This presentations shows you how you can create a customer centric culture into your organisation. All techniques presented here are proven to work in organisations all over the world. Do not hesitate to contact me for a discussion on how to implement it in your organisation. Connect with me in LinkedIn: http://linkedin.com/in/janneohtonen

1. Creating CustomerCreating Customer
Centric CultureCentric Culture
for yourfor your
organisationorganisation
© Janne Ohtonen 2013
http://linkedin.com/in/janneohtonen

2. • Creating Customer Centric Culture –overview
• Supporting elements for customer centric culture
• Customer Centric Transformation
• Effect of cost cutting vs. Effect of improving customer experience
• Organisational Resilience Levels
• Becoming a customer value leader
• Customer Experience Innovation (CEI) Framework
• Innovation is a critical part of customer centricity
You are in the customer experience business –
whether you know it or not.
For most companies, customer experience is the single greatest
predictor of whether customers will return – or defect to a competitor.
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Content
Source: Forrester Research, 2012

3. Customer Centric TransformationCustomer Centric Transformation
Page  3
The traditional
perspective is partly
valid, but also quite
complicated...
And actually,
the customer is
missing from this
customer centric transformation model!
Here the
agility of
change is lost
and the
initiative
becomes slow,
expensive and
very
cumbersome.
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen

4. However, customer needs toHowever, customer needs to
be in the centre of all actionbe in the centre of all action
o Strategy practices aligned to business processes
o Customer understanding practices (wants, needs, motivations)
o Value adding design and project management practices
o Customer centric measurement practices (balanced scorecard,
metrics, etc. focusing on successful customer outcomes)
o Customer centric governance, culture and leadership
o Human resources & IT supporting creating customer outcomes
o Training people to customer centric techniques and terms
o Creating customer value through marketing and branding
o Increasing customer centricity and process maturity
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5. Supporting elements for customer centric cultureSupporting elements for customer centric culture
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen
Source: NextTen
Page  5

6. OrganisationalOrganisational
Resilience LevelsResilience Levels
Page  6
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
 Company views customers through the lens of their own goods and
services.
 They assure that customers are centre of their business, but they are
very rigid.
 Systematically gather customer information and channel it to internal
departments.
 Though they understand customers, they still see the world through
their offering and are organised by geography or product.
 They focus on the problems their customers are trying to solve.
 But they still match what customers want with what they
themselves produce.
 Focus on customer wants and problem base. Level 4 company is more
attached to producing solutions to those problems than it is to the
products and services it offers. They deal well with their
organisational barriers. They talk about the Succesful Customer
Outcomes!
Source: Ranjay Gulati
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen

7. Becoming a customer value leaderBecoming a customer value leader
TIME
HARNESSINGCUSTOMERVALUE
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8. Customer ExperienceCustomer Experience
Innovation (CEI) MethodInnovation (CEI) Method
Page  8
DISCOVER
PLAN
IMPLEMENT
Priority &
Importance
Discovery
Priority &
Importance
Discovery
Discover
Customer
Interactions
Discover
Customer
Interactions
Discover
Decision Points
Discover
Decision Points
Discover
Internal
Interactions
Discover
Internal
Interactions
Identify
Successful
Customer
Outcomes
Identify
Successful
Customer
Outcomes
Plan
Implementation
Tranches
Plan
Implementation
Tranches
IterateIterate
Develop Action Plan
to improve
Develop Action Plan
to improve
Customer &
Organisation
Journey
Mapping
Customer &
Organisation
Journey
Mapping
Customer
&
Stakeholder
Discovery
Customer
&
Stakeholder
Discovery
Plan Customer Centricity
Roadmap
Plan Customer Centricity
Roadmap
Implement
”Quick Wins”
Tranche
Implement
”Quick Wins”
Tranche
Implement
”Customer Value”
Tranche
Implement
”Customer Value”
Tranche
Implement
”Advanced Customer
Value”
Tranche
Implement
”Advanced Customer
Value”
Tranche
Plan metrics based on
customer outcomes
Plan metrics based on
customer outcomes
Source: NextTen
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen

9. 2. Adjacent Innovation
 Low risk, small rewards
 Using existing capabilities
 Actually not innovation at
all…
 ”Offer the same old SIM
card plan with a new
name and package”
1. Incremental ”Innovation”
 Balanced, medium risk
and rewards
 Leverage current
offerings, brand,
distribution and sales
activities
 ”Offer new SIM plans with
new features (mins, etc.)”
 High risk, large rewards
 Creating new capabilities
 Distruptive improvements
 Brings the best profits
 ”Offer new sercices that
has fully synced
information across media”
3. Disruptive Innovation
Innovation is a critical part of customer centricityInnovation is a critical part of customer centricity
Page  9
Same as present Adjacent to New to the
present company
New to the
company
Adjacent to
current offering
Same as
current offering
PRODUCT/SERVICE/TECHNOLOGY
TARGET CUSTOMERS
1. INCREMENTAL
“INNOVATION”
2. ADJACENT
INNOVATION
3. DISTRUPTIVE
INNOVATION
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen

10. Summary of customer centric cultureSummary of customer centric culture
• Creating customer centric culture into an organisation requires
the organisation to view everything they do from the customer
perspective.
• Customer Centricity has to be driven as strategic business
initiative.
• With right kind of approach, training and change management it
is possible to see the first positive results within months.
• Both research and organisation specific ROI calculations proof
that customer centricity has direct impact to revenues and
profits.
• I am one of the world’s leading experts for practical
implementation of customer centric culture.
Page  10
“You should never put aside the need for profits when you fund
customer experience projects.”
– Harley Manning, Forrester Research, 2013.
© Janne Ohtonen 2013 - http://linkedin.com/in/janneohtonen

11. CONTACT ME FORCONTACT ME FOR
PRACTICALPRACTICAL
IMPLEMENTATIONIMPLEMENTATION
OF CUSTOMEROF CUSTOMER
CENTRIC CULTURE!CENTRIC CULTURE!
http://linkedin.com/in/janneohtonen