How to Build Your Customer-Driven Growth Engine

Jeanne Bliss

with Jeanne Bliss

Founder and President of CustomerBliss

How to Build Your Customer-Driven Growth Engine

How to Build Your Customer-Driven Growth Engine 512 512 33Voices

Moe and Jeanne Bliss talk about a proven framework that has launched and advanced the customer experience transformation in both business-to-consumer and business-to-business companies around the world.

The Chief Customer Officer

One of the big ahas for me while reading Jeanne Bliss’ new book, Chief Customer Officer 2.0:  How to Build Your Customer-Driven Growth Engine, was the blind spot that’s often created when companies pay more attention to what their customers are SAYING rather than observing what they’re actually DOING.  For far too long now, well established brands have relied heavily on surveys to measure the effectiveness of their customer service; and by now, you’ve undoubtedly been asked, on more than one occasion, to leave a ‘five-star’ rating for a product or a service that you’ve just purchased.   

Whether it’s your internet and cable provider, or your BMW or Mercedes dealer, service providers are obsessed with receiving a perfect satisfaction score, with little or no interest in understanding the ‘why’ behind your purchase.  And, in most scenarios, they link the individual service representative’s bonus directly to the number of perfect scores he or she receives.  

For nearly a decade now, companies have relied on Fred Reichheld’s Net Promoter Score to measure consumer loyalty and distinguish their key promoters.  By asking one simple question — “How likely are you to recommend {company X} to a friend or colleague?” — they’re able to gauge their service reliability.  Customers respond on a 0 to 10 scale, and are then divided into three categories; those who score a 9-10 are considered ‘promoters’ and are loyal enthusiasts, those in the 7-8 range are satisfied but vulnerable, and anyone scoring a 6 or below is likely the unhappy ‘detractor’.   

There’s no denying the influence that Reichheld’s work has had on the service ecosystem. However, without an unwavering leadership commitment, and a complete operational model, how to earn true brand advocates will remain elusive.  I believe the five competencies outlined in Bliss’ book; particularly the first one – honoring and managing customers as assets – serve as a great compliment to ‘The Ultimate Question’ as it would establish a one-company measure of customer-driven growth “that is as clearly understood by leaders as sales and revenue goals.”  As you listen to my conversation with Jeanne, you’ll recognize why her 20+ years of experience as a Chief Customer Officer distinguishes her approach.  Here’s what we discuss:

  • What do the best Chief Customer Officers (CCO) do
  • How do the five leadership competencies clarify the CCO’s priorities 
  • The mental shift required to live in the customer’s shoes
  • The process of mapping the customer’s journey
  • The discipline of building a customer listening path
  • The keys to building experience reliability and innovation 
  • Building a killing a stupid idea movement