progressive insights & the chip bell group 1 crafting a service strategy for customer advocacy...

Progressive Insights & The CHIP BELL Group 1

Crafting a Service Crafting a Service Strategy for Customer Strategy for Customer

AdvocacyAdvocacy

Progressive Insights, Inc.Progressive Insights, Inc.

&&

The CHIP BELL GroupThe CHIP BELL Group

2 Progressive Insights & The CHIP BELL Group

What is a Customer Centric Culture?What is a Customer Centric Culture?

Compelling Focus

Magnetic Values

DynamicAlignment

TargetedAffirmation

Field-ReadyTalent

PartneringStructures

IntegratedDiscipline

ServiceLeadership

CustomerCentric

Culture


Characteristics of Customer-Characteristics of Customer-Centric CulturesCentric Cultures

They have a They have a Compelling FocusCompelling Focus……Their motivation for a strong and Their motivation for a strong and enduring customer focus comes from enduring customer focus comes from moremore than simply an economic, than simply an economic, financial or marketplace advantage.financial or marketplace advantage.They have a clear service vision that They have a clear service vision that permeates the organization and is permeates the organization and is used as a touchstone for all their plans used as a touchstone for all their plans and practices.and practices.


They have They have Magnetic ValuesMagnetic Values……They honor a few key values that They honor a few key values that draw out the very best is people draw out the very best is people and hold them to proper conduct. and hold them to proper conduct. Customer focus is one of those key Customer focus is one of those key values.values.They craft a distinctive They craft a distinctive “brandable” customer experience “brandable” customer experience that flows out of their vision and that flows out of their vision and values and is in sync with their values and is in sync with their total offering (across all customer total offering (across all customer touch points).touch points).

CharacteristicsCharacteristics of Customer-Centric of Customer-Centric CulturesCultures


They insure They insure Dynamic Alignment…Dynamic Alignment…They use broad based employee They use broad based employee participation and “over-participation and “over-communication” as vital tools to learn, communication” as vital tools to learn, early warn, improve, and implement as early warn, improve, and implement as well as to foster employee well as to foster employee commitment.commitment.They have clear corporate-wide They have clear corporate-wide standards and norms designed to standards and norms designed to promote consistency both in service to promote consistency both in service to customers and lateral service to customers and lateral service to colleagues.colleagues.




They use They use Targeted AffirmationTargeted Affirmation……They create a work environment that They create a work environment that is positive and affirming, knowing that is positive and affirming, knowing that happy employees create happy happy employees create happy customers.customers.They use a host of ways to provide They use a host of ways to provide recognition for individuals and teams recognition for individuals and teams that excel in promoting customer that excel in promoting customer loyalty. Recognition is precise, not loyalty. Recognition is precise, not vague, leaving little doubt as to the vague, leaving little doubt as to the behaviors valued.behaviors valued.



They have They have Field-Ready TalentField-Ready Talent……They have selection, on-boarding and They have selection, on-boarding and continuous training that reflect a continuous training that reflect a strong customer focus.strong customer focus.They insure employees are given the They insure employees are given the responsible freedom (empowerment) responsible freedom (empowerment) to solve most customer issues, to solve most customer issues, recognizing that any time an issue is recognizing that any time an issue is elevated, likely reduces the customer’s elevated, likely reduces the customer’s perception of service.perception of service.



They nurture They nurture Partnering StructuresPartnering Structures……Systems, procedures, policies are Systems, procedures, policies are crafted with a goal of fostering crafted with a goal of fostering seamless service unencumbered by seamless service unencumbered by bureaucracy and delay. Great bureaucracy and delay. Great teamwork and partnership are teamwork and partnership are supported and resourced.supported and resourced.They use well-practiced service They use well-practiced service recovery for customer intelligence and recovery for customer intelligence and process improvement (root cause process improvement (root cause analysis), not just for damage control analysis), not just for damage control at the front line.at the front line.



They have an They have an Integrated DisciplineIntegrated Discipline……Customer metrics (based on loyalty-Customer metrics (based on loyalty-

drivers) are integrated into drivers) are integrated into performance management, leadership performance management, leadership accountabilities and incentives.accountabilities and incentives.Balanced scorecards promote Balanced scorecards promote responsible company management.responsible company management.They thrive on continuous customer They thrive on continuous customer feedback and customer intelligence feedback and customer intelligence used to drive continuous improvement.used to drive continuous improvement.



They rely on They rely on Service LeadershipService Leadership……Leadership demonstrates through Leadership demonstrates through their daily actions that a customer their daily actions that a customer focus is crucial to the success of the focus is crucial to the success of the organization.organization.Leaders are selected for the potential Leaders are selected for the potential to inspire and influence service to inspire and influence service excellence; their training includes skill excellence; their training includes skill development in effective service development in effective service leadership.leadership.


Crafting a Service StrategyCrafting a Service Strategy

Service Vision

Leadership Plan Communication Plan

Selection & Tools & Communications Customer Recognition Orientation Training Feedback/Intelligence & Incentives

Mgt. Vision

SWOT

Customer Value

Employee Value

Values Standards Norms Metrics BPI

Quick Wins Key Loyalty Drivers

Alignment Process

Alignment Process


What Does a Service Vision Do?What Does a Service Vision Do?

It communicates your precise customer It communicates your precise customer focus.focus.

It identifies how you will be unique and It identifies how you will be unique and distinguished in the eyes of customers.distinguished in the eyes of customers.

It provides a tool for aligning energy and It provides a tool for aligning energy and effort so customers enjoy consistency effort so customers enjoy consistency and reliability…no matter the type of and reliability…no matter the type of customer.customer.

It serves as a grounding for standards, It serves as a grounding for standards, norms, metrics, and practices.norms, metrics, and practices.

It becomes the “lens” through which It becomes the “lens” through which every decision or action impacting the every decision or action impacting the customer is examined.customer is examined.


The CThe CHIPHIP B BELLELL Group Group

The service vision of The CThe service vision of The CHIPHIP BBELLELL Group is to provide selected Group is to provide selected clients with relevant service clients with relevant service wisdom they experience as wisdom they experience as incredibly empowering and incredibly empowering and surprisingly simple that is surprisingly simple that is delivered through a valued delivered through a valued partnership.partnership.


The CHIP BELL GroupThe CHIP BELL Group ExperienceExperience

Access that is easy, quick and perpetual; Access that is easy, quick and perpetual; response that is stunningresponse that is stunning

A consulting style that is generous, A consulting style that is generous, approachable, professional and slightly approachable, professional and slightly wildwild

Practice methods that are creative, Practice methods that are creative, practical and low maintenance practical and low maintenance

Contributions that are cutting edge and Contributions that are cutting edge and focused on client replication for successfocused on client replication for success

Client and associate dealings that would Client and associate dealings that would make even our mama’s smilemake even our mama’s smile


A Service Vision Checklist

Is it memorable? Is it in sync with the corporate mission, the organization’s SWOT, and what customers will value? Does it have a “jump start” quality? Does it describe a service experience? Will it likely be helpful in keeping the organization aligned? Will it likely engender pride among employees?


Standards and NormsStandards and Norms

A A CORPORATE STANDARDCORPORATE STANDARD is a set of written is a set of written instructionsinstructions to ensure performance occurs to ensure performance occurs consistentlyconsistently across the organization in those across the organization in those incidents or outcomes where incidents or outcomes where consistency is aconsistency is avirtue. virtue.

A A BEHAVIORAL NORMBEHAVIORAL NORM is an observable way of is an observable way of behaving or a predictable performance pattern that behaving or a predictable performance pattern that is aligned with the service vision, in sync with a is aligned with the service vision, in sync with a corporate standard, yet unique to a particular unit. corporate standard, yet unique to a particular unit.


Standards and NormsStandards and Norms

A A CORPORATE STANDARDCORPORATE STANDARD communicates communicates what you strive to what you strive to BEBE, every time, in a similar , every time, in a similar fashion, across the organization so your fashion, across the organization so your customers get a consistent style, attitude, or customers get a consistent style, attitude, or manner.manner.

A A BEHAVIORAL NORMBEHAVIORAL NORM describes what you describes what you strive to strive to DODO, every time, in the same fashion, , every time, in the same fashion, across a unit, so your customers get across a unit, so your customers get consistent action, effort, or execution. consistent action, effort, or execution.


Corporate Standards:Corporate Standards: The Chip Bell GroupThe Chip Bell Group

Service VisionService Vision: (Why we exist and the experience we seek to create): (Why we exist and the experience we seek to create) To provide selected clients with relevant service wisdom they To provide selected clients with relevant service wisdom they

experience as incredibly empowering delivered through a experience as incredibly empowering delivered through a valued partnership which clients perceive as incredibly valued partnership which clients perceive as incredibly empowering and surprisingly simple.empowering and surprisingly simple.

Corporate StandardCorporate Standard: (What we strive to BE): (What we strive to BE) Access to CBG will be perpetual and easy; our response will Access to CBG will be perpetual and easy; our response will

be stunning.be stunning.

Behavioral NormBehavioral Norm: (What we strive to DO): (What we strive to DO) All associates will be reachable by phone 24/7 unless in flight All associates will be reachable by phone 24/7 unless in flight

or directly engaged with a client; all phone calls are returned or directly engaged with a client; all phone calls are returned hourly; all e-mails are answered within three hours of receipt.hourly; all e-mails are answered within three hours of receipt.


Service Strategy Implementation PlanService Strategy Implementation PlanOverview of the StepsOverview of the Steps

Phase I – 1Phase I – 1stst and 2 and 2ndnd Quarter Quarter Conduct an Initial Service Strategy Conduct an Initial Service Strategy

AssessmentAssessment Develop a service strategy, including a Develop a service strategy, including a

draft service vision.draft service vision. Determine the key drivers of customer Determine the key drivers of customer

loyalty.loyalty. Finalize the service vision by the Finalize the service vision by the

Leadership Team (the “Group of 26”)Leadership Team (the “Group of 26”) Devise a Leadership and Devise a Leadership and

communication plan (On-Going)communication plan (On-Going) Reaffirm Corporate Values, Craft Reaffirm Corporate Values, Craft

Corporate Standards & Norms for a Corporate Standards & Norms for a Service CultureService Culture


Phase II – 3Phase II – 3rdrd Quarter Quarter Roll out the final service vision to all Roll out the final service vision to all

employees and get their input/help with employees and get their input/help with key barriers to great service.key barriers to great service.

Implement Several Small Service Vision-Implement Several Small Service Vision-Aligned Actions (Quick Wins)Aligned Actions (Quick Wins)

Focus on improving responsible freedom Focus on improving responsible freedom (empowerment) throughout the (empowerment) throughout the organization (On-Going)organization (On-Going)

Educate all employees on the importance Educate all employees on the importance of great service, as well as the service of great service, as well as the service vision and standards and solicit their vision and standards and solicit their input.input.



Phase III – 4th Quarter Phase III – 4th Quarter Develop system wide and major unit Develop system wide and major unit

customer service metrics based on the customer service metrics based on the service vision and key drivers of service vision and key drivers of customer loyalty.customer loyalty.

Develop behavioral norms for both the Develop behavioral norms for both the entire organization as well as specific entire organization as well as specific units aligned with the Service Vision units aligned with the Service Vision and Corporate Standardsand Corporate Standards

Review key processes, practices, Review key processes, practices, policies, and procedures for alignment policies, and procedures for alignment with the service vision, standard and with the service vision, standard and norms.norms.

Begin Employee Service Improvement Begin Employee Service Improvement TeamsTeams



Phase IV – 1Phase IV – 1stst Quarter Next Year Quarter Next Year Align the Employee Selection Criteria Align the Employee Selection Criteria

with the Service Vision, Values with the Service Vision, Values Standards and Norms (On-Going)Standards and Norms (On-Going)

Insure the Recognition/Affirmation Insure the Recognition/Affirmation Process affirms great customer Process affirms great customer service (On-Going)service (On-Going)

Provide orientation, training, and Provide orientation, training, and tools that promote customer service tools that promote customer service competence and confidence. (On-competence and confidence. (On-Going)Going)

Implement new processes to improve Implement new processes to improve lateral service to eliminate siloslateral service to eliminate silos




Phase V – 2Phase V – 2ndnd Quarter Next Year Quarter Next Year Design periodic customer feedback Design periodic customer feedback

and customer intelligence devices and customer intelligence devices for service improvement and to for service improvement and to update the understanding of update the understanding of customer expectations. (On-Going)customer expectations. (On-Going)

Reinforce the vision, standards and Reinforce the vision, standards and norms in performance management norms in performance management processes. (On-going) processes. (On-going)


Phase VI – 3Phase VI – 3rdrd Quarter Next Year Quarter Next Year Improve partnership between units Improve partnership between units

and teamwork within units to and teamwork within units to promote a seamless customer promote a seamless customer experience (On-Going)experience (On-Going)

Develop a balanced score card for Develop a balanced score card for accountability including consideration accountability including consideration of incentive compensation awards.of incentive compensation awards.

Implement methods for service Implement methods for service problem (not symptom) resolution problem (not symptom) resolution and prevention, including a system and prevention, including a system wide service quality philosophywide service quality philosophy




Phase VII – 4Phase VII – 4thth Quarter Next Year Quarter Next Year Launch on-going service training Launch on-going service training

for leaders, suppliers, and for leaders, suppliers, and vendors including certification vendors including certification processes (e.g., ISO type processes (e.g., ISO type designations). (On-Going)designations). (On-Going)

Develop a service recovery Develop a service recovery evaluation, redesign and evaluation, redesign and education planeducation plan


Service Success is aJourney, Not a Destination

progressive insights & the chip bell group 1 crafting a service strategy for customer advocacy...

Documents

characteristics of customer

customer loyalty

customer intelligence

customer issues

strong customer focus

enduring customer focus

customer touch points

chip bell group slide