get confused by small stuff. I knew when I was 80 that I would never, for example, think about why I walked away from my Wall Street bonus right in the middle of the year at the worst possible time.
At the same time, I knew that I might sincerely regret not having participated in this thing called the Internet that I thought was going to be a revolutionizing event.
When I thought about it that way, in the regret minimization framework, it was incredibly easy to make the decision. He believes that the best way to guard against this is for leaders to encourage their staff to work on big new ideas. The mission is something I have heard from a number of employees in different parts of the company IT, marketing, HR and they say it drives everything they do.
It creates alignment and focus around customers in a powerful way. Tagged innovation; customer focused leadership;customer culture;risk taking. Clearly if your customers are going to be satisfied it takes an engaged workforce that is passionate about their work and holds a strong desire to deliver great experiences. What we have found to also be true however is that employees become disengaged when they lose meaning in their work.
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This meaning can only come from recognition and acknowledgment from customers whether internal or external. At the same time, businesses are becoming more complex, making it that much harder to create and maintain consistency in the experience across the organization. Market leaders recognize that exceptional customer experience can become a powerful guard against industry volatility and a huge competitive advantage.
And now, other organizations are following suit, building customer-centricity into their strategic growth plans. In recent years, the emphasis has been on digital transformation as part of this effort. But technology is only part of the solution. In fact, sometimes these well-intentioned systems can end up creating new frustrations for your customers. Bottom line, no matter how sophisticated or innovative the technology, the difference will come down to your people. So, how do the market leaders do it?
Even with all the social collaboration tools now available, most of us still operate behind the invisible walls of our silos. They also have the breadth of capabilities and perspectives at their disposal to stay ahead of a constantly changing environment. And it comes from the top.
Not only do leaders talk the talk, they walk it. They coach to it.
They measure and manage by it. Now more than ever, if you want to maintain a competitive advantage in an increasingly crowded marketplace, it comes down to the value and experience you bring your customers—and that starts with your people. Power and Associates. How effective is your team at creating customer value? Start by looking at their Relationship Impact : The extent to which your team is able to build deeper, trust-based relationships that add value by understanding customer needs, delivering more value than is expected, and helping them achieve personal financial goals.
Their ability to create value will be reflected in the way customers view your bank:. Transactional customers view your bank as a Supplier. With these customers, your bank is extremely vulnerable because you can be easily replaced by the next offer that comes along.
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