Customer-Centric Transformation: What Good Looks Like – Channels and Media – Part 7 of 14


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Designing and executing a customer-centric business model requires end to end organisational alignment. Customer-centric capability development cannot take place in isolation to the rest of the business. The customer-centric journey requires a clear quantified understanding of current organisational capability across all 14 capability areas of the SCHEMA® Customer Management framework in the centre of the REAP Customer-Centric Blueprint below. As important as an understanding of current customer management capability is, so too is an understanding of the capability to which the organisation aspires.

Each week I’ll address another single capability area, sharing with you the Transformation Intent to which your organisation should commit to, as well as ‘What Good Looks Like’ for those organisations that have achieved a fairly high level of maturity in the respective capability area.

The REAP Customer-Centric Organisation Blueprint®

REAP CCOB for Blog

This week we are dealing with Channels & Media which is one of the six Enabling capability areas represented. The Enablers explore the components needed to energise your transformation and will invariably involve changes that can be planned for within the current business cycle, for implementation in the next budgetary or operating period. These components support your capability to implement your chosen customer strategies and rely on the fundamental building blocks (Foundations) already discussed in Part 1 to 4 of this series of blog posts.

Transformation Intent – Channels and Media

“Channels are critical vehicles through which you deliver a superior, consistent and relevant customer experience. In order to do so effectively, your channels and the media you use to transmit your message both need to be integrated and individually optimised to manage this consistency and deliver an appropriate return on investment from a customer value perspective. Your organisation also needs to be dynamic and strategic in how you leverage the new forms of media and digital channels.”

What Good Looks Like – Channels and Media

  • Organisational structures and roles explicitly facilitate cross-channel management as well as ‘within channel’. There is a clear overall channel strategy covering ‘earned’ (social) channels as well as formal ‘owned’ and ‘paid’ channels.
  • Channels and media are individually optimized using appropriate techniques and technology. The balance between media/channels is also optimised, recognising both customer needs and internal / profitability requirements.
  • Prospects and customers are managed across and between channels with a clear focus on getting customers and serious prospects into owned channels. However, the relevance and value of earned digital and social media is fully understood and they are actively used within the channel mix.
  • There is a clear focus and ‘production engine’ for engaging and interesting content that can be used across multiple channels and released virally.

For more insight into customer-centric business model innovation as well as more insight into this particular area of the REAP Customer-Centric Blueprint, please see my book “The Customer-Centric Blueprint’ –

Republished with author's permission from original post.

Doug Leather
Doug is a leading expert in Customer Management working globally with large blue-chip organisations. He is best described as a Customer Management Evangelist/Activist as a result of his broad multi-industry and multi-country insights into customer management capability understanding, best practice application, customer experience, business models and business performance improvement. He is a Wharton Business School Alumnus.


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