Customer-Centric Transformation: What Good Looks Like – Experience Management – Part 8 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 Experience Management 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 – Experience Management

“Achieving excellence in customer experience is about finding ways to create products, services and experiences that positively and profitably influence what people think, feel and do. This calls for the ability to design and deliver innovative, differentiated, economic and relevant customer experiences across every channel and touch point ensuring that both physical and emotional elements are addressed. “

What Good Looks Like – Experience Management

• Appropriate (i.e. not too much) quantitative and qualitative research is carried out into customer satisfaction in a format that aims to be predictive of future loyalty and to take customer expectation levels into account.

• On-line and off-line mechanisms are in place to ensure that a wide range of staff (junior to senior) listen to customers as well as those whose job it is to do so. Processes ensure that the organisation reacts to what is being said without over-reacting to potential ‘noise’.

• Based on these insights the customer experience is designed, engineered, documented and adjusted by expert resources with a focus on the customers’ emotional needs as well as functional requirements.

• Clearly different experiences can be delivered to different values of customer without causing undue dissatisfaction of lower value customers.

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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