Three Steps to Organise Your Business around Your Customer’s Journey
Seeking out and retaining the top talent remains a perennial challenge.
As former corporate high-flyer Victor Lipman re-enforces in an insightful Forbes blog, the best managers keep the big picture in mind, are consistent in their behaviour, treat their employees’ time as if it’s as important as their own, aren’t afraid to have their decisions questioned and challenged – and earn the trust of those they manage.
At the opposite end of the spectrum, Victor says bad managers become intoxicated by positional power, play favourites, make hasty angry decisions, avoid conflict and feel threatened by the abilities of their employees.
Once you have the right managers in place – and working in unity – I recommend that you then structure them – and your company – around your customer’s journey.
Based on a hat trick of specialisms – Customer Acquisition, Order Fulfilment and Business Development – the new structure takes into account your three types of customer – the new, the developing and the established.
Each specialism has specific requirements and each focuses on a specific phase of the customer’s journey.
The Customer Acquisition team is responsible for all the processes and procedures from lead generation to securing the first order. The measured outcome is the number of new accounts successfully opened and initial orders placed.
The Order Fulfilment team is focused on the processes of consistently exceeding customer expectation. It delivers the Seven Rights of Order Fulfilment – the right product or service to the right customer, at the right time, in the right place, in the right condition and right quality and at the right cost. The measured outcomes are growth in repeat business sales and customer retention.
The Business Development team is involved with the growth in capacity, capabilities, resources and performance of the company – ensuring the organisation is ahead of the needs of all three types of customers. This team is focused on having the right people, technology, equipment and funding available to support growth. The deliverables are ROI – return on investment, sales and profit per person, new product and service percentage of sales.
As you look forward to Quarter 4 with renewed determination, improving the performance and effectiveness of your organisation structure could be one of your best decisions of 2013.
To stop being horrified at the prospect of your management team running A&E, lamenting the fact that your teams work in chaotic cacophony instead of perfect harmony – contact me to help you implement this new structure in your business, contact me at Richard.firstname.lastname@example.org, follow @richardwhatif on Twitter or find me under LinkedIn or post on www.whatifforums.com.