Cutting through the Clutter

Simple Strategies for Long-Term Growth

BUSINESS STRATEGIES AT MY ORGANIZATION

There is open communication throughout all levels of my organization.

Strongly StronglyDisagree Agree 1 2 3 4 5

There is open communication throughout all levels of my organization.

My supervisor is an active supporter of the changes that affect our group.

Strongly StronglyDisagree Agree 1 2 3 4 5

My supervisor is an active supporter of the changes that affect our group.

I am asked for my input regarding the changes that affect my work.

Strongly StronglyDisagree Agree 1 2 3 4 5

I am asked for my input regarding the changes that affect my work.

Leaders in my organization help me see how changes made today will affect the organization’s future.Strongly StronglyDisagree Agree 1 2 3 4 5

Leaders in my organization help me see how changes made today will affect the organization’s future.

My organization gathered customer data that helped define and form our strategy.

Strongly StronglyDisagree Agree 1 2 3 4 5

My organization gathered customer data that helped define and form our strategy.

The last business strategy launched by my organization yielded extremely positive results.

Strongly StronglyDisagree Agree 1 2 3 4 5

The last business strategy launched by my organization yielded extremely positive results.

Which barrier to success is most prevalent in your organization?

1. Time 2. Money3. Short Term Thinking4. People5. Fear

Which barrier to success is most prevalent in your organization?

CUTTING THROUGH THE CLUTTER

Evolve’s Strategic Framework

Why Do Strategies Fail? Lack of Validation– Strategies are often designed without customer input that

links to business performance

Lack of Alignment– Employees are not engaged and fail to carry out the tactics

that support the strategy– The corporate culture has not communicated the Importance

of the strategy or established clear accountability

Simple Strategy For Long-Term Growth Make validated, data-driven decisions– Validation – Your Customers have positively indicated

that the strategy will improve your relationship and increase their spend with you

Align employees to deliver on the validated strategy– Alignment – Your employees are on board and fully

informed about their role in the strategy

Validating Your Strategy Gather un-biased customer data that either

proves or disproves your hypothesis Design your strategies so that they provide

value to your customers. Value that will positively impact your organization’s performance

Leveraging Customer EngagementUnderstanding the Health of Customer Relationships to drive your Strategies

Your Customer’s psychological commitment to the organization

Level of commitment has huge impact on profitability

Strategies can be validated by studying “Engagement Drivers”

What is Customer Engagement?

Helps us understand what drives business performance with Customers

Allows us to understand what conditions must exist to build a better relationship, thereby increasing profitability

Why Measure Customer Engagement?

• Overall Satisfaction• Likelihood to continue to do business• Likelihood to recommend

• Organization stands above most others in its commitment to customer service

• Organization shows Customers they really appreciate their business

• Can always trust organization to keep its promises

Loyalty

Differentiation

Respect

Trust

Customer Commitment Index (CCITM)

Driving Customer Engagement – Sales• People showed genuine

enthusiasm for their jobs and for their customers

• My salesperson always put my needs first & had my best interest at heart

• People made me feel confident they can tackle the toughest challenges

• How well problem was handled (if had one)

• People took real pride in being best at what they do; driven to make things better

5.7

3.6

FullyEngaged

3.2

2.1

1.9

(Odds Ratios)

Aligning Your Organization Leverage the engagement of your employees

to drive better performance Create clear expectations and

communications so that each employee knows their role

Measure the level of employee commitment to gauge the organization’s alignment

Employee Engagement

Leveraging the Team to Deliver on the Strategy

What is your definition of an Engaged Employee?

Active Disengagement…

Active Disengagement…

Active Disengagement…

What is Employee Engagement?

Employee Engagement = Business Performance

Psychological/emotional commitment to an organization

Engagement happens with each interaction

Managers are responsible for each employee’s level of engagement

What is Employee Engagement?

Engaged teams are more productive, profitable, and efficient

The level of Employee Engagement can be changed

Why do we Measure Employee Engagement?

The Payoff

Series1

-70%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

-27%-31%

-51% -51%

-62% -60%

12%18%

12%

Chart Title

Turnover

Absenteeism ShrinkageSafety

Incidents

CustomerLoyalty

Productivity

High- Turnover

Orgs.

Low- Turnover

Orgs.

Profitability

Workmanship Defects

Engaged Employees are more willing and able to engage their Customers.

HighCustomer

Engagement

Sales teams in the top quartile for “My Engagement” are 3.4 times more likely to earn high Customer Engagement scores than teams with lower Employee Engagement scores.

3.4

Sales

My Job

MyManager

My TeamMy Customers

My Growth

Myorganization

The basics of the workplace

Perceptions of manager behavior

Teamwork, trustPerceptions of Customer care Perceptions of

growth trajectory

Employee loyalty and pride

Employee Commitment Index (ECITM)

Summary Validate your strategies by obtaining Customer

feedback that draws a clear correlation between your strategy and business performance

Align the organization around the strategy by understanding the state of the work environment, then removing barriers so Employees can deliver on the strategies

Q&A