From Lip Service to Passionate Action: The Chief Customer Officer

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Customer Growth

From Lip Service to Passionate Action:The Chief Customer Officer



Customer Growth

Accountability

Metrics: Cross-

CompanyReliability

Leadership

Engagement

CreateExperienc

e Consisten

cy(continuu

m)

Know What

CustomersValue

Connect The Silos

To Implement

DeliverNew Experience

In Stages

CustomerMetrics

Prove the ROI

StrategicCustomerMetrics

Issue Trending: Create Reliabilit

y

1. Establish Baseline Metrics

3. Define New Experience

2. Drive Accountability

4. Implement

5. Ongoing Improvement

The Customer Profitability Roadmap – High Level



Customer Growth

CustomerMetrics

Prove the ROI

StrategicCustomerMetrics

Issue Trending: Create Reliabilit

y





Customer Growth

NPS/Recommend by Customer Segment

Renewals by Customer Segment

Incoming Volume and Value of Customers

What is the net gain or loss of customers

-and- customer value?

Outgoing Volume and Value of Customers

0

20

40

6080

100

Profitability/Revenue by Customer Segment




Customer Growth

Complaint Catcher

Real-time, unaided feedback

from customers

as they interact with us

3 Questions:Smart Listening

3 Questions: 1. Would You Recommend? 2. How was the frontline? 3. One thing to improved?

Operational Metrics

Operational metrics of

performance from top 10-20 moments

of truth.

Formal Research Results

Results from surveys and research to customers.

CustomerAsset Metrics

Pipeline of customers coming and going and purchase

behaviors as the outcome

of their experience.


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Customer Growth

Accountability

Metrics: Cross-

CompanyReliability

Leadership

Engagement Customer

Metrics

2. Drive Accountability




Customer Growth

Customer Room Accountability Forums:> Tactics for Asset Metrics:> Begin to compile the metrics> Run monthly loss reviews > First Generation Customer Room

Pipeline of Incoming Customers

Pipeline of Exiting Customers

0

10

20

30

40

50

60

70

80

90

1stQtr

2ndQtr

3rdQtr

4thQtr

East

West

North

Survey Metrics

Complaint Trending

Performance in Top 10 Operational Metrics Revenue by Customer Group

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Customer Growth

CreateExperienc

e Consisten

cy(continuu

m)

Know What

CustomersValue

CustomerMetrics

3. Define New Experience




Customer Growth Question 1: “Would You Recommend?”

Actions Connected to Net Promoter Concept

Extremely unlikely

10 9 8 7 6 5 4 3 2 1 0

Extremely Likely Neutral

Promoter

Experience Creation for Increase in Promoters

Accountability Metrics

Segmentation & ROI

Detractor

Diagnosis & Recovery

Trend Issues

Contact Detractors

Coaching & Improvement

Detractor Feedback by Frontline Associate

Trending by Location

DETRACTORS: Action Diagnosis & Recovery • Outbound contact to Net Promoter “detractors”• Net Promoter “detractor” issues trended • Inbound Contact aggregation and trending• Recovery of Customer Revenue Loss through outreach and resolution of issues by customer• Categorization & trending of issues from all customer channels – dashboard• Flow back to accountable areas

DETRACTORS: Service and Tool Performance Improvement• Service channel Net Promoter “detractor” calls• Feedback by Frontline Associate on Issues & Experience• Dashboard for immediate feedback with improvement recommendations• Aggregate data by channel/ comparison across channels

PROMOTERS AND PASSIVEAssign Operational AccountabilityEvolution to Desired Experiences

• Metric Identification & Cross-Silo Accountability by Customer Experience• Accountability for proactive development of new experiences• Accountability for reactive improvement to issues identified

Passive

Diagnose Experiences toMove Passive Customers

Source: Fred Reichheld: The One Question You Need to Grow/ The Ultimate Question

3 Questions“Smart” Listening





Customer Growth

Connect The Silos

To Implement

DeliverNew Experience

In Stages

CustomerMetrics

4. Implement

5. Ongoing Improvement




Customer Growth

Leadership Inspires Differentiation

Become the ‘FedEx’ of Junk Removal

“Experience” Connection



Customer Growth

Great Experiences Yield Market Place Yield

1999 2000 2001 2002 2003 2004 2005

$70 million

$60 million

$50 million

$40 million

$30 million

$20 million

$10 million

1-800-GOTJUNKSystem Wide Revenue

50%124%

190%45%

64%

131%

50%% Revenue Growth

“Experience” Connection



Customer GrowthExample - First 90-Days PlanSTAGE ONE

Early Actions and Quick Wins

DNA/ Culture

DNA/ Culture

Customer Asset Metrics: Data We Have Now

Complaint Catcher Categories Created

First Pass Customer Segmentation

Customer Room Stage 1 Built

DNA/ Culture First Customer Loss Review Meeting

500 Calls to Lost Customers: Sort by Segment

100 calls by Staff400 calls by Research Company

DNA/ Culture First Customer Room Walk-Through

Complaint Catcher – Paper Version Begins

Lost Call Issues Attached to Moments of Truth

Diagnose Lost Call Issues –People/Process

First Complaint Catcher Trending

Complaint Priorities: Accountability & Timeline

DNA/ Culture Own the Call: Internal Service Standards

Internal Communication: 90 Days Roadmap

Marketing Back: to Customers

Hardwiring DNA : Initiate Key Repeatable Processes

911- What’s Happening and Why? Get Action Moving!

• Customer Asset Metrics• Customer Segmentation • Why We Lose Customers• Engage Organization • DNA/Culture Boost Actions

Key: Customer Metrics

Operational Accountability

Communication Internally and to Customers

Complaint Catcher



Customer Growth 6 INDICATORS OF SUCCESS For Organizational Transformation

1. Understanding = clarity of the work, creating value for the work

2. Alignment = clearly delineating and explaining how people’s work will change and still having them sign up for the work. Everyone agrees consistently what they work is and how they will do things differently as a result.

3. Engagement – for the process of building. Gain commitment of time and resources for guiding and participating in the development of the solution.



Customer Growth

4. TAKE Action = the tactical action of building the system, data collection, etc. These are the milestones people usually think of.

5. ENABLE Action = Success when because of what has been done (because of you) the organization is enabled to do something better or greater than what they’ve done before. For example, Claims now knows of complaints to take action on, accountability is attached by claims center, or issues are pushed to the frontline and organized by rep for coaching.

6. INFLUENCE Action = The company begins doing things differently because of how you helped them get to a different place and because of what you offered and how you offered it.

6 INDICATORS OF SUCCESS For Organizational Transformation (cont’d)



Customer Growth

Operational metrics of performance from top 10-20 moments of truth.

3. 5. 91. 2. 4. 6. 7. 8. 10.

Identify The Top Ten Customer Interactions

For each of the key moments of truth, baseline current performance and to establish the minimum acceptable performance. (MAP) and goal performance for the resolution and reduction of the issues.

9095

100105

MAP

GoalActual

Speed of answer* Average and Range

9095

100105

MAP

GoalActual

Handle time*

9095

100105

MAP

GoalActual

% of calls having to be transferred*

9095

100105

MAP

GoalActual

% of calls requiring call

backs*

2. Operational Accountability



Customer Growth

Jeanne Bliss www.customerbliss.comwww.twitter.com/jeannebliss425.444-7654

http://www.customerbliss.com/

Business

From Lip Service to Passionate Action: The Chief Customer Officer