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establish the strategy, processes, and policies for increasing that value and managing the customer experience. It is then up to customer-facing teams to coordinate to implement management s strategic intent and directives. The company is now in a position to incent, reward, and assess performance based on changes in customer value. Rather than traditional volume-based benchmarks, such as sales, companies can ask how much has the profitability of the customers under your watch changed Realignment around customers involves balancing a product-driven environment with manageable steps to make better use of customer insight. By mapping the experiences of customers across channels and at each stage of the customer life cycle, a company gets a clearer picture of where the gaps in execution are taking place. It can then identify which organizational capabilities it must improve upon to close the gaps, including people, processes, infrastructure, and culture. The final step is to prioritize the needed capabilities and draw action plans for achieving results in a manageable time frame.
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Executives must evaluate their company s ability to proactively manage its customer portfolio. They should ask some of these questions: Can we build a single view of our customers using all available data sources How quickly can we merge an acquired firm s data into ours And with what level of data integrity Do we understand the profitability (and drivers) of our existing customers Are we more product-centric than customer-centric in our understanding of profitability How do we create and target customer segments Is each defined segment distinct and manageable If we acquired a company today, could we rapidly determine which of our customers might be interested in a unique product offering of the acquired company Likewise, how long would it take to tailor a pitch to our new customers about products we currently offer How would we identify those desirable customers who are at greatest risk of leaving
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chapter 6
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how to measure and manage customer value
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Can we create high-volume, opt-in e-mail campaigns that provide a highly personalized communication with compelling response rates Can our managers and customer service reps access customer profiles on their desktops, allowing for smarter customer interactions Affirmative answers to these questions and the ability to execute customer-centric strategies can mean the difference between meeting or disappointing the expectations of shareholders and owners. Customer value insight drives success. Measuring and acting on customer value is proven to deliver higher profitability, organic growth, and competitive advantage. But the why behind customer value is not the problem. It is the how that gets overlooked. The result is that most companies have not captured the substantial benefits from more loyal and profitable customer relationships. At least not yet. By refocusing customer strategy, retooling measurement mechanics with aid from the CIO function, and taking steps to realign the organization around customers, companies unlock the vast profit potential of the customer asset. They retain and grow existing customers and acquire new high-potential customers that drive the greatest amount of profit today and in the future. Lasting competitive advantage is not far behind.
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part 3 distinguishing high from low economic customer value
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Why Do Customer-Related Costs Matter Increasing shareholder wealth comes down to three areas: costs, potential customer value, and customer needs. When companies do not sufficiently understand these three areas, they end up placing customers into the wrong value buckets. This ripples out to sub-optimal managerial decisions, the misallocation of marketing and sales resources, and the familiar outcomes of lower profits, slower growth, and no competitive advantage. The CIO function plays an important role merging these three areas. The only value your company will ever create is the value that comes from customers the ones you have now and the ones you will have in the future, state Don Peppers and Martha Rogers, Ph.D. in their most recent book, Return On Customer .2 To remain competitive, you must figure out
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