Clarabridge C3 Conference: Customer centric culture workshop

With more than 25 years of marketing and leadership
experience, Christine Crandell, President at New Business
Strategies, is a recognized thought leader, expert, practitioner,
speaker and author on B2B customer experience.
Blogs.forbes.com/christinecrandell
www.cmswire.com/author/christine-crandell/
www.huffingtonpost.com/christine-crandell/
//customerthink.com/author/chriscrandell/
https://www.linkedin.com/in/christinecrandell
Introductions...Sellers‘ Compass TM 4 Steps
Christine Crandell

Who We Are
We help companies turn customer
engagement into their biggest sales and
brand differentiator.

Define a Customer-Centric Culture?

Operating business
models and business
streams oriented around
the customer to deliver
the greatest value to the
best customers for the
least cost.
Definition
Customer
Centric

How an organization
functions and expresses
itself.
It’s values, attitudes and
artifacts that create a
sense of order and
continuity that
permeates ever aspect
of the organization
.
Definition
Culture

What does that look like ?
All functions are oriented around the customer lifecycle
and build customer understanding at each interaction
Cross-organizational teaming and organization
structure focused on interaction points and processes
Incentives based on customer economics and team
performance where everyone shares credit equally
Vested with authority, innovation and accountability to meet
customer short- and long-term needs
Business processes are tailored for customer
segments and isolate complexity within systems
High degree of organizational trust within and across
teams as well as customers
Lifecycle
Cross-Team
Joint Credit
Trust
Front-Line
Processes

Why is this so hard?
That motivate (or
not) employees to
perform
Culture trumps
strategy every
time
When the two
are not aligned
Represents
roughly $550 B
annually in lost
productivity*
Definition of
culture is often
misunderstood
Culture change often fails
because the program of
change is too drastic,
demanding too much, too
quickly
Culture change
doesn’t happen by
accident
Culture evokes
strong emotions
70% of USA
workforce is
not engaged
By targeting
and measuring
behavior
*Source: Dept of Economics, University of Warwick, 2014

3 Stages of Culture Evolution
• CX aware
• Sales driven
interest
• Lip service
• Limited funding
• Marketing program
• Grass roots effort
Platitudes

3 Stages of Culture Evolution
• CX aware
• Sales driven
interest
• Lip service
• Limited funding
• CX part of strategy
• Journey maps
drive processes
• CCO hired
• CX is centralized
• Front-line trained
• NPS is core metric
Platitudes Organizational
Understanding and transparency

3 Stages of culture evolution
• CX aware
• Sales driven
interest
• Lip service
• Limited funding
• Journey maps
drive processes
• CCO hired
• C-Suite leads by
example
• Customer co-
creation
• COE & decentral
• Culture by design
• Extensive training
• Employee
empowerment
Platitudes Organizational Embedded
Commitment and flexibility

3 Stages of culture evolution
• CX aware
• Sales driven
interest
• Lip service
• Limited funding
• Journey maps
drive processes
• CCO hired
• C-Suite leads by
example
• Customer co-
creation
• COE & decentral
• Culture by design
• Extensive training
• Employee
empowerment
Platitudes Organizational Embedded
Understanding and transparency Commitment and flexibility

Start with an assessment

5 Steps to customer-center culture
• Lifecycle Journey map key customers & personas
• Gap analysis & co-create higher-value CX
• Share journeys & ‘connect dots’ for employees
Deep Understanding
• Decide what company stands for
• Express clearly and succinctly, written
• Reinforce daily through ritual & interactions
• Develop company core values, short & memorable
• Defines how employees & customers are treated
• Make it visual, everywhere
• Use journey maps to define processes
• Simplify processes, systemized complexity
• Balance control with flexibility & innovation
• Continually train on values, processes, and CX
• Hire and support based on values & CX passion
• Everyone responsible for modeling right behavior
Operating Principle
Core Values
Customer-Alignment
Walk the Talk

1. Deep Understanding

Listen, understand
and document
actions of key
customer segments
and persona
through the eyes of
the customer.
Start with journey mapping

What are journey maps?
From the “lens” of
the buyer not the
seller’s perspective
Includes all
digital, physical
and social actions
Defined at the
geography, revenue
tier and/or vertical
level (4-5 max/co.)
Detailed documentation of
steps, decisions, content
sought, expectations
and emotions
For the full
lifecycle of the
relationship, not
just Purchase
Begin with Data
Breadcrumbs & finalize
through qualitative
interviews
VOC, NPS, Customer Sat
surveys, win/loss, call
analytics, and VOE alone do
not produce actionable
journey maps
Perspective
Actions
Lifecycle
Interviews
Definition

PayScale journey map

2. Operating Principles

What do you stand for ?
Set the tone and define what customer-
centricity means to the company.
It’s a mantra
A sentence or a phrase
Describes what every employee should
deliver and what every customer should
receive

Southwest Airlines

MacFarlane Partners
We focus exclusively on
investments that promote
smart growth, urban
revitalization and sustainability

Ace Hardware Stores
Ace's Helpful Hardware Folks
provide reliable service, advice
and products to help customers
get their projects done right.

What wrong looks like
1959 The Airline with the Big Jets
1966 The Best Thing That Ever Happened to Air Travel
1968 Delta Is Ready When You Are
1970 That’s the Delta Spirit
1970 The Airline Run by Professionals
1974 Delta Is My Airline
1980 Airlines Are the Same. Only People Make the
Difference.
1984 Delta Is Ready When You Are
1984 Delta Gets You There
1987 We Love to Fly and It Shows
1992 Ready When You Are
1994 You’ll Love the Way We Fly
1997 On Top of the World
2005 Good Goes Around
Current Keep Climbing

Exercise
What is your company’s credo?
One Sentence
Less that 10 words

3. Core Values

What are your core values?
Those values we hold which form the
foundation on which we perform work and
conduct ourselves.
• Govern personal relationships
• Guide business processes
• Clarify who we are
• Articulate what we stand for
• Help explain why we do business the
way we do
• Inform us on how to reward
• Guide us in making decisions
• Underpin the whole organization
• Require no external justifications
Core Values are NOT:
• Operating practices
• Business strategies
• Cultural norms
• Competencies
• Change in response to market/
company changes
• Used individually

Whole Foods
• We Sell the Highest Quality Natural and Organic
Products Available
• We Sell the Highest Quality Natural and Organic
Products Available
• We Support Team Member Excellence and
Happiness
• We Create Wealth Through Profits & Growth
• We Serve and Support our Local and Global
Communities
• We Practice and Advance Environmental
Stewardship
• We Create Ongoing Win-Win Partnerships with Our
Suppliers
• We Promote the Health of Our Stakeholders
Through Healthy Eating Education

Ritz Carlton
• I build strong relationships and create Ritz-Carlton guests for life
• I am always responsive the expressed and unexpressed wishes and
needs of our guests
• I am empowered to create unique, memorable, and personal
experiences for our guests
• I understand my role in achieving the Key Success Factors, embracing
community footprints, and creating the Ritz-Carlton mystique
• I continually seek opportunities to innovate and improve the Ritz-
Carlton experience
• I own and immediately resolve guest problems
• I create a work environment of teamwork and lateral service so that
the needs of our guests and each other are met
• I have to opportunity to continuously learn and grow
• I am involved in the planning of the work that affects me
• I am proud of my professional appearance, language, and behavior
• I protect the privacy and security of our guests, my fellow employees,
and the company’s confidential information and assets
• I am responsible for uncompromising levels of cleanliness and
creating a safe and accident-free environment

Tintri

Exercise
What are your core values?
List 3 to 5
Brainstorm on how you’d make it visual.

4. Customer-Aligned Processes

Customer-aligned processes
Identify where analytics
and technology can
simplify processes and
complexity without
restricting flexibility
Identify each
milestone
customers must
address before
they can proceed
to the next step
Match content and
interaction
preferences to
journey steps and
trigger events
Develop a process
map that links
customer interaction,
systems, data and
role(s) involved.
Hyper-
personalized
interactions
based on
behavior, journey
step, emotions,
and preferences
Prioritize which
processes have the
greatest impact on
customer experience

Aligning interactions with processes

PayScale journey redone

Exercise
List the top 3 customer interactions
that could re-shape culture?
What would it take to do this at your
company?

5. Walk the Talk

Model the sought behavior
Hire Wisely
"It takes almost a year to find out what people who work for you are like... I hire for
attitude not for aptitude; we can train for the skills we need them to have. Education is the
key to sustainability of your culture while you are growing."
- Norm Brodsky, CitiStorage Founder & Inc. Columnist
Focus on Consensus
“… If I make this decision without employees, could this hurt the culture more than it
helps. You have to decide what decision-making method is going to work best for your
company. “ - Traci Fenton, founder and CEO of WorldBlu
Look to the Future
"Most companies fail because of self-inflicted wounds, not external circumstances. You
should be fundamentally challenging your business model. Without a clear set of shared
priorities, a strong company culture will not take root
- Steve Kimball, CEO of Navigator

The Phonomic story
• Had a vision to transform an old industry
• Worked backwards from CX to define processes,
skills, and culture
• Every customer interaction is rooted in emotional
terms
• Cross-functional teams meet customer needs: “it’s
everyone’s goal”
• Give ideas and innovation room to breath and fail
• Position is the weakest form of power
• Advice:
– Not all customers are the right ones
– No one is above picking up the trash or flying coach
– Allows teams to self govern its behavior per values
– Measure performance based on adherence to values (50%)
and job performance (50%)
– Ride the lightening with eyes wide open
Dr. Tony Atti, CEO

3 paths forward
Change is
planned and
implemented
slowly over time.
The objective is
company-wide
transformation.
Change
management
plan is focused
on certain
teams,
functions or
culture
elements.
Drastic and/or
radical course of
change that an
entire
organization is
forced through.
Evolution Focused Revolution

Your toolkit, partial list
• Data templates and forms - to understand performance data.
• Strategic Operating Planning - annual strategic business plan.
• Detailed journey maps – for target markets and personas.
• Talent and 360 reviews - understand employee drivers.
• Employee learning forums - connect dots in new culture.
• Monday morning team calls – accountability and sharing.
• X-functional task forces - unfiltered input from customers.
• Leadership development - raise bar ensure culture continuity.
• Mapping processes - institute processes to sustain change.
• Systems integration – automate data sharing and accuracy.
• Technology ecosystem – single and holistic version of truth.

Sellers‘ Compass TM 4 Steps
• Journey Maps
• Content Strategy
• Tollgate Maps
• Campaigns
• Sales Enablement
• Lead-to-Close Maps
• Gap Analysis
• Experience Map
• Business Process
• Technology Map
• Metrics & Dashboard
• Change Management
• Business Strategy
• Focus Framework
• GoToMarket Strategy
• Experience Innovation
• VOE & VOC
• Employee Engagement
• Experience Training
• Leadership Coaching
• Organizational Alignment
Journey
Grow Empower
Excel
Sellers Compass™ approach

Thank you!!
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Clarabridge C3 Conference: Customer centric culture workshop

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