5. A customer is the person you are working
for. The one you serve. He is the user of
your products. He knows the best how to
use your products and make them even
better. He talks about you and your
products. He experiences your services.
He should be feeling important,
welcome, embraced, connected,
recognized. He is the one why you are in
business. Without him you’ll be out of that.
6. But…
Do you know your customer? Do you
understand his needs, wishes, plans,
values? Do you know what your
customer expects from you, and your
products or services? And are you
delivering at these expectations? Or
even beyond them? Do you offer him the
best value possible? Are you consistently
delivering in a way that satisfies and
even surprises your customer?
7. And…
Do you think that your customer will
give the same answers to those
questions as you did?
8. Many companies spend
most of their marketing
budgets in lead
generation/new
customer acquisition
and invest 20% or less in
their own customers
18. It’s about
Being interested in human beings, not in
figures, numbers etc.
Spending time and money to get to know
the users of your products
Continuously engaging with real people
Willing to build a customer-centric business
Delivering lasting moments on top of
valuable products and services
19. ‘A deep understanding of the users of
your products and services, leads to
new perspectives which, in turn, spawn
novel solutions’
d.school
21. Unfortunately 79% of business leaders
have only a generalized or superficial/
absent understanding of their
customers…
IBM research
22. And 60% of marketers
doubt if they can identify their
loyal customers…
Acxiom/Loyalty360
23. And 60% of marketers
doubt if they can identify their
loyal customers…
let alone their customers’
needs and expectations
24. Do you know what your customers
EXPECT from your products and
services?
25. Do you know what your customers
EXPECT from your products and
services?
90% of businesses don’t
Smart Advantage
26. Reasons why:
no direct interactions with customers
unwillingness to ask about
expectations
unpreparedness in addressing them
Pheng & Nguan
27. When decision makers do not fully
understand customer’s expectations,
they may cause a chain of bad
decisions and suboptimal resource
allocations that result in poor service
quality
Gap analyses
28. Management
perceptions of
customers’ expectations
gap 2
ORGANISATION
• Ineffective
management of
customer expectations
• Overpromising
• Inadequate horizontal
communications
Communications with
customers
Translation of
perceptions into services
quality specifications
gap 3
gap 4
Service/product delivery
• Absence of customer
driven standards
• Inadequate service
leadership
• Poor service design
• Deficiencies of
human resource
policies
• Failure to match
supply and demand
• Customers not
fulfilling roles
gap 1
Actual
service/product
CUSTOMERS
Closing this
customer gap will:
• enhance customer
satisfaction
• enhance customer
loyalty
• develop the
lifetime value of
the customer
Past experiences
Perceived
service/
product
gap 5
Expected
service/
product
Actual personal
problems, needs &
wishes
Worth of mouth
• Inadequate market
research orientation
• Lack of upward
communication
• Insufficient
relationship focus
29. A customer experience starts with a
personal question, need or wish;
which solution is worth paying for
30. But why should people choose YOUR
COMPANY to solve their problems?
31. Why should consumers spend their
most valuable and scarce resources
- money, time and attention - on you?
32. You only EARN these by meeting the
needs of your customers surprisingly
well
34. ‘In high performing organizations,
everything starts and ends with the
customer. This is a radical shift from
organizations whose business design
puts customers as the end-receiver of
the chain.’
Ken Blanchard
35. Marketers might think that putting
their customers in the heart of their
organization equals CRM, database
marketing or marketing intelligence
36. But having a customer-centric
organization is not the same as:
Having an up-to-date client database
Using profiles and scenarios of your
average client or target group
Asking feedback from clients when
product modifications have been
developed
38. It means watching at and listening to
real people when you have a business
or product idea or assumption;
focusing on your customers’ needs,
whishes and perspectives
39. If you do so, you’ll let real customers
involve in the way your products and
services are conceived, designed,
delivered and experienced
40. But how do you get in contact, and
keep in touch with your customers?
And how can this contact be
effective?
43. Rather than receiving e-mails, news
letters or push-tweets consumers want
to engage in debate, co-create, share
experiences and stories, and build
engaging relationships with organizations that are truly looking for customer
insights to make their customers happy
44. Especially with organizations that are
reliable, value sustainability, adopt
mindful consumption, and have the
drive to innovate, and are able to
make a difference
45. It’s a fact:
Organizations that work closely with
their customers and end-users, design
and develop better, more relevant and
more consistent high-impact solutions
for people’s problems, needs or wishes
46. So, empower your organization to
engage with customers to design
sustainable products and excellent
service which creates lasting
interactions and experiences
47. Most executives believe that customer
engagement is extremely important to
their business. Nearly 90% say that
customer relationships are very
important to the success of their
business
The Economist
48. More important; companies with
engaged customers enjoy: improved
customer loyalty (80%), increased
revenue (76%), and increased profits
(75%)
The Economist
49. REMEMBER,
Customer engagement isn’t realized by
a set of isolated interactions. It’s about
cooperation, involvement, consultation
and dialogue. You have to recognize that
the interactions with your customers are
based on an ongoing dialogue of equals
to nurture trust and form meaningful
relationships
