From Listening to Leading. Customer-Centric Strategic Planning

From Diana Jennings, Director of Global Experiences at IBISWorld

When I first started in a client-facing role, I received a piece of advice that has stuck with me ever since: “Listen more than you speak.” 

While it is important to enter client conversations with a clear plan to add value, you must also bring a willingness to truly listen. By occasionally setting aside my own agenda, I found it easier to understand the customer’s real needs. Although I’m no longer on the phone with customers daily, I still believe that listening to your customers is critical to any business function, particularly strategic planning. 

Being a customer-first organization is not just a catchy slogan, it's a strategic imperative. At its core, customer-centric strategic planning means aligning your business's goals, products and services with your customers’ evolving needs and expectations. Yet customer centricity goes beyond just implementing their feedback – it’s about deeply understanding their pain points, preferences and aspirations, and using that knowledge to drive every decision you make.

Over the years, customer centricity has evolved from a buzzword to a fundamental part of strategic planning. Initially, it was about addressing customer complaints and providing good service. These days, it has morphed into a comprehensive approach that shapes entire business models and drives innovation. However, this shift hasn’t been without its challenges. Some companies still struggle to integrate genuine customer feedback into their strategies, often focusing too much on internal processes or short-term gains.

The key to successful strategic planning lies in achieving synergy between industry research and customer insights. By combining these two sources of information, businesses can develop a more holistic view of their industry and customers, leading to more informed decisions and better outcomes.

What is customer centricity?

A customer-centric business approach prioritizes customers’ needs and preferences at every stage of their interaction with the company and within the business’s internal processes. It means designing products and experiences that aim to not only meet but also exceed customer expectations. 

The purpose of customer centricity is to build long-term relationships that foster loyalty and advocacy. When customers feel valued and understood, they’re more likely to stick around, recommend your products or services and contribute to your business’s growth.

Some of the most successful businesses in recent years are known for taking a customer-centric approach, resulting in a loyal customer base, high customer satisfaction, a competitive edge and, ultimately, revenue growth. However, a key aspect of customer centricity is continuous listening. Customer expectations can change swiftly, making it critical to consistently monitor satisfaction metrics and be prepared to pivot when needed.  

How to center the customer in business strategy

Creating a customer-centric strategy involves understanding both macro trends across your business’s industry and direct customer feedback. By combining this data, businesses can develop products, services and experiences that truly resonate with their customers. Here is how to effectively use industry research and customer feedback to create a customer-centric strategy:

Gather industry data

Begin with a thorough analysis of the industry and market landscape. Starting at this macro level helps to understand the broader trends and competitive dynamics within your industry and adjacent industries up and down the supply chain. Is there a product or service with a growing or declining market size? Does that growth or decline present an opportunity or risk to your business? What are the most successful companies in your space doing? This industry-level research will provide the context needed to frame your customer-centric strategies effectively. 

Start tracking customer-centric metrics

Every business leader has their own set of performance metrics at the forefront of their minds when they consider long-term strategic plans. However, there are foundational customer satisfaction metrics that every business should monitor to effectively measure their customers' sentiment.

These include Net Promoter Scores (NPSs), Customer Satisfaction Scores and, if applicable, customer retention or renewal rate. Having a read on metrics like NPS and monitoring fluctuations in these scores can provide early indicators of any underlying problems across your customer base that warrant further investigation. 

Gather customer feedback

Depending on what stage your business is at, this step will likely require the most effort. Start by conducting interviews with new, existing and former customers and run quantitative surveys to gauge their experience with your organization, your organization’s support network and, of course, your product or service itself.

Structuring your customer interviews to be more open-ended typically returns the best results, so listen actively and document their needs, pain points and suggestions. You can combine these qualitative interviews with more structured surveys to collect feedback from more customers.

Analyze the data

Gather all the available data you have on your customers, including satisfaction metrics, qualitative and quantitative feedback and any other customer data you may have. Depending on your business, this could include support desk tickets, usage trends, user behavior trends and revenue performance metrics like renewal and churn rates.

Once you have aggregated all your data, you’ll be able to leverage data analytics to gain deeper insights into customer behavior and preferences. Use this data to identify patterns, trends and correlations that can inform your strategy. 

Chart the customer experience

Begin by mapping out your business’s customer journey stages and the key touchpoints within it. By identifying how customers interact with your organization, from their initial discovery to purchasing, using and retaining your product or service, you can demystify the journey and shed light on how customers really engage with your business to determine potential pain points. 

Understanding where customers encounter the most friction allows you to address these issues effectively. For instance, if you’ve identified that prospective customers struggle to discover and learn about your offerings, it’s time to involve sales and marketing. On the other hand, if customers use your product once but don’t become repeat users, it might indicate a gap in product-market fit or the support they receive from customer success teams. As a strategic leader, assigning ownership to these problems ensures they’re tackled head-on, paving the way for a truly customer-centric approach.

Create customer personas

Develop detailed customer personas to represent the distinct segments of your customer base. Creating these personas will allow you to identify each group’s specific needs and preferences so you can tailor your strategies effectively. These personas should include firmographic data, their goals when using your product or service, typical behaviors, pain points and challenges they face.

Once you’ve developed these personas, you can start segmenting your customer data and satisfaction metrics to help your teams prioritize where to focus. Is your NPS dropping for one persona specifically? Are you overserving or underserving one persona in a particular touchpoint across the customer journey? Having these personas mapped out will provide a comprehensive understanding of your customers that you can consistently reference when building products or enhancements and prioritizing long-term strategies. 

Cultivate a culture of customer centricity

This stage is about fostering a customer-centric culture at your organization, and the first step to that is communicating what your customers are feeling and why with stakeholders across your business to help them stay connected to customer needs. The customer must be considered in all areas of your business and at every level to really achieve customer centricity, not just within your client services and customer experience teams! Product, marketing, operations and even developer teams must be connected to customer problems and understand what’s important to your user base to make decisions centered on the customer.

The most successful companies do this by establishing a brand promise or even a set of principles that serves as a commitment to what their customers can expect when they interact with the company and, ultimately, the experience they’ll receive. Your brand promise should be based on what’s most important to your customers and can serve as the north star that internal teams and stakeholders look to when making decisions.  

Embed the customer as a pillar of your strategy

To truly keep the customer at the heart of your business strategy, it’s essential to make customer insights a cornerstone of your planning and prioritization process. This means constantly reviewing feedback and making strategic decisions around product development, marketing, sales and customer support priorities with these findings in mind.

A key aspect of this is ensuring it’s a continuous, dynamic process. Establish regular review cycles where your teams assess the latest customer feedback and industry trends to adjust your strategies accordingly. Establishing an ongoing process ensures your strategies remain aligned with evolving customer needs and preferences. This approach not only keeps your business focused on its customers, but also positions you to anticipate and meet customer needs proactively, driving long-term success.

Common obstacles and how to overcome them

Implementing a customer-centric strategy can be challenging. By understanding and addressing these common obstacles, businesses can navigate the process more effectively and ensure a smoother transition to a customer-centric approach.

Siloed Departments

Break down silos by implementing regular meetings and shared goals that emphasize customer-centric outcomes and foster cross-departmental collaboration. Encourage knowledge sharing and ensure that customer insights are accessible to all departments, not just customer-facing staff.

Resistance to Change

Address resistance by clearly communicating the benefits of a customer-centric approach and providing training and resources to help employees understand and embrace new processes. Highlighting success stories and quick wins will build momentum and demonstrate the value of customer centricity to those that’re still unsure.

Data Overload

Implement advanced analytics tools to sift through large volumes of data and extract meaningful insights. Focus on key metrics that directly impact customer satisfaction and business performance to simplify data reporting and make it accessible and actionable for all stakeholders.

Limited Resources

Prioritize customer-centric initiatives that offer the largest impact while leveraging technology and automation to optimize resource allocation. Collaborate with external partners or consultants to gain expertise and scale efforts efficiently without overburdening internal teams.

Final thoughts

The journey toward true customer centricity is continuous. It demands constant monitoring, evaluation and iteration. However, the rewards – loyal customers, sustainable growth and a competitive edge – make it a journey worth undertaking. By combining industry research with customer insights, businesses can create strategies that are not only effective but also resilient in the face of change.

Next time you find yourself in a meeting discussing long-term priorities or your business's strategic goals, strive to be the voice in the room advocating for your customer. Are we considering the customer here? Does this plan align with our customers' expectations? If we can all commit to making the customer the guiding star of our strategic plans, we’ll remain agile, relevant and dedicated to exceeding their expectations.

Source: https://www.ibisworld.com/blog/customer-centric-strategic-planning/99/1127/

I started this series of articles by relating my experience coaching football to selling.  It is my goal now each week to focus in on one of the 9 football related tools that can be applied to selling.

Our first, the practice schedule, is one of the most important tools used by football teams.  Overall, practice is an essential contributing factor to success on the football field. 

It is important to note that, in football:

• Understanding your opponent is critical
• Reviewing practice and game performance is needed
• A team has to have a solid strategy in all aspects of the game
• Great athletes must be able to make game time adjustments and decisions
• And yes, an occasional good bounce can be additive

At the end of the day, however, improving skills, practicing the game plan, and getting feedback from the practice sessions are crucial for success!

4 Minute Practice Makes Perfect Video

But back in the day, before I retired from coaching, we used to have 30 practice sessions before each game.  Each session was at least 2 hours. For every hour on the field, there was at least 1 hour in the classroom and at least 1 hour of film study or playbook study.  This was all for about 8-10 minutes of actual action on the field.

How much time are you spending practicing to improve your sales management skills?  How much time are you spending coaching your people to improve their craft?  And don’t tell me:

• We hire / I have experienced people
• We hire adults — we expect them to do what they need to do to get better
• I’ve been at this for 20+ years, I think I know what I’m doing

Tell that to the greatest coaches of any sport in the game and they will tell you how wrong you are to believe that experience, or years in the profession, means that less time is needed in practice.

Tell that to Tom Brady.

Now let’s talk about practice as a sales productivity tool.

Malcom Gladwell’s oft quoted “10,000 hours” of practice to become expert in a skill may in fact be more of a platitude than a fact.  What appears to be a fact is that there are contributing factors to practice that are connected to competency and eventual expertise in a skill.

One of those contributing factors is a feedback loop:  “A feedback loop [provides]…the necessary information for adaptive measures to achieve the desired levels of teaching and learning objectives.”  Brunel University Study

At Anthony Cole Training Group, we have delivered workshops and focus on the concept of an ideal week in all of our training programs.  To support the ideal week, we help our clients develop their ideal week.  Within that ideal week is time allocated for practice.  Regardless of the outcome of the "10,000 hours" debate, there is no debate about implementing practice as a requirement to improve a skill or performance across the board.

What should practice look like?

Your practice should include the following sales practice components:  Drill for Skill, Role-Playing and Strategy Development.  To accomplish these exercises, you should have pre and post call checklists as well as phone call scorecards and data from your sales huddles. All of these data points act as ‘video’ of how you or your people are actually performing. Using the data and real time information allows you to make your coaching and practice sessions more intentional.

To find out more about the ideal week and other tools we offer, visit our Sales Productivity Tools resource below:

https://blog.anthonycoletraining.com/sales-productivity-tools

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For those of you that like to do the research on the research:

Practice Makes Perfect – Science Daily

Deliberate Practice – Business Insider

How To Learn any Skill With Your Own Weekly Plan – Kayla Mathews MUO Blog Post

In the fast-paced, ever-changing field of sales, it’s no wonder why systematic, repeatable training is important to keep sales reps up-to-date. Since sales reps often need to learn and adapt to the latest sales process, methodology, and messaging, offering timely training is a must. Equally important is the regular distribution of sales training content that is memorable. Without it, learned information will not stay with the seller for long. This kind of meaningful training can come from an effective sales enablement program.

The best sales enablement programs ought to act as a resource that helps reps sell more effectively and efficiently. At their best, these programs save the company a lot of time and money by increasing the productivity of their sales team. They can even lead to more sales, making them not only a money saver, but a money maker as well. Part of what these programs do includes making sure that reps are properly equipped with all that they need to engage leads and convert them into buyers. A great way to do this is by implementing a well-structured, effective sales training program.

The problem is that many sales enablement practitioners typically adopt training methodologies that do not give reps what they actually need. Traditional sales training techniques take the seller away from the buyer, which often prevents them from being as effective as they set out to be. By implementing a more effective sales enablement program, a company can improve the training process by addressing the actual needs of the sales team.

While this task may seem daunting, there are four simple ways that a sales enablement program can actually streamline sales training.

1.) Making Training More Available

One of the biggest problems with sales trainings is that they usually only happen a few times out of the year at best. Traditional sales training techniques often require a meeting or group gathering scheduled by someone other than the rep, which means the rep has to adjust his or her schedule in order to fit. If the trainings work with the rep to schedule a time for the meeting, there is no risk of the sales training interfering with the rep’s clients. This small adjustment to a sales training strategy can maximize each sales reps’ time, making them more available to meet with or call potential clients.  An effective sales enablement program makes sure that sales training is available when the rep can be there and in a place they can go without getting in the way of sales.

2.) Contextualizing the Training to Meet the Reps’ Needs

As with all large-gathering trainings, group sales trainings can sometimes be less focused on the specific needs of an individual sales rep.

A more beneficial sales training strategy would give reps information that is relevant to the sales proecess and deal they are currently trying to engage. The rep is now motivated because the sales training content applies to the rep’s situation at the moment. They will be more attentive and focused, and the training will be more effective.

An effective sales enablement program helps ensure that all the sales content that is given to the rep is significant and relevant to their current engagements.

3.) Training on Simple, Deliverable Language

Since sales reps are the buyer’s primary communication point for the company, it is vital that they are able to communicate the necessary information to the buyer in a simple and concise way. Few buyers will be interested in jargon or technical data statistics, but they will want to know the essential aspects of what they are considering buying. If a sales rep cannot fully explain the product simply and coherently, they may lose the buyer’s interest and ultimately, their business.

Because of this, an effective sales enablement program must support a sales training and communication strategy that gives the rep the necessary information in such a way that they can easily digest and deliver it to the buyer in simple language.

4.) Incorporating Training Into the Regular Workflow

Perhaps the most essential need is for the sales training content to be seamlessly incorporated into the rep and sales manager’s workflows, making room for quick and regular coaching feedback from the manager to the rep. The training process should be ongoing so that sales reps are not losing out on new information or having to remember what they learned months ago.

An effective sales enablement program that incorporates sales training techniques into a company’s workflow will help make training and coaching more efficient in the long run.

Developing an effective sales enablement program that works around the sales team will help the reps with what they actually need, allowing them to be more productive and motivated to sell more. When they are regularly given proper training material that helps them in their specific engagements, they will use what they learn more regularly, making it less likely that they forget what they learn and more likely that they use it in the future. Lastly, the sales enablement program can help ensure a workflow that allows room for regular, practical feedback from managers to the reps. All these together streamline the training process and make the sales team more efficient, productive, and effective.

Shawnna Sumaoang is the Director of Marketing for Highspot, the industry's most advanced sales enablement platform, helping organizations close the loop across marketing, sales, and the customer.