Maz Iqbal

“Ridiculous!”: Does Your Organisation Treat Customers This Way?

I have been helping one of my clients grapple with growth challenges. During the course of our conversations we got around to looking at the business from the standpoint of customers. As such, I asked for an analysis of the customer base by revenue and profit.The analysis shows that the top 10 customers accounted for the lion’s share of the company’s revenues and thus its health and viability.
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What Is There To Be Loyal To?

It was my birthday recently and during the course of it I got birthday cards.  I want to share one that I got from one of my sons:

To Papa, I wish you a happy birthday.  Love you lots and thank you for all the things you have done for me over hte years especially taking me back and forward to college. Thank you for being a great, caring and loving papa.

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Is this the most important question to live and operate from?

What is the most important question that one needs to grapple with when it comes to customers and the customer-centric orientation?  Is it:

 

Image: jessicajoyrees.com

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Shareholder value or customer delight? Choose

It doesn’t work if you fill up the tank with petrol when your car runs on diesel.  It doesn’t work to turn up at a nightclub and expect to get peace-quiet.  It doesn’t work to drive down the wrong side of the road at a busy time when there are lots of cars on the road and expect no problems.  It doesn’t work to turn up in your bikini for work or to turn up with your business suit to sunbathe on the beach.  And almost all of us get that.

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What does it take to generate breakthroughs in performance and the customer experience?

Why do almost all change initiatives fail to deliver?  I have been involved in all kinds of organisational change initiatives whose ultimate purpose was to power performance. These change initiatives have come in many flavours: strategy, people, process, and technology.  They have encompassed the front office, or the back office, or both.  These change initiatives included: BPR, Kaizen, shared services, quality, ERP-CRM-Ecommerce technology, customer service excellence, strategy…

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Strategy and CX: what are the five questions that you need to answer?

Recently, I came across this piece – Don’t Let Strategy Become Planning - from Roger Martin.  I recommend reading it.  If you do not wish to make the time then this post is for you.

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How to transform the Customer Services function (Part II)

In this post I continue the conversation I started in the previous post. To recap, this conversation is about transforming the Customer Services function.  When I say transform I am pointing at something different to change. Take a good look at change and you will find that change often deals with changing the content rather than the context which gives rise to the context. Transformation deals with the context.

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Transforming the Customer Services Function (Part I)

What is missing in most organisations? Genuine Insight.

Walk along the corridors of business for 25+ years, usually as an ‘outsider’, and you are likely to get that genuine insight is rare.  I know this sounds outlandish and I say it again: contextual-deep-actionable insight is rare.

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What does it take to generate deep contextual customer insight?

Is it possible to know your customers simply through ‘at a distant’ listening methods like NPS, post transaction surveys, social media, text mining customer call records etc?  I get that many of you are convinced that you do know your customers.  You are that you know what matters to your customers.  You are that your VoC listening programmes provide you with insight into your customers.

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Skeptical musings on ‘treating different customers differently’ and the expertise of business gurus

You may know that I value skepticism in the sense of questioning the taken for granted.  In this post I question the  central tenet of the customer business.  And I question the insight and expertise of customer gurus and management consultants. Let’s start with the central tenet.

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