Edge of Amazing: Fast Track Session - Applying Customer Centricity to Your Nonprofit

Applying Customer
Centricity to Your
Nonprofit

Confidential – Copyright © 2018 BRC All Rights Reserved
Unlock SUCCESS!®
-2-
 Why Care About Customer Centricity?
 The Challenge
 Customer Intelligence Maturity Model
 Case Study – One Nonprofit’s Journey and Results
 Implications for You
Overview

Click to edit Master title styleConfidential – Copyright © 2018 BRC All Rights Reserved
Unlock SUCCESS!®
-3-
3
Look Familiar?
How are we
doing?
Compared to
what?
How do we
measure how we
are doing?
What should we do
to improve?
Where should we
focus our time, energy
and investment for
the greatest return?
Why is what used to
work, not working
anymore – what
should we do?
How are others
thinking, structuring,
etc., to stay alive in
the future?

Unlock SUCCESS!®
-4-
The Answer - Customer Centricity
And it is EVERYWHERE!
Retail
Consumer
Hospitality
FinancialServices
Entertainment
Marketing
Product
Sales
Service
Executive
Customer Feedback, Data and Analytics
Pricing Optimization
Expedia
NetflixNext Best Offers
Marketing Lift
SoFi - FinTech
Amazon

Because EVERYONE in business cares and. . .
There is a Standard . . . Amazon

Amazon’s Keys to Customer Centricity
“Most companies do not get
past the “listen closely”
activity . . . Our goal is to
change
all that by changing our
customer’s expectations and
when we do that, we
transform
entire industries.”
“You, our customers,
completely drive our
roadmaps.”

Unlock SUCCESS!®
-8-
Customer Centric Growth Framework:
GROWTH
only comes from:
MORE CUSTOMERS, OR
MORE OF CURRENT
CUSTOMER’S WALLET
MARKET (the WHO)
Is your current customer? Is your ideal
customer? Do you want to respond?
Who represents each of the segments
you serve?
MESSAGE (the WHAT) MEDIA (the WHERE)
PLATFORM
(the PROCESS)
HOW TODAY’S
GROWTH HAPPENS
IS WHAT IS NEW
TO MAINSTREAM
ORGANIZATIONS
Most quickly and easily
interests each of your
segments? Promises do
you make to attract
more of your ideal
customers? Solutions
are you offering?
Which are good? Which
are bad? Which are
best? Which are worst?
Which do your best
segments pay attention
to and (most
importantly) respond?

Unlock SUCCESS!®
-9-
“Talking the Talk”. . .But Not “Walking the Walk”
Study of Executives, End-Users and Practitioners
In our study of 253 senior executives and 2,000 end-users/practitioners*, 91% report their companies
MUST maximize their Customer Intelligence to successfully compete for customers in the future.
However, the majority (64%) report their companies perform at such a low level, customers are being
neglected and customer relationships left open to being damaged or completely lost to competitors.
STAGE 1:
NAÏVE/IMPAIRED
STAGE 2:
AD HOC
STAGE 3:
ASPIRATIONAL
STAGE 4:
DIFFERENTIATED
STAGE 5:
COMPETITIVE
GREATNESS
WHAT COMPANY EXECUTIVES WANT
HOW COMPANIES ACTUALLY PERFORM
Source:
5 STAGES OF CUSTOMER INTELLIGENCE MATURITY®
COMPANY MATURITY LEVEL:
CUSTOMER RELATIONSHIP
IMPACT: DAMAGING NEGLECTING MAINTAINING ENHANCING MAXIMIZING
* Among companies with more than 1,000 employees

Unlock SUCCESS!®
-10-
Why Do Executives “Want” This Dream?
Company Performance = 3X
WHY do executives desperately want customer intelligence maturity levels on par with globally
recognized, industry disrupting companies? Because those performing at the highest levels of
customer intelligence reap customer retention and financial performance market success at a rate of
3X that of companies performing in the lowest two stages!
STAGE 1:
NAÏVE/IMPAIRED
STAGE 2:
AD HOC
STAGE 3:
ASPIRATIONAL
STAGE 4:
DIFFERENTIATED
STAGE 5:
COMPETITIVE
GREATNESS
CUSTOMER RETENTION & FINANCIAL
PERFORMANCE
Source:
3X DIFFERENTIAL
5 STAGES OF CUSTOMER INTELLIGENCE MATURITY®
COMPANY MATURITY LEVEL:
CUSTOMER RELATIONSHIP
IMPACT: DAMAGING NEGLECTING MAINTAINING ENHANCING MAXIMIZING

-11-
The Challenge is . . . . INTERNAL.
Up to 80% of customer intelligence initiatives fail to meet
objectives 1,2
Why? It’s NOT the technology and usually, is not the raw output from customer
intelligence initiatives; key reasons include:3,4
Disagreement on or lack of enterprise strategy
Corporate cultures not built around customers
Insufficient domain knowledge
Organizational resistance
Lacking the right skills
The Customer Intelligence Challenge
1
2
3
4
Sources:

Unlock SUCCESS!®
-12-
12
5 Stages of Customer
Intelligence Maturity
1
Insight
Impaired
2
Ad
Hoc
Aspirational
Differentiate
d
Competitive
Greatness
5
4
3
CI
Maturity
Established
Mainstream
Digital Native
Disruptors
Not Customer Insight
Driven
Situation or Event
Driven
Sees and wants the
value
Good at customer
intelligence
Customer insight
nirvana
STAGE 3 STAGE 4 STAGE 5STAGE 2STAGE 1
CUSTOMER CENTRICITY FRAMEWORK
Customer Intelligence Maturity®
Framework

Unlock SUCCESS!®
-13-
13
5 Stages of Customer
Intelligence Maturity
1
Insight
Impaired
2
Ad
Hoc
Aspirational
Differentiate
d
Competitive
Greatness
5
4
3
CI
Maturity
Established
Mainstream
Digital Native
Disruptors
Driven
Situation or Event
Driven
Sees and wants the
value
Good at customer
intelligence
Customer insight
nirvana
CUSTOMER CENTRICITY FRAMEWORK
Framework

Unlock SUCCESS!®
-14-
14
The Logical Progression – Finding “True North”
1
Insight
Impaired
2
Ad
Hoc
Aspirational
Differentiate
d
Competitive
Greatness
5
4
3
CI
Maturity
Established
Mainstream
Digital Native
Disruptors
Driven
Situation or Event
Driven
Sees and wants the
value
Good at customer
intelligence
Customer insight
nirvana
Predictive &
Prescriptive
(the “SO WHAT”)
What happened or is
happening?
How many, how
often, where?
What exactly is the problem?
What will happen next?
Why is this happening?
What needs to be done?
What happens if we try this?
What is the best that can happen?
Framework

Unlock SUCCESS!®
-15-
15
5 Stages of Maturity - Customer Impact
Stage 1
1.00-1.99
Stage 2
2.00-2.99
Stage 3
3.00-3.99
Stage 4
4.00-4.99
Stage 5
5.00+
DAMAGING
NEGLECTING
CUSTOMER NAÏVE or IMPAIRED:
“Not customer-driven.” Rely on gut feel and plan to keep doing so. Not framing business
problems in a way that customer data, research or analytics can help solve.
AD HOC:
“Situation or event driven.” Customer data, research and analytics is siloed, directed only at
certain products or service. Decision-making is siloed with no corporate learning.
Organization’s
Maturity
MAINTAINING
ASPIRATIONAL:
Organization “wants the value.” Urgency begins around coordinating and mobilizing an
enterprise-wide approach to customer intelligence and collaboration rather than silos.
ENHANCING
DIFFERENTIATED:
“Good at customer intelligence.” Highly customer oriented, institutionalized tools, and
widely use customer information. Areas still exist to fully compete or use strategically.
MAXIMIZING
COMPETITIVE GREATNESS:
“Customer insight nirvana.” Every decision is made on customer data, research and
analytics as part of overall strategy of company.
Maturity Impact on
Customer
Relationship Maturity Level Description
Framework

Unlock SUCCESS!®
-16-
CLICK® Provides the Blueprint for you
FOUNDATION:
Doing the right things, have the right skills,
have the right tools KNOWLEDGECUSTOMER
BUY-IN:
Doing things right
RESULTS:
Maximizing
Outcomes
CULTURELEADERSHIP
INNOVATION
CLICK® = MAXIMIZE BRC’s Customer Intelligence
Maturity Assessment (CIMA)
measures an organization’s
performance using the
CLICK® framework.

Unlock SUCCESS!®
-17-
CLICK® Self Assessment
Capabilities
Customer Leadership Innovation Culture Knowledge
Basic
(Stages 1 & 2)
Little to no customer input
sought or deemed
necessary. At best,
realization that some input is
better than relying on “gut”
or older “internal expert”
outcomes
“Evangelists” may exist, but
low level in organization;
or no senior level attention/
support of customer
intelligence
Mostly “aimless,” or limited
attention to driving market
differentiation
Little/no enterprise-wide
view of customer
intelligence. At best, siloed
application of CI activities
Inconsistent, poor quality
organization; no function
strong customer
orientation
Intermediate
(Stage 3)
Best practice methods
applied as required: agile,
hybrid, iterative, structured
and unstructured.
Collaboration begins through
communities or roundtables.
Leadership at higher
management levels of
customer intelligence.
leadership recognizes
importance of CI
Multiple trajectories and
targets due to unrefined
identification, prioritization
and selection process
More intentional, organized
ecosystem of customer
analysts, coordination of
roles, functions
Identification of key
intelligence domains and
creation of centralized
customer intelligence and
trend repositories
Advanced
(Stages 4 & 5)
Every critical business,
marketing, product, strategic
or tactical decision requires
multiple customer
intelligence inputs
Leadership demands
customer intelligence; no
complacency. View CI as
market differentiator and
strategic advantage
Enterprise actively targets
customer intelligence
it has the biggest impact on
the business
“Everyone’s a customer
analyst” culture; enterprise-
wide understanding of
business possibilities of
customer intelligence
Enterprise-wide CI
management and outcome
governance in place.
as key business strategic
asset

Unlock SUCCESS!®
-18-
CLICK® Self Assessment
Capabilities
Customer Leadership Innovation Culture Knowledge
Basic
(Stages 1 & 2) 2.5 1.25 1.75
Intermediate
(Stage 3) 3.25
Advanced
(Stages 4 & 5) 4.75
TOTAL 13.5/5 = 2.7 (Stage 2: “Ad Hoc”)

-20-
Goal: Develop sustainable revenue so that Organization has
sufficient operating funds to grow and continue serving the
community.
Objectives:
Increase awareness.
Increase membership and activity fees.
Increase donations.
Increase corporate sponsorships.
The Customer Strategy

Unlock SUCCESS!®
-21-
Foundational Actions
Much was needed to identify opportunities for program implementation:
Knowing what opportunities might yield the greatest return for the organization meant getting their
current knowledge sets into useful shape and acquiring information to fill obvious knowledge gaps.
DATA ANALYTICS
Five-year Longitudinal
Revenue Analysis
 Earned Income
 Fundraising
DATABASE
USABILITY
Clean-up and Organization
for On-going Usage
 Database Combination
 Information Appending
 Acquire Needed Additional
Potential Customer
Information
SURVEYS INTERVIEWS
Identify Attitudes Driving
Usage and Donation
 Donors
 Users (Customers)
Examine Best Practices
from Leading Organizations

Unlock SUCCESS!®
-22-
Outcomes from Programs = ROI
Programs are implemented, measurable results produced:
Meaningful “ROI” is proven by a change in previously forecast results across four key areas.
Understanding motivations
of donors and users drove
campaign selection and
messaging.
 Contribution impact:
Revenue INCREASE = 97%
 Event fund raising:
Revenue INCREASE = 32%
Change to cost structure for
instructors.
 Decreased shared split with
Instructors for immediate
cost savings AND revenue
increase
Campaign messaging with
increased community
awareness as result
Fee structure (11.8%
INCREASE)
Credit card acceptance
Programs to drive
participation (6.8%
INCREASE)
Front desk customer
service
Email newsletters for
information
Social media
Business sponsorship fair to
provide information to
constituents
Stage 3
REVENUE-GENERATING
INSIGHTS
COST-AVOIDANCE
OPPORTUNITIES DECISION SUPPORT
IMPROVE CUSTOMER
EXPERIENCE AT
INDIVIDUAL LEVEL

And They LOVED You for
This, Right?
23

Unlock SUCCESS!®
-24-
If even a small nonprofit benefits from the most basic of “customer intelligence”
activities, imagine what your organization could achieve?
“Customer” intelligence drives improved company performance
Don’t expect changes to be immediately welcomed by staff – you need a culture
shift.
Give it time. See the big picture and long-term view, and work toward that.
Don’t be afraid to be strategic vs. reactive. Don’t be tied to “tyranny of the
urgent.”
1
2
4
3
Implications
5

“In the past, companies went out of
business because products changed.
Today, they go out of business, or
become irrelevant, because
experiences change.”
25
JOHN BURSHEK

JOHN BURSHEK, PRESIDENT
EMAIL: JOHN@BURSHEKRESEARCH.COM - DIRECT: 509.421.2664
www.burshekresearch.com
ACTIONABLE INSIGHTS

Edge of Amazing: Fast Track Session - Applying Customer Centricity to Your Nonprofit

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (18)

Semelhante a Edge of Amazing: Fast Track Session - Applying Customer Centricity to Your Nonprofit

Semelhante a Edge of Amazing: Fast Track Session - Applying Customer Centricity to Your Nonprofit (20)

Mais de PIHCSnohomish

Mais de PIHCSnohomish (20)

Último

Último (20)

Edge of Amazing: Fast Track Session - Applying Customer Centricity to Your Nonprofit

Notas do Editor