janet le blanc leading customer experience transformation

1 | www.janetleblancassociates.com Confidential & Proprietary© Janet LeBlanc + Associates Inc. | Propriety and Confidential1 | www.janetleblancassociates.com Confidential & Proprietary


Mont Tremblant, Quebéc, Canada 1999


FROM LIP-SERVICE TO MEASURABLE CHANGE:

HOW TO DRIVE CUSTOMER CENTRICITY

[email protected]

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“To create the earth’s most

customer-centric company.”

Jeff Bezos, CEO Amazon.com


Organizations don’t

intentionally want to

deliver a bad customer

experience.


75% of senior leaders

say a superior customer

experience is their number

one strategic priority.


Most senior leaders

significantly

underestimate the time it

takes to lay the

foundation to build a

customer-centric culture.


What is your Customer-Centric

DNA


Strategic alignment on the ideal customer

experience

Passionate senior leaders who channel the

voice of the customer

Strong will to aggressively understand

customer requirements

Clear definition of what employees need to do

differently to deliver the ideal experience

Measurement and rewards to accelerate

change


only 35%

clearly

communicate a

shared vision of

the “ideal”

customer

experience.

CLEARLY COMMUNICATE A SHARED VISION OF THE IDEAL CUSTOMER EXPERIENCE.

MEASURE THE IMPACT OF CUSTOMER EXPERIENCE INITIATIVES ON BUSINESS PERFORMANCE.

HIRE CUSTOMER-FOCUSED EXECUTIVES.


Talk is cheap.

Customer-centric

leaders value action

over words.


Without strong executive

support and strategic

alignment, organizations

move too slowly, stagnate

and lose their way.


What’s important to my

boss, fascinates me.


63%

don’t consider

their companies’

leaders to be

customer centric.

ACT AS A ROLE MODEL FOR CUSTOMER-CENTRIC BEHAVIORS.

REGULARLY SHOWCASE EXAMPLES OF CUSTOMER-CENTRIC BEHAVIORS BY EMPLOYEES.

SPEND TIME INTERACTING DIRECTLY WITH CUSTOMERS.


Leaders who are in

touch with customers

have a special emotional

connection with them.


Customer experience leaders channel the

voice of the customer.

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IT TAKES A THOUSAND VOICES

TO TELL A SINGLE STORY.

NATIVE AMERICAN PROVERB


Less than

15% track

the cost of poor

quality and its

impact on the

customer

experience.

QUICKLY IDENTIFY AND RESOLVE TROUBLE SPOTS IN THE CUSTOMER EXPERIENCE.

USE CUSTOMER FEEDBACK TO IMPROVE CUSTOMER COMMUNICATION.

GATHER CUSTOMER FEEDBACK, IN REAL-TIME, TO IDENTIFY EARLY SIGNS OF CUSTOMER DEFECTION.

21 | www.janetleblancassociates.com Confidential & Proprietary© Janet LeBlanc + Associates Inc. | Propriety and Confidential21 | www.janetleblancassociates.com Confidential & Proprietary21 | www.janetleblancassociates.com Confidential & Proprietary

Customer-centric

organizations aggressively

seek to understand the

customer.


Customer-centric leaders

meet with employees and

customers constantly.


Get to know your

customers—for real.


Only

20%

report spending

time clearly

communicating

what customer-

centricity means

across the

organization.

CLEARLY DEFINE WHAT EMPLOYEES NEED TO DO DIFFERENTLY TO IMPROVE THE CUSTOMER EXPERIENCE.

GIVE EMPLOYEES THE AUTHORITY TO RESOLVE CUSTOMER ISSUES ON THE SPOT.

PROVIDE EMPLOYEES WITH THE RIGHT INFORMATION TO ADDRESS CUSTOMER ISSUES.


Clearly define the role of

customer experience

management within an

organization.


Everyone in the

organization must

understand their role.


There is nothing more powerful

than an organization whose resources are

laser focused on a clear and compelling outcome

with employees who know their role

in making it happen.

Chuck Feltz, Total Customer Experience Leaders Summit, 2013


Only

30%

track the

effectiveness of

customer

experience action

plans and

initiatives.

USE REWARDS, OTHER THAN MONETARY, TO REINFORCE CUSTOMER-CENTRIC BEHAVIORS.

TRACK THE EFFECTIVENESS OF CUSTOMER EXPERIENCE ACTION PLANS AND INITIATIVES.

REWARD AND RECOGNIZE THE ACHIEVEMENT OF CUSTOMER EXPERIENCE IMPROVEMENTS.


Leverage the power of

recognition to drive

change.


Feeling genuinely

appreciated lifts

people up.


Recognize employees

for delivering the

ideal experience.


Strategic alignment on the ideal customer

experience

Passionate senior leaders who channel the

voice of the customer

Strong will to aggressively understand

customer requirements

Clear definition of what employees need to do

differently to deliver the ideal experience

Measurement and rewards to accelerate

change


w w w . j a n e t l e b l a n c a s s o c i a t e s . c o m

C U S T O M E R E X P E R I E N C E L E A D E R S H I P

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