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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
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- Manage a programme of change
- Test and learn what works without too much risk
- Develop an effective dashboard to track progress
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DEVELOP AN EFFECTIVE DASHBOARD TO TRACK PROGRESS

Develop an effective dashboard to track progress

If the general level of sophistication in understanding the likely ROI from substantial Customer Management Programmes rates 5 out of 10 (probably generous), then in our experience, the level of sophistication in tracking progress and making adjustments to activity probably scores 2 out of 10.

There is a huge amount of hype in the world of ‘Management Dashboards’. Often as much time is spent designing the dials and gauges on a piece of reporting software as thinking through and gaining access to the right measures to present, at the right depth and covering the right period.

As a guide, we would always say that the effort should be equally split between defining the right measures, getting access to the relevant data, building the way of presenting the measures to the right people. This is why The Customer Framework approach to designing dashboards is far more focussed on getting the measures right than on the systems feeds and integration needed to get them or on the interface to present them. There are many very accomplished providers and a lot of impressive software to help address these challenges.

So what are the right measures?

Clearly there is no single right answer to this question but three core decisions should be exercising the minds of clients defining the measures for their Customer Management activity:

Should we measure against the information we can get or should we get the information that we need to measure? Given limited budgets and typically very tight timescales this invariably has to be a balance but where is the balance point?

Do we have to use actual individual measures or should we construct aggregated measures or even indices to enable single figures to convey a broader meaning? Some of the most clever measures we have seen are well thought out indices but some of the most confused senior management faces have been spotted peering at a meaningless index of customer engagement, for instance.

How, and how far, should we drill down into the top level set of ‘How are we doing’ measures? Some measures lend themselves to drilling down and some simply don’t. Again, experience shows us that the world is starting to expect ‘slice and dice’ in everything they do. Unfortunately this can often lead to simply compounding inaccuracy and taking instant decisions when a more considered approach would have been better.