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7. Customer Measurement

Clear focus on target customers Measure loyalty not just satisfaction Rapid feedback to the front-line Focus on those factors that drive profit, not just the bottom line. 7. Customer Measurement.

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7. Customer Measurement

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  1. Clear focus on target customers Measure loyalty not just satisfaction Rapid feedback to the front-line Focus on those factors that drive profit, not just the bottom line. 7. Customer Measurement “The more you engage with customers the clearer things become and the easier it is to determine what you should be doing.” – John Russell, President, Harley Davidson Europe location.filemname.PPT 1

  2. Common Practice Focus on sales and profits Brand = image, positioning, name, logo Managing against results Uncommon Practice Courage of convictions; delivering the value proposition drives profits and growth The customer experience is the brand Coach the behaviors, not the results Leadership: Uncommon Practices “Great companies measure and coach employee’s behaviors. They expect to make their numbers. Leaders are people who help people figure out how to make the results.” Scott Kisting, Merrill Lynch location.filemname.PPT 2

  3. Common Practice Focus on productivity Customer satisfaction vs employee satisfaction Rigid hierarchy and a “command and control” culture Uncommon Practice Focus on customer value Customer satisfaction and employee satisfaction are inseparable “All hands” culture where everyone does what is necessary to deliver the Value Proposition People: Uncommon Practices “It’s the job of every person in this company to reinforce the culture .. . As we focus more and more on operating efficiency, there is no trade-off on the customer experience.” Jeff Bezos, Amazon.com location.filemname.PPT 3

  4. Common Practice Making business decisions based on intuition or operating factors only Compensation based on economic results with bonuses focused on top leaders Managing processes for efficiency Uncommon Practice Making business decisions based on a factual understanding of customer needs and expectations Compensation based on both economic and customer results with bonuses shared among employees Managing processes for customer value and continuous improvement Business Practices: Uncommon Practices location.filemname.PPT 4

  5. Lost At Sea . . . A Leadership Story Competence Character location.filemname.PPT 5

  6. “Leadership is the capacity and the will to rally men and women to a common purpose, and the character that inspires confidence.” Lord Montgomery location.filemname.PPT 6

  7. At the Heart of Leadership . . . A leader’s character is built by: • Consistency: Doing what you say you will do over time • Competence: Continually learning and demonstrating relevant knowledge and expertise • Concern: Genuinely demonstrating sensitivity to the thoughts, feelings, and experiences of others • Commitment: Persevering to achieve goals despite obstacles and setbacks • Conviction: Knowing what is right and then doing it Credibility location.filemname.PPT 7

  8. “Truly effective leaders channel their ego needs away from themselves and into the larger goal of building a great company. They look out the window and give credit to factors outside themselves when things go well. They look in the mirror and take responsibility, never blaming bad luck when things go poorly”Jim Collins – Good to Great location.filemname.PPT 8

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