10% Increase in Customer-Centric Culture Score Leads to 4% More Profit


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10% Increase in Customer-Centric Culture Score Leads to 4% More Profit

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Customer-centric culture foundation & certification course

Customer-Centric Cultures Outperform All Others.

Organizations with a Strong Customer-Centric Culture Outperform All Others. Learn From the Ones Who Decoded the Secrets of Customer-Centric Leaders. Be the Inspirational Change Agent Who Drives Business Success Forward.

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A word from Dr. Linden R. Brown

I've worked in the field of marketing for the majority of my life. For the past 15 years, my team at MarketCulture, and I have worked on understanding the importance of retaining and driving customer advocacy to increase business performance. I've collaborated with the CEOs in many industries around the globe, including telecommunications, banking, insurance, medical health, and the automobile sector.

CEOs know they need to create customer-obsessed cultures, but they need help driving it. Now customer culture is the mandatory precursor for customer experience. The MarketCulture Academy is about education and understanding how to build a culture that puts your customer at the center of your organization. We've launched a course called the Customer-Centric Culture Foundation and Certification course.

It provides the why what and how to make a customer culture actionable and tangible in your organization. Before your company invests more in its CX initiatives, enroll one or more of your staff or colleagues in this course and allow them to gain an understanding of what is required and how to be successful. You will learn how to build the CX business case that shows how customer-centric culture links to your business performance and benefits all employees.

Customer-Centric Culture Experts: Dr. Linden Brown
Dr. Linden R. Brown, Co-founder & Chairman

You Must Be a Marketer

Dot the I's and Cross the T's

Serving the Best Medicine N° 1

An insight into three types of leaders

By Dr. Linden R. Brown and Christopher L. Brown

From our in-depth research through interviews of more than 80 leaders in senior leadership roles in large organizations, there is a strong belief that if the leader is not customer-centric, it is not possible to build and sustain a customer-centric culture and give the right amount and type of attention to customers.

  1. Authentic customer-centric leaders: This is the new type of leadership needed to win the future – leaders who have a passion for customers and can inspire people in their organization. Discussions with hundreds of leaders at all levels in organizations worldwide suggest that this group probably makes up less than 10% of senior leaders. These leaders always have customers at the front of their minds. They also see the value that their people bring to creating long-lasting relationships with customers. The proportion of leaders fitting each of the three categories of leaders is indicative only. It is not based on a systematic study. Still, the percentage splits are estimates designed to indicate what the authors see as the magnitude of the mindset shift required for leaders to become customer-centric as the norm in business.
  2. Reactive customer-focused leaders: They espouse the vision, values, and strategies of customer-centricity but don’t consistently act on it. Nor do they commit to carrying it through their organizations. They are driven by short-term financial performance requirements, internal issues, and prioritizing stakeholders other than customers. Many have customer intent and some focus but do not have the passion, drive, or inspiration needed for staff to follow through. They react to events and are more focused on products, technology, and sales. These represent probably 60% of senior leaders. These leaders have customers at the back of their minds. This leader can unwittingly sabotage front line staff's efforts in the business trying to pay attention to customers without even knowing it. Having “customers’ at the back of mind results in leaders making decisions against customer interests to the benefit only of the business. This leader’s actions send a signal to others that customers’ interests really don’t matter. These leaders that propose attention to customers but don’t personally live it are frequently focused on the symptoms of customer problems as reflected in NPS scores and customer complaints and not the cause. The underlying driver or cause is culture – particularly the lack of a consistent, unified customer culture that has to be led by and reflected in the organization's leaders' actions and decisions.
  3. Financially driven leaders: They believe that the only purpose is to make money for shareholders. They are motivated entirely by self-interest. They probably make up 30% of senior leaders. The financially driven leader is one that is driven only by personal benefit and shareholder value. For this leader, customers are not in mind and are, at most, an afterthought, a necessary adjunct, to provide wealth for leaders and owners. Yet, at the end of the day, customers provide the money for the business to operate and dividends to be paid to shareholders.

Customer-centric leaders are those who believe that the customer’s needs and interests should be at the center of the business. They believe a customer culture must exist so that everyone thinks and makes decisions with the customer’s best interests in mind.

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