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The Importance of the CustomerExperience in a Down Economy
International Thought Leader Report 
First Edition, December 2008
Peter Lavers, PublisherCustomer FuturesJohn I. Todor, Ph.D. & William D. Todor, Ph.D., Editors The Whetstone Edge, LLC
International Thought Leader Report brought to you by Customer Futures,an OgilvyOne Worldwide Group Company
 
Customer Futures
is an international members-based network o learn-ing groups ocused on the design and delivery o a competitive and prot-able Customer Experience. Te company is in the OgilvyOne WorldwideGroup, and the concept has been tried and tested worldwide since 1995.Local Learning Forums consist o small groups o non-competing busi-nesses, meeting quarterly to address members’ priority agendas. TeForums eature thought-leading international speakers and local membercase-history experiences, and encourage open discussion to deliver learn-ing, insight and experience in the eld o Customer Experience Manage-ment (CEM).Tey are coordinated by local market Facilitators and supported by acentral Customer Futures team, an interactive website and online globalcommunity.Te Importance o the Customer Experience in a Down Economy Published by:Customer Futures
M
10 Cabot Square, Canary Whar London, E14 4GB, UK+44 (0) 207 566 7177www.CustomerFutures.comEdited by:John I. odor, Ph.D. and William D. odor, Ph.D.Te Whetstone Edge, LLCPleasant Hill, CA, USA925-372-0251www.TeWhetstoneEdge.comCopyright© 2008 Customer Futures
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Customer Futures
 
 
Customer Futures
 
A Note rom the Publisher
I commissioned this International Tought Leader Report because I sharea major concern that many Customer Futures members have expressed:that businesses around the world are in danger o losing their customerocus in the current down-turn.
Much progress has been made in recent years, across geographies and busi-ness sectors, to liberate businesses rom their “silo’d” way o working - mini-empires o Product A, Brand B, Sales, Service, Marketing, I, “CRM”, etc.
aking the “outside-in” strategic approach o optimising the customer ex-perience enables the dierent unctions within businesses to join orces inpursuit o a common aim (no Annual Reports state that the company en-deavors to give a bad customer experience!). Tis approach takes the ocusaway rom price and enhances customer value (two-way). In short, it is abusiness strategy that is essential to competitive dierentiation, sustainableprots and growth.However, almost no businesses in the World have their budgets ully aligned their customer journeys and liecycles. On the contrary, budgetstend to mirror the ‘old’ silo’d way o working, and nance teams simply don’t have a mechanism available to view departmental accounts through acustomer-ocused lens. Tus the risk o the customer being ignored whentough decisions are made is compounded.So, how can business leaders be helped to make the right tough decisions(nobody is denying they’re necessary)? How can the CFO be persuaded totake a dierent approach to reducing costs?In this ree publication, eighteen international thought leading contribu-tors weigh in. Tey make the case that a ocus on the customer is not aair weather endeavour, but rather an essential competitive strategy that isespecially important in a down economy.Find the answers to how the down economy will impact what customers’ value and how they make decisions. And nd out what businesses shouldbe doing to about it.I would like to thank and recognize our Contributors, real ‘heavyweight’experts in this eld who have contributed reely because they are also pas-sionate about customers; our Editor John odor o Te Whetstone Edgein Caliornia or pulling it together so well; and o course our CustomerFutures Members, who come rom blue-chip companies around the worldand are living with and managing these issues on a daily basis.Peter Lavers, PublisherCustomer Futures—an OgilvyOne Worldwide Group Company 
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