Customer Retention Profile – CRP®

Customer retention strategies are paramount to reduction defection risks with B2B service businesses. Whilst many businesses ‘think’ they are customer centric, most are not. Customer centric means that the whole organisation is aware of the needs and expectations of each customer, not just the account or contract manager. The primary cause of loss of customers or contracts – aside from price – is inconsistent service and poor treatment from ‘other business units – silo’s’.

Eradication of silo’s is all about communication. If people in ‘silo’s’ understanding of customers needs is lacking, then current communication is missing the mark. The Customer Orientation Profile COP® transforms your people awareness and understanding of your customers needs radically reducing retention risks.    

Identify customer retention risks

Our behavioural experts observe and interview your people to uncover their attitudes to customers, understanding of customers expectations, and their views of how customer centric, collaborative and cohesive your business is in consistently meeting customers expectations. This qualitative data gathering drive the design of your businesses bespoke Customer Retention Profile instrument.

Quantify retention risks

All staff and other stakeholder complete the purpose designed Customer Retention Risk Profile survey, which includes a driver analysis which uncovers and priorities the

Gap analysis where do we want to be?

 Analyse data and conduct gap analysis with current business and customer data; identify specific ‘performance inefficiency hot-spots’ well being impacts as well as what is working well to inform a high performing customer-centric culture development pathway.

High performing culture roadmap

Accurate profile of optimal high performance pathway for people to work more collaboratively and cohesively together aligned to business objectives is obtained and converted into a high performance customer centric cultural blueprint.

Three major causes of poor people performance are:

Distraction, overload and reactionary work habits:

50% presentism – people distracted, overloaded reacting rather than focusing on task;

65% employees are fatigued, feel out of control at risk of injury and burnout;

95% of accidents are human error, distracted overloaded people make mistakes;

Lack of Purpose:                                                                                             Poor Culture:                                                                    

78% employee’s don’t understand business strategy;                                  68% of business say they have overly complicated processes;

80% fail to understand customer expectations;                                               80% of business say they do not have a self-responsible culture.

Customer churn up by 25%.                                                                                  55% of employee’s do not trust leadership in their organisation.

TowersWatson (2015) Global Workforce Study; PwC (2015) Creating a mentally healthy workplace ROI analysis; Deloittes Human Capital Report (2016).

Our objective, external process eliminates organisational bias effects so you get the truth

Organisational bias and ‘fear of consequences drives the ‘reality’ that distraction and resulting loss of focus is NOT talked about

The 2016 Edelman Trust Barometer paints an unenviable picture with ‘trust’ between ’employers and employees’ in Australia.

This manifests most profoundly with employee data being confounded by organisational bias, people reporting what they ‘think management want to hear’.

This state of ‘distrust’ is a by-product of relentless disruption – meaning leaders intentions to walk the walk often fails because busyness gets in the way.

Our systems are external to the organisation and all data is de-identified into ‘team aggregate data. This frees people to focus on the customer and delivering excellence at all times.