The Successful Technique You Can Use to Transform Your Customer Experiences and Lower Costs, Improve Service & Grow Revenues simultaneously

Dr W. Edwards Deming’s famous quote “If you can’t describe what you are doing as a process, you don’t know what you’re doing” is truer today than ever in an increasingly customer-centric Outside-In world.

Perhaps we should upgrade the quote to encompass the focus on the customer?

“If you can’t describe what you are doing as relevant to a Successful Customer Outcome, you shouldn’t ought to be doing it”

Progressive Outside-In businesses understand this truth (think Amazon, Starbucks, BMW and Emirates) who are connecting everything they do to delivering these Successful Customer Outcomes. If activities and systems do not explicitly contribute to customer success they scrap them, and in doing so costs fall away, service improves and naturally, revenues grow.

Think about that for a moment from the customers perspective. It is certainly more pleasurable if interactions are simple and smoother. And if these experiences involve buying stuff, customers come back again and again for more. Even in public service, it stands to reason that reducing complexity will release more resources to do more meaningful work that delivers greater value to citizens.

So how would you approach your existing Customer Experiences and associated processes to move in this direction? Is there a formula that can be applied that is easy to use and produces immediate results?

Indeed, there is! We refer to this formula within the CEMMethod™, an approach developed originally in association with companies like Virgin and Southwest Airlines. The method, originally released in 2006, is now in version 11 and includes 50+ techniques that significantly improve business performance and customer success.

One of these techniques within the CEMMethod™ is referred to as the ‘Disruption Factor’ and quite simply allows you to calculate the potential for improvement in any Customer Experience. Additionally, it helps you pinpoint the areas that would benefit from immediate attention, and in doing so win the triple crown (lower costs, improved service, higher revenues).

If you want to know more about applying the Disruption Factor in your organization join us at the upcoming webinar register your interest here.

I will see you on the inside!

Additional Resources:

>> Disruption Factor Webinar –https://events.genndi.com/channel/BPGDisruptionFactor

>> Certified & Accredited CX Training
www.bpgroup.org/training

> More about me and the companies doing this stuff
www.stevetowers.com

> Rockstar CX with James Dodkins
http://www.rockstar.cx/podcast.html

> CEMMethod™
www.cemmethod.com

Customer Experience & Process Improvement transformation

Customer Experience Training, Accreditation and Certification https://www.bpgroup.org/training.html

The #CX and #CPP program for the next six months has just gone live! We are across USA, Europe, South Africa, Australia and the Middle East. If you are looking to upskill and achieve international recognition then review the new program. Is it great? Well don’t just take our word for it, watch this testimonial and review the others at
https://www.bpgroup.org/training.html

We hope to see you soon!

The ‘open’ program for the next six months operates in Johannesburg, Melbourne, Washington DC, Denver, London, Dubai, Orlando, Los Angeles, and more…

NEW Customer Experience Coaches

Increasingly enterprises are understanding the need to align everything they do with delivering Successful Customer Outcomes.
Disney refers to this as “True North” alignment.

As the science of delivering True North develops organizations are upskilling their leaders to mentor all employees, from the lunchroom to the boardroom.

In the vanguard of these new professionals are the trainers, coaches and mentors using proven tried and tested approaches from the world leading CX companies such as Zappos, Amazon, Emirates and Zara.

When you are tasked with delivering business change, whether that is through the Customer Experience or Process Transformation using the latest techniques (rather than outdated industrial age) will guide you to immediate success.
All BPG Coaches and mentors are qualified to implement the CEMMethod customised to the industry and challenges you face and with the objective of aligning everything to delivering Successful Customer Outcomes.

You can review some of the latest folks to become licensed to lead these CX and Process Transformations – link with them below and dig deeper.

http://www.bpgroup.org/licensed-coaches.html

Meet the Coaches & Mentors

Coaches licensed to consult, accredit and mentor.
There are 400+ additional coaches (under NDA) operating globally.
Steve Towers | Lizetter Akker | James Dodkins | Kerry Jackson | Morgan Jones | Chris Wix | Samir Asaf | Lyall Shapiro | Laxman Murugappan | Karen Feld | Fahad Altwijry | Kath Milne | Lucy Paddy | Chris Reeve | Meshan Morar | Cristian Matei | Molly Redenbaugh | Randy DeSpain | Susan Parker | Max Kochar | Wille Kraus | Alexandre Nevski | Veronique Roy |

http://www.bpgroup.org/licensed-coaches.html

Upcoming sessions in Johannesburg, Dubai, Washington DC, Denver, Sydney, London, Lake Como (Italy), Montreal, Brussels – see the latest dates and venues

What do you mean when you say ‘Outside-In’?

Outside-In is a regular theme during most of my keynotes, not least this last week here in Florida. A question asked from the floor related to the 30-second elevator test “can you explain to the CEO what this stuff is, why it is different, and how it reframes the work we do?”. I guess I was about to fudge and say this needs more than 30 seconds, and then remembered my two-slide explanation!
So, for those guys looking for a simple explanation, these two slides will do the job. I have put a bit of narrative in there also.

120+ in Florida at the keynote, 16 January 2018

Steve Towers Florida keynote
Florida keynote to top team of major global industrial corporation

The old, industrial-age traditional way of doing business.
We make products (and services). We look for the market to sell them in. We segment customers by circumstance and pitch our products to those segments. We add variations to the products to better fit certain niche segments. We build back-end systems and digital capabilities in this increasingly complex world. We are rigid, functionally oriented and abhor change.

Old Industrial Age thinking model

 

The new Outside-In customer-centric way.
We identify the customers we would like to do business with. We understand their needs (even when they may not know them themselves) and specific Successful Customer Outcomes (SCO’s).
We categorise customers by need. We then create the capability to deliver to these categories the SCO’s (both products, people and digital). Progressively we manage new and existing customer expectations to deliver success without exception. We are agile, innovative and attuned to 21st century needs.
21st century Outside-In business model

Let me know if this works for you.

Ciao, Steve

For the curious, the original slides came from a deck presented as a keynote in Sydney, Australia 3 years ago.
You can access that here:  http://bit.ly/SydneyPEX

The Shocking Truth about Customer Experience


The single biggest piece of advice I give to senior executives setting out on the Customer Experience journey is to STOP. Yes seriously, the vast majority of CX efforts are completely misaligned.

CX Efforts Misaligned

Don’t get me wrong the intentions are good. Unfortunately, it goes something like this:

  1. Top Team are listening and decide they need to get with this customer centricity/Outside-In/working backwards thinking.
  2. Senior Management makes noises that the customer is THE thing the business must focus on.
  3. The Executive engage the marketing and sales guys to get with it and start pushing the message.
  4. Functional leaders hear the noise and bluster. They start using the language, whilst thinking this is just more fluff and nonsense. They make the right noises for now but keep their heads down, because they know this will go the same way as so many other ‘strategic initiatives’.
  5. Fundamentally functional heads carry on working with the out of date reward system that promotes sub-optimal industrial age thinking and practice.
  6. The Executive see the usual inertia, results not coming through, apathy and indifference and decide their business isn’t really an Amazon.
  7. Top Team then reverts to just getting better at what we are doing, then when someone in ‘our industry’ proves it we will follow.
  8. Functional leaders breathe a sigh of relief and invest even more in industrial age systems and training. The illusion of doing something, in this case, is actually worse than doing nothing.
  9. The businesses failure is noted by customers who move to those who do understand and deliver Customer Experience success.
  10. The company becomes another footnote in the history books. Talked about at business schools and picked apart because of the failure to get the new Outside-In customer-centric mindset.

Making Customer Experience Successful everywhere all the time

This isn’t rocket science (unless you are NASA of course). Understanding that the structures and ways of working from the industrial age were NEVER designed to be customer-centric. They were established to make things faster by optimizing production lines.

And oh, don’t think because you are not in manufacturing you are OK. It is likely your complete ways of working will be making everything look like production management systems, with talk of leaning out, waste reduction, standardization, efficiency, productivity. Sound familiar?

Understanding this Customer Experience misalignment is fundamental.

I encourage doing three things before re-joining the CX road-march:

  1. Understand how big the gap is between what you are doing and what Successful Customer Outcomes you need to be delivering.
  2. Audit the current key performance indicators.
    Are they mostly about outputs?
    Usually, the balance will be 80% output metrics (like calls answered, Average Handle Times, Abandoned Rates, Projects completed on time to budget etc.).
    Meanwhile, the really important measures that tell you a Successful Customer Outcome is being achieved will only be a small proportion.
    What you measure is what you get and no amount of Customer Experience drum banging will work unless those measures of Outcomes become the most important.
  3. Create an awareness of what real CX success is all about.
    This isn’t just the stories. It is about the actual things on the ground that need to change. The WHY and the HOW go hand in hand. Often times upskilling a group of key players at all levels to make them Ambassadors for the Customer achieves way more than massive corporate investment in branding and image.

In conclusion, Customer Experience cannot be treated just like another corporate initiative. To achieve success requires a significant shift in mindsets, and when that is achieved the realignment of the Enterprise to Outside-In can really begin.

Want more guidance and tips like this?


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