HOME
TYPICAL PROJECTS
- Everybody’s business issues are different, but here are some typical projects
- Summary of typical projects
- Convince our Exec Team about Customer Management
- Find out how good we are compared to others
- Articulate our vision for the Future
- Define what our vision will feel like to customers
- Reduce costs without losing business
- Decide what to do first in Customer Management
- Fix a specific challenge
- Engage associates and channel partners
- Manage a programme of change
- Test and learn what works without too much risk
- Develop an effective dashboard to track progress
SERVICES
- The products and services we use to implement the Framework
- Summary of all services
- Scaling the opportunity
- Planning for the future
- Making it happen
- Measurement and reporting
OUR CLIENTS
- Some of the clients using The Customer Framework
- Client map
- Organisations benefiting from The Customer Framework
WHO WE ARE
- The team with whom you could be working
- UK and Europe
- Middle East and Africa
- Latin America
- Australia and New Zealand
PUBLICATIONS
- Publications from The Customer Framework and associates
- Books
- Articles and papers
- Blog posts
GET IN TOUCH
- Find out about working with us or for us
- Get in touch
- Licensing and partnering
- Working for us
- Customer Horizons

ARTICULATE OUR VISION FOR THE FUTURE

Developing Customer led Propositions, Vision, and Desired States

The assessment and benchmarking step helps identify the ‘current state’, which is a key part of the change process. Defining where you want to be, the ‘desired state’, needs to be done in a way that both improves business performance and engages and inspires the people affected by it. This might include investors, associates, channel partners, suppliers and even customers (although there can be reasons why the vision may not inspire customers). The Vision is normally a strategic and inspiring ‘articulation’ of the desired state. The desired state needs to be grounded and developed in sufficient detail so that the people implementing it can take it to the next level of design and the people in your organisation are excited enough to want to be part of the future it represents.

Clients tell us that the innovation and efficiency of our tools here is what marks us out from the rest – we are able to link the current to the desired states and then to the impact on the P&L in a way that is immensely practical and probably unique. The desired state is actually developed using the models that determined the current state. Inputs to Vision and desired state development are typically:

A thorough understanding of your current capability and business performance in the areas of acquisition, retention, penetration and cost to serve.
Research on customer and channel engagement, commitment and satisfaction (they are different).
KPIs and channel performance at the transaction cycle level (e.g. early engagement with the brand, enquiry, 1st purchase, welcoming, subsequent purchases, basic service delivery, building loyalty, building share of wallet, managing dissatisfaction, winback).
Your strategic ambition.

We pull this data together through fun but serious strategy visualisation workshops, examining scenarios and deciding on the model of customer management that fits best. The desired state detail is then articulated into a vision that is developed into a series of messages or stories designed to inspire and engage different stakeholders.