Developing a Customer Centric Organisation
24 - 25 June, Wellington | 15 - 16 July, Auckland
About
COURSE OBJECTIVE
Develop a roadmap for your organisation to transform into a profitable customer centric organisation
“If
you want to be challenged join me on this course. If you’re really
serious about changing the culture and focus of your organisation
you’ll get more than your money’s worth. We’ll look at what being
customer-centric really means and what it doesn’t. Why there are so
many New Zealand companies that might say they are and their customers
will attest they’re not. We’ll also look at the need for rethinking how
you do business from top to bottom and how you can achieve a win-win
situation for your firm, your customers and most importantly your
shareholders. And by doing so you’ll create a truly sustainable
competitive advantage that will be almost impossible to beat.” - Tom Agee
Is your organisation a truly customer centric organisation?
The
business world has long identified customer service as a crucial
differentiator for long term sustainable success. However, excellent
customer service goes beyond maintaining a pleasant level of service at
the front line or just keeping customers satisfied.
Customer
centricity is an all-encompassing approach that requires an
organisation to reorient their entire operating model around the
customer – which means organisations may even have to make dramatic
internal organisation changes and evolve from keeping customers
satisfied to impressing customers.
Developing a Customer
Centric Organisation is a practical course that examines and assesses
the big picture of customer centricity whilst helping you to develop
the capability to become more customer centric. You will emerge from
the course with valuable insights and perspectives in leveraging a
customer centric strategy to increase your profitability in the long
term.
7 GREAT REASONS TO ATTEND
1. Understand why and how customer centricity is more important than customer satisfaction
2. Increase business opportunities and profitability with customer centric strategy
3. Establish how a customer-centric strategy can increase profitability and shareholder value?
4. Find out how you can optimise customer-centric systems and processes cost effectively
5. Identify who your internal and external customers are and make necessary organisational changes to improve the situation
6. Overcome the disconnection between the concept of customer-centricity and financial accounting system
7. Gain buy-in from top management
Outline
Day One
Stepping Up to Customer-Centrics
• What is a customer-centric organisation?
• From pushing products to winning customers – relationship marketing
• What’s in it for you? What’s in it for the customer?
• Assessing how customer-centric your organisation is
• Identifying cultural changes necessary to ensure customer focus
Designing a Customer-Centric Organisation
A framework for analysing customer-centric marketing.
• Re-orienting the entire operating model around the customer
• Understanding the four stages of customer focus
• Building competitive advantage with “Wow” factors that customers value
• Developing systems, metrics and processes to monitor the consistency and success of its customer-centric strategy
Leveraging a Customer-Centric Strategy to Increase Profitability
• Aligning the operating model with a defined and quantified customer segmentation strategy – not all customers are equal
• How can a customer-centric strategy increase profitability and shareholder value?
• Customer retention strategy: increasing customer loyalty and ROI
• Understanding and calculating Customer Lifetime Value
Making Internal Organisational Changes: Walking the Talk
• The role of external customers, employees and partners
• Turning the organisational chart on its head
• “Moments of truth” that recreate your brand thousands of times a day
• Rethinking reward systems in customer-centric organisations
• The vital role of HR in building a customer-centric organisation
Day Two
Building Blocks of a Customer-Centric Organisation
• Customer experience as a strategic management tool.
• Making systems and processes more customer friendly whilst minimising costs and adding value
•
Collaborating across organisational silos: across functions, product
& service lines; integrating marketing and non-marketing functions
• Transforming an existing organisation using the sequential approach
Using the Full Power of Customer Insight
• Analysing the seven dimensions of your customers’ buying behaviour.
• Using research and technology to gather vital data
• Tailoring your service levels, pricing, and product development to better meet customer needs and ultimately profitability
• Achieving more efficient deployment of firm-wide resources
Measuring and Managing Customer-Centricity
• Customer profitability as a strategic management tool
• Key metrics in customer-centric organisations that would stand up to an external audit
• The disconnection between the concept of customer-centricity and financial accounting system - soft vs. hard measures
• “The Service-Profit Chain” and “Zero Defections” – getting bean counters on board
Avoiding Implementation Pitfalls
•
Understanding that this is neither simply a marketing initiative nor a
quick fix for poor customer ratings and or sagging sales
• Getting the CEO and top management on board from the start and are personally committed to implementing its strategies
• Developing cross functional teams to foster communication, co-ordination and cooperation
• Ensuring that staff at all levels “own” the programme and take responsibility for its success
• Never promising staff or customers anything you cannot deliver on
• Measuring the right things, i.e. both soft and hard measures to track results over time
Facilitator
Tom Agee, Senior Lecturer, Dept of Marketing, University of Auckland
Tom Agee is one of New Zealand’s best known marketing educators, writers, speakers and consultants.
For
more than a decade Tom has consistently been one of the top rated
lecturers in the Graduate Programmes of the University’s Business
School teaching a range of marketing topics, including service
marketing to managers representing a broad cross section of New Zealand
enterprises. He established AUT University’s degree in Marketing and
New Zealand’s first degree qualifications in Advertising. He has taught
on their Henley MBA programme, Otago University’s Executive MBA and
joined the University of Auckland in 1993 as a senior lecturer in the
Department of Marketing.
Tom is a popular conference speaker and
workshop presenter on customer service. He has presented to a broad
spectrum of New Zealand organisations including and is a prolific
writer, widely read by New Zealand marketing practitioners. His column
“One Consumer’s Opinion” has appeared regularly in NZ Marketing
Magazine since 1989 with more than 200 articles to his credit, a large
portion focusing on customer service issues. In fact, his article “So
you want to have a customer-centric organisation?” appeared in the
November/December 2007 issue of NZ Marketing Association’s member
magazine, DLB.
He has served on the judging panels of the
annual Marketing Awards, Advertising Agency of the Year and Pharmacy
Today Awards. In July 2004 he was inducted into the New Zealand
Marketing Hall of Fame for his long-term contribution to marketing in
this country - only the fourth person to be so honoured.
Tom Agee is also facilitating:
