Learn more about customer experience management by reading the following articles authored by Janet LeBlanc, a leading expert in the industry.
The Five Pillars of Customer Centricity
Discover the highlights from the 2016 North American Study on Customer Centricity, an online survey conducted by Janet LeBlanc + Associates, in collaboration with the Peppers & Rogers Group. The purpose of the research was to understand the progress made by North American organizations on becoming customer-centric. Over 200 senior business leaders…
By shifting the focus from a branded marketing message to a Branded Customer Experience®, organizations can deliver on a brand promise with greater consistency while increasing awareness about whether customers are getting the personal experiences that matter most to them…
Culture is a key force contributing to a company’s success. It is also one of the most difficult attributes to shape, change and evolve…
Driving a customer-centric focus is a continuous journey that calls for commitment and collaboration…
Set the stage for a customer-focused environment. Employees are motivated by what is measured and rewarded…
Customer experience innovation will differentiate your organization from your competitors…
Understanding how emotions impact customer experiences.
Managing problems effectively with a quick resolution and a sincere, empathetic apology enhances customer loyalty and positive word of mouth…
Positively influence agent behavior and cultivate a customer-centric culture…
How much is customer centricity embedded into corporate culture? Are companies more customer-centric than they used to be? Beyond talking points and lip service, what is the true state of customer centricity in business today?
Profitguide.com by Rick Spence, March 2011
At a time when customers are becoming choosier and demanding better services, companies large and small need to consider how well they are satisfying clients’ expectations. If you’re not meeting the customer’s needs for an excellent end-to-end experience—from selection and ordering to product quality and after-sale service—then you’re practically inviting your customer to cross the street and buy from someone else.
The key is to create an ideal process for your customers’ experience—and then measure customer satisfaction to make certain you’re delivering.
“Customer experience and loyalty are important drivers of business growth,” notes consultant Janet LeBlanc, of Ottawa-based Janet LeBlanc + Associates, in a recent article. “Companies who have mastered the ability to manage the experience are capitalizing on a powerful marketing tool—one that is able to capture price premiums and points of differentiation that are hard to copy.”
Canadian Government Executive, September 2011
As private sector organizations embrace the power and need for improving the customer experience, government service organizations are realizing the need to improve citizen services and to develop mechanisms that demonstrate the value they deliver to their various stakeholders.
The expectations of consumers are growing as organizations like Apple or Netflix continue to raise the bar on customer experiences – simplifying and personalizing the way we buy everything from smart phones to iPads to DVDs. These and other service innovations elevate expectations and broaden the gap between what citizens expect from government services and what they actually receive. Many citizens feel they are not getting enough value for their tax dollars.
Despite its size and market share, Canada Post is continuously evolving to meet customers’ needs. Since it was founded in 1867, Canada Post has a long and rich history in customer experience management as the country’s primary postal operator. The Crown Corporation (a designation for a state-owned enterprise), which is based in Ottawa, processes and delivers more than 10 billion letters and packages annually to 32 million Canadians and more than one million businesses and public institutions. Our top corporate goals are tied to growth, modernizing operations, and improving the customer experience. We’ve taken several steps to help enhance the latter. These include creating an executive council, appointing customer experience specialists, and launching a comprehensive feedback strategy integrated with our customer value management program.
Canada Post proves the correlation between loyalty and business performance
How much is loyalty worth? Many executives can only estimate its value, lacking the empirical data to calculate it. Ask Canada Post’s Janet LeBlanc that question, however, and she can answer exactly—and without hesitation.
Canada Post, the Canadian postal operator, has proven the correlation between customer loyalty and business performance through a linkage analysis process that began in 2003 and continues today. LeBlanc, director of customer value management (and recent 1to1 Customer Champion), launched and continues to advocate for the program. She says the decision was a natural outgrowth of Canada Post’s customer-first philosophy.
“This type of linkage analysis is common in the consumer market, less so within commercial markets,” LeBlanc says. “We have been able to quantify how much revenue we would generate based on improved loyalty scores, as measured by our customer value management program.”
“Trendsetter isn’t a word you normally associate with a company that’s been around more than 150 years. But for Janet LeBlanc of Canada Post, it’s a daily part of the job. LeBlanc is director of customer value management for Canada’s mail delivery organization. She and her team take a magnifying glass to the customer experience, identifying and measuring how customers interact and perceive their relationship with Canada Post.