Customer culture
Definition
Definition
"Customer culture is a set of shared values that place lasting customer satisfaction at the heart of all we do as a priority objective"
G.Antonietti, D.Ray. (Culture Client ! Réussir sa transformation. Pearson 2022)
Customer culture is not about the customer experience
No strong customer experience without customer culture
Customer culture isn't just about standards and processes
Customer culture cannot be decreed, it has to be built.
Customer culture is both organisational and individual
Customer culture within an
organisation
The level of customer orientation has a direct and indirect impact on the company's overall performance.
Developing a genuine customer orientation within the company helps to improve customer satisfaction in three ways:
Developing a genuine customer orientation within the company helps to improve customer satisfaction in three ways:
Improving the customer experience
Improving the performance of innovation policies
Greater employee commitment
Customer focus
CO
Perceived customer orientation
CX
Customer experience
SAT
Customer satisfaction
FID
Loyalty
NPS
Recommendation
Profitability
The
scientific
foundations of our approach
scientific
Measu
ring an organisation's customer orientation
Many researchers have already studied this question: Han et al.(1998), Appiah-Adu and Singh (1998), Luo et al. (2008), Kumar et al. (2011), Pekovic and Rolland (2012).
The three main components identified are :
The three main components identified are :
Strategic impulse from top management
Measures the exemplarity of management in terms of customer orientation, the confidence they inspire in making the right customer decisions, and the impact of the performance indicators put in place.
Connecting the organisation to customers
Measures the quality of the link between the company and its customers: processes for listening, analyzing and sharing customer information. For what operational purposes? How does the organisation adapt to customer feedback?
Autonomy
Measures the freedom of action of teams when faced with specific customer situations, the flexibility of processes for handling customer requests, and the nature of efforts deployed to maximize the customer experience.
It is on the basis of these 3 levers that we have built our diagnostic measurement of organisations
Measu
ring an employee customer orientationDaniel Kanneman (2011) highlights in his work the 2 thinking systems of our brain, System 1 (spontaneous) and System 2 (reflective). His research shows the influence of System 1 on our preferences, decisions and behaviors: time pressure, cognitive load and fatigue. In a professional environment, System 1 thoughts indicate what we prefer to do spontaneously, and can make our day-to-day work easier or more difficult (Rydell & McConnell, 2006).
According to all the scientific trends - James (1899), Bargh (1997), Nørretranders (1998) - the proportion of our behavior that is automatic is around 90%.
According to all the scientific trends - James (1899), Bargh (1997), Nørretranders (1998) - the proportion of our behavior that is automatic is around 90%.
Our System 1 is therefore the default thought system for over 90% of our behaviour
Spontaneous customer orientation (System 1) can be measured using a so-called implicit method (Implicit Association Test), based on classification tasks performed very quickly so that responses cannot be checked, thus avoiding the need to mobilize System 2 (Greenwald et al., 2004), (Gawronski & Payne, 2010). Applied to customer orientation, this test reveals the level of effort an employee will have to make on a daily basis to think and act customer-oriented.
If he's spontaneously customer-oriented, he won't need to mobilize his System 2, and will therefore be more efficient and less tired in his day-to-day work.