1.     Clarify your strategy.

Ensure that your strategy for creating superior customer value is so clear, focused and rigorous that you can write it in one or two paragraphs. Distribute it to all your employees and other partners and post it on your website. It must identify your target customer groups and explain the economic rationale for why your organization can offer demonstrably superior value to these customers.

2.     Test your partners.

Quiz your employees, suppliers, dealers, and investors to see if they clearly understand who your core customers are; why you can offer superior value, and what their own role is in creating that value. Recruit a trusted third party to interview all the members of your leadership team to test for consistency in their understanding of your strategic rationale and most vital challenges. Carefully consider the percentage of partners who are neutral or who disagree with the next statement: The company has a winning strategy, and I understand our strategy and the role I must play for our success.

3.     Create a Customer Experience Council.

Assign a very senior cross-functional group to search out and prioritize opportunities to improve your customers’ lifecycle experience. Provide the group with sufficient resources and make them accountable for results. They should start by building a framework for tracking and analyzing key dimensions of the customer experience.

·        Create customer value metrics.

Give the customer experience council the task of establishing performance standards for grading the customer experience. At a minimum, track cost, quality, and timeliness for key touch points (Moment of Truth at which the organization or its partners touch the customer). Benchmark your performance against the best competitors; set goals to be “better than the best”. Using relative retention rates, NPS, CSAT and loyalty scores, verify the accuracy of your standards. (Note: The top benchmark scores must correspond to superior retention rates, NPS, CSAT and loyalty scores, or you are measuring the wrong things).

·        Grow from your strengths.

Utilize the council’s combined industry knowledge and interview customers to chart the predictable evolution of their needs. Study loyalty leaders’ innovations so you can create such a valuable customer experience that core customers want to give you 100% of their business. Make the customer experience council responsible for discovering and prioritizing the best opportunities to upgrade the customer experience for existing core customers.

·        Scrutinize customer needs and opportunities.

Get senior executives out in the field to observe customers as they utilize your product or service. Invite suppliers and dealers to join this process where appropriate. Prioritize the best opportunities to build additional customer value.

·        Become an Internet champion.

Enlist the customer experience council to search for the most powerful and creative ways to use the Internet to improve the quality and value of your customers’ lifetime experience. Establish priority lists and set aggressive deadlines for implementation.

4.     Sharpen your focus.

Study the next statement: The company focuses all of its energy and resources on business where it can be the best.

·        Stop wasting time.

Challenge the organization to identify where time is being spent on businesses with no clear plan for providing the market’s best value. Track leadership time to ensure that leaders invest most of their time in deepening relationships both with the best customers and with partners in businesses in which you have leadership, or clear potential for leadership.

·        Stop wasting capital.

Insist the business line managers achieve leadership (As demonstrated by superior profits and customer loyalty) or set deadlines for exiting the business. Rank all capital investment proposals according to how much they increase customers’ value in business lines in which you are or can become the best.

5.     Teach the Win/Win philosophy.

Develop stories and case studies that explain the advantages of win/win solutions and the role they must play in your success. Utilize these stories in training at all levels of the organization. For all key decisions and proposals, insist that managers explain why their recommendations are in the best interests of core customers and how they will provide win/win opportunities for all key partners. Study the next statement: The company is committed to win/win solutions. 

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Dogma C3X is an Intelligent Business Consulting Platform inspired by the 3Cs industry model, which offers a strategic look at the pillars that every company needs for success: Customers – Company – Competitors. "Intelligent" because by using artificial intelligence (AI) and machine learning (ML) it can collect, process, and analyze the growing tsunami of data (structured and unstructured) related to the 3Cs, which is incredibly valuable. Only by strengthening, positioning, and integrating these three pillars (Customers - Company - Competitors) you will be able to build a sustainable competitive advantage.