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HOW TO CREATE A WINNING

CUSTOMER CULTURE
The LynxEye Brand and Business Seminar held on February 12th centered around the topic of
how to create a sustainable customer culture. Guest speakers from Aftonbladet, Telia and Clas
Ohlson shared their experiences, learnings and what they have done to establish customer
centricity as a natural part of day-to-day operations.

factor in achieving this change was to make


extensive use of steering and follow-up data.
Customer satisfaction data results were
communicated broadly; they were used as a
rationale for key business decisions; they influenced and shaped the content of training
and induction programs. In short, customer
centricity became an integral part of daily
operations all the way down to store level.

Although these three companies have


rather different backgrounds and operate within very different industries they
all have come to the same conclusion.
Creating a customer centric organization
cannot be seen as an isolated initiative,
it really has to be an integral part of the
business strategy. The strategy must
provide clear guidance on who the customers are, what their key needs are
and what the organization should focus on to maximize customer benefit.
Jan Helin, Publisher and Editor in Chief at
Aftonbladet, stressed the importance of having a clear purpose that answers the question why do we exist? He believes that you
need a clear answer to this question in order
to get clear long-term guidance and also
to support development of the best experiences for the target users in the short-term.
Aftonbladets purpose to be Swedens most
engaging news source and meeting place
for everyone who wants to be in the know
also helps to balance the, sometimes con-

tradictory, relationship of satisfying readers


and fulfilling a journalistic responsibility. In
order to understand what really creates engagement and touches users Aftonbladet
combines real time user data with a qualitative analysis that is based on long experience of reader interaction that is engrained
in our journalists way of working. Jan Helin,
stated that somewhere herein lies the explanation to the fact that Aftonbladet reaches 3.4 million readers on a daily basis.
Clas Ohlson and Business Development
Director Ulrika Gransson embarked on
a journey that meant that they left a strong
product orientation to instead place the customer at the center stage in all strategies
and key decisions. To succeed with this
big strategic change they decided to build
on the already existing Clas Ohlson spirit
since it had many positive aspects. The reason was that they deemed it easier to adapt
an existing culture, rather than to challenge
it head-on and replace it with something entirely new in one fell swoop. A key success

Even though Clas Ohlson has come a long


way in creating a strong customer culture Ulrika stresses the importance of not resting on
your laurels, but instead coming up with new
initiatives that ensures a continued customer
focus. One example of such an initiative is the
recently rolled-out concept of Go-to-guys.
Basically the idea behind the go-to-guys
initiative is that we need a tangible role model of how a Clas Ohlson co-worker should
be, where we highlight desired traits that
help to create customer benefit. This is not
only directed towards retail staff, but should
also influence how people at HQ acts.
Telia, much like Clas Ohlson, is aiming to
make the transformation from product to
customer focus. Coming from a history in
which they have had a monopoly position for
well over 100 years of course represents a
huge challenge. Thomas Sparrmo, VP and
Head of Brand & Marketing at Telia, believes
that he must not only change how people
view Telia, but also hopes that people will
view the entire industry in a different light.

Thomas said that the first thing that must be in place to succeed with this change is a committed and deeply customer
focused leadership. By really getting to know the customers,
key decision makers will be better suited to make decisions
that really fulfill customer needs. In order to accomplish this
Telia designed a program named Go and see that allows
management to meet customers in different touch points.
Thomas says Its important to constantly keep engagement
levels high. I believe you have to actually visit the store,
listen in on real customer service calls and put yourself in
these situations where you experience what your customers
experience. Management must do this in order to really feel
for the customer and get a deeper understanding of customer needs and frustrations; this is probably the silver bullet

LynxEye Brand Engagement


Ensures sustainable customer centricity
When implementing brand and customer strategies
we work according to three different perspectives,
Minds, Hearts and Hands. This holistic approach is designed to overcome the many different types of implementation
challenges
organizations
encounter.
This then is the first step in shaping a customer centric organization by implementing the strategy throughout the
company. More and more companies see a need to establish tools and ways of working that keeps brand and
customer engagement on top of everyones agenda over
a long period of time. In response to this need, LynxEye
has developed two complementing initiatives that aim to
achieve long lasting brand and customer engagement Brand Governance and the Customer Connection Program.
Our approach to Brand Governance ensures that all key
aspects of the strategy are translated into KPIs and that
ownership is distributed throughout the organization, making
everyone see their role in the goal. It also enables a continuous dialogue about how it is going and what the top priorities
from a customer perspective are, thereby creating vital communication content to drive change. Another very important
benefit is that an action oriented way of working is promoted by adopting LynxEyes Brand Governance approach.
The customer Connection Program secures that decision
makers within the company have a direct connection to
customers in a structured and engaging way, thereby facilitating deeper market and customer understanding. Reducing the distance between decision makers and customers
facilitates better and faster decision making. It also has the
added benefit of making leaders more credible internally
when driving change to create a stronger customer culture.
By listening to and meeting customers it is easier for decision makers to understand shifts in customer needs as
well as to detect new needs. This way current service offerings can be adapted in time and entirely new products
and services can be developed to answer unmet customer needs - it helps to create a more agile organization.
If you are interested to know more and understand how
LynxEye can help you to shape a customer culture please
contact us: ulf.roberts-jones@lynxeye.com,
Tel +46 (0)721 729 451

Key Take Aways


Customer culture cannot live in isolation

- A clear purpose and a customer focused strategy is a prerequisite


to succeed in creating a sustainable customer culture.

First hand customer experiences is a must for management

- Culture change must be driven by management in order to succeed


and to be credible management has to have first hand customer
experiences.

Build on what you have

- It is easier to adapt and build on existing structures and ways of


working than introducing completely new concepts that challenge
the existing culture.

Customer feedback must shape internal ways of working

- It is important to collect the right type of customer data, but it is


equally important that there is a clearly defined process of how to
analyze, create action plans and communicate the results.

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