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A framework for implementing culture change that will deliver a customer-orientated culture
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Dr Dennis Price
Expectations…
Edward E. Lauder
50%WILL FAIL…
Lewis & Dart 2012 – New Rules of Retail
actF [ the world is changing ]
• Richest in the World
• Largest Military
• Center of world business and finance
• Strongest education system
• World center of innovation and invention
• Currency the world standard of value
• Highest standard of living
Name this country…
England…
In 1900
Forces of change
two forces colliding
DIGITAL CULTURAL
20 years in tech…
1990
2010
spot the difference
BUSINESSES FAIL FOR ONE PRIMARY REASONWHAT
?
WHY THIS TOPIC?
CLTV
BUT…
THE MILLION DOLLAR QUESTION
Why do you think customer service is an ongoing challenge?
…this leads us to
ASK 100 …
Our business is unique
In our industry it is hard to find people who care
We can’t afford to pay enough to get quality people
Younger generation does not care
We are understaffed
JR DiJulius
WHEN IN FACT…
Lack of service aptitude
Lack of skills
Inability to connect their job to the success of the company
Poor hiring standards
Not letting employees have input
Failure to implement consistently
JR DiJulius
Let me explain…
62% of doctors don’t follow the hand washing protocol in hospitals
RFQRIF MAKF TUFB QWN MFANLNC
THE 10 MILLION DOLLAR QUESTION
How does your customer service stack up? I.e.:
WHO THINKS THEY DELIVER
GOOD
CUSTOMER SERVICE?
80% THINK
8% DELIVER
Bain & Co Survey of 362 companies
THE FACT IS…
the frog at the bottom of
the well…
thinks the world is a
blue pie
FIXING THE CUSTOMER SERVICE
What would you do to fix it?
WHAT IS CUSTOMER SERVICE?
tricks and treats…X
an outcome…
OUTPUT
PROCESS
INPUT
Ingredients
EquipmentLabour
MixBake
Decorate
Tasty Cookie
WHAT IS CULTURE?CUSTOMER SERVICE
IT’S THE DNA OF BUSINESS…
Skills
Style
SystemsStructure
Staff
Strategy
Shared Values
PLANCompelling Vision
Viable Business Model
SYSTEMATISE
ASSESSRelevant Monitoring
Regular Review
Hu
man
In
tera
cti
on
s
Actual results…
Actual results…
STRUCTURE
Retail Manager responsible for all aspects of performance (Owner stepped away)Category ChampionsSubstitute identified in advance to maintain consistencyBuild on Strengths: Skills Matched (e.g. social)
SYSTEMS
Morning Huddle/ Daily HeroCustomer Learning (Feedback on weekly focus)Whiteboard: Weekly Topics (State of Origin)Scorecard: Process Goal (& Feedback)
STYLE
Empowerment: Engagement via intra-departmental (horizontal) comms
Daily Conversations: Direct, Immediate & TransparentCelebrate Successes
Manager Authoritarian Collaborative/ Coaching
SKILLS
Ask don’t tell (Socratic technique)Customer Awareness (before sales process)ListeningMerchandisingApproach (overcoming fear)
STRATEGY
Clinical Value: Customer as PatientSource Product Experts: For CustomersAdjacencies: Re-LayoutTicketing ReduxSupply Chain RelationshipsWeekly product strategy / Product-a-day
STAFFRegular rostersRecruit for attitude
The diJulius ModelWhat’s the Secret to providing World-Class Customer Service(Wiley, 2009)
Skills
Style
SystemsStructure
Staff
Strategy
Shared Values
YOUR TURN…
Skills
Style
SystemsStructure
Staff
Strategy
Shared Values?????
WOW CUSTOMERS
S______________
S______________
S______________
S______________
S______________
S______________
TWO PRACTICAL TIPS TO EXECUTE
push v pull…
1
2with persistence…
My dad says persistence is the key to success.So I am going to keep giving you the same wrong answer until it becomes the right answer.
?
