“How do you keep the customer top of mind when everybody is working remotely right now?” This was the question that Ben Motteram and I tackled on one of our recent calls. The following is a transcript of the call.
One of the most-commonly requested needs – often as a result of CEO/executive asks – is to build the business case for the business to focus on the customer experience. (It’s painful just to write that without thinking about this open letter to CEOs, excerpted from my book, Customer Understanding.)
I’ve been involved in a few conversations lately where it was quite obvious that what these folks were talking about clearly described sales-driven and sales-centric organizations, but not all parties to the conversations agreed with my assessment of the situation.
How do you know when a company is sales-centric? These companies…
Every time you choose a model like e.g. a business model canvas or a customer journey you are choosing which information is important to you and which information is not.
e.g. if you map a customer journey for a trip from home to work using public transport you are saying that how many buss drivers there are is not a part of your problem to solve, or that you don’t need to calculate in the scarcity of busses, cost of fuel or the city’s traffic or noise pollution regulations.
The history of the Customer Success profession dates back to 1996, when a CRM vendor, Vantive, realized that their system had a high failure rate, an issue that certainly didn’t help their quest to have 100% of their customers willing to serve as references. Marie Alexander created and led a department she called Customer Success.