Customer Centricity is not a 'bolt-on' for businesses using design and structure from the industrial age. True Customer Centricity is achieved when we use the Customer Centric Tenets as a guide to approach the business design, structure and implementation.

Customer Centric is a term many leaders and businesses use today.  However, most of them are running business models that are based on industrial age thinking.  Many of the structures leaders use today would have been familiar in the era of the Roman Empire.  

Saying you are customer centric is not being customer centric. 

Adding Net Promoter Score or Customer Experience initiatives to your list of projects and priorities does not make you customer centric.

Most businesses are still using management ideas that were relevant for the industrial age.  We are now firmly in the digital age and the economy has changed to an experience and connected economy.  The customer centric approach to business is relevant for this age and economy. 

The benefits, from a change in you approach, are greater levels of profitability, improved engagement with employees and customer, and a business culture that is about a progressive improvement of the delivery of value.

There are Five Tenets to the Customer Centric Approach to Business.
The video below provides an overview of the five tenets and talks about the benefits of applying the customer centric approach to your business.

At the heart of the Customer Centric approach to Business there are five tenets; this video provides some insight into the first tenet: that businesses exist for customers.

Using the Five Tenets to the Customer Centric Approach to Business  we can see that there are Nine Imperatives for Leaders. 
  1. Perspective is about the attitude of the leaders, that drives the culture of the organisation.

  2. A focus on the  result or outcome we are trying to achieve.

  3. Our customers today seek value, they seek experiences and they connect with brands and ideas emotionally.  Create a connection with your awesome customer group on value; that is true differentiation.

  4. Employees want to know their work is meaningful, for other people, your customers.  Our vision and mission cannot be about us, but about others, the customer.

  5. The activity needs to be guided and coordinated to ensure the system delivers the value we have promised to our customers.

  6. Value propositions are at two levels.  One: about why your customers should engage with you, your business.  Two: about your products and services.  Value propositions are then addressed to specific customer groups.

  7. Let's know what we need to be doing - let's figure out the optimal activity that delivers value for our customers.  That's what we implement.

  8. Now we need to improve it.  We need to monitor how we are performing (performance measures help here), understand and interpret performance (learning) and initiate action.  Repeat. 

  9.  Monitor your progress towards the results and communicate to our teams the progress, the learning's we have gained.  People thrive on the feeling of progress.

Contact Mark for a free 20 minute consult (phone or Skype) to discuss your business challenges and opportunity.

Short video describing the Architecture for Customer Engagement.
This is a special offering for small to medium sized businesses to get your sales and marketing working effectively - quickly.

Within One Week (elapsed time) you will have a Blueprint to guide all your efforts in
Attracting and Keeping your Awesome Customers.

Here is a PDF that describes this package and pricing for small-to-medium sized businesses, to get your marketing and sales aligned and delivering optimal value for the business and the customer.

Download File

Net Promoter Score

Mark is a Net Promoter Certified Associate and has implemented NPS into both B2B and B2C contexts.  He goes beyond the score to coach businesses on how to turn this key piece of performance measurement into actionable, focused change, that gets results.

Presentation for Griffith Uni and the Small Business Association of Australia - recorded by GU, audio came out very clear..!
Leading sales teams is a balancing act...
All too often sales leaders will recruit good sales people and let them loose on their customers, without really considering how the create an environment where these people can excel. 

The Wheel of Managing Sales identifies all those elements that the sales leader needs to fine tune to suit the unique environment of delivering sales and customer value, in your context. 

For example, we often see sales teams with a high portion of "at risk" pay, when in fact they are in an account management role and visit the same customers regularly.  In this context the account managers will have a high self interest in getting "orders" rather than understanding their customer's business so they can be an effective partner.  Conversely, if the role of the sales person is to find new customers in an emerging market, then there should be a reasonable portion of at risk remuneration, to reward their efforts in finding the right new customers for your business.  The wheel needs to be in balance.

Kind words from people Mark has worked with:

"Mark has an aptitude for understanding and expertly guiding clients on their journey towards customer centricity. He paid close attention to our internal and external drivers and our existing culture and coached and mentored my team to “learn how to fish” rather that telling us what to do. I am now reaping the rewards by having a team behind me that now have the capability and understanding to deliver on our organisation’s customer-driven blueprint. His non-threatening, warm and open approach to client engagement was a large success factor in this and I would definitely engage Mark again in the future."

Michael - Chief Customer Experience Officer 

"Mark is a great operator, particularly supporting organisations becoming customer-centric. To bring a real customer focus to life across an organisation includes fitting a framework and culture together, with goals and performance measurement linked back to the vision. This is challenging work. From experience, having Mark guide and look over our shoulder during this process makes a big difference to the end result."

Steve - Head of Customer Experience

Hyne engaged Mark Hocknell to help lead the management team take a completely new approach to how Hyne interacted and serviced their customer base. As a traditional manufacturing business, our customers weren’t at the centre of our business. With Mark’s experiences, we worked a program that allowed the team at Hyne to understand our business and customers, developed customer strategies that then underpinned our service delivery, selling and account management approach. A new customer program called C1 (Customer 1st) was born across the company which set the standard for how all parts of the business was to service our customers.  Mark’s experience in this space covered off by a calm and mature approach in team based environments worked in paying dividends with many of the processes and systems developed still in play today. If you want to develop a customer centric business, Mark is your man. 

Peter - Executive Manager

“We are experiencing an emerging market and trying to manage the challenges and issues associated with significant growth.  We wanted to make sure our business was well placed to manage the growth now and into the future.  While we did have a clear vision of where we wanted to be as a business, working with Mark Hocknell helped us to identify, clarify and establish the deliverables and specifics of what and how we were going to achieve our aims.  Mark helped us to develop our customer strategies and then developed sales and account management practices that were in congruence with how our business worked and the individuals within our business.  We are determined to ensure our business is well placed to leverage the growth in our emerging market.  As a result of Mark Hocknell and his expertise we now know that our sales strategies and practices will help us to deliver this growth and ensure our business is able to deliver our long term customer centric vision.”

Gareth - Executive Manager

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