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Customer Success: Transforming from Satisfaction to Success

This manifesto highlights the need for companies to shift their focus from merely satisfying customers to ensuring their success. It emphasizes the importance of offering products, services, and solutions that help customers achieve their goals and fulfill their dreams. The manifesto also discusses the need for diversity marketing, community building, and specialized acquisitions to stay competitive in the market.

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Customer Success: Transforming from Satisfaction to Success

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  1. Tom Peters’ Manifestos2002The Solutions Imperative:From “Customer Satisfaction” to “Customer Success”Version 03.01.2002

  2. 1. Base Case …

  3. “Customers will try ‘low cost providers’ … because the Majors have not given them any clear reason not to.”Leading Insurance Industry Analyst

  4. SWA > American + Continental + Delta + Northwest + United + USAirways.Source: Boston Globe (12.22.2001)

  5. Getting Beyond Lip Service!“No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO, Farmers Group

  6. TP2002: GE Industrial Systems. Farmers.Message I: Same-same kills. Go way up the VA Chain. (Or else.)Transformation or bust: Full-service/ solutions provider. Great rep … but … NOBODYOWNSTHESPACE.Message II:All dogs must learn … lotsa … new tricks.(Bad news: Everybody’s after the same space. Mr. Darwin is on the prowl!)

  7. Diversity Marketing … Communities of Interest … Bank of America relationship … specialized acquisitions … Farmers Agency Dashboard … HelpPoint … licensed financial planners …etc. … etc. … etc.

  8. 2002: Same-Same-Same …Farmers = GE = Oracle = MCAA = Biotech & Pharmaceutical Trainers = Omnicom

  9. GE/IS: “We don’t sell circuit breakers.”Farmers: “We don’t sell insurance.”Oracle: “We don’t sell apps-in-boxes.”MCAA: “We don’t sell ‘a job.’”B&T Trainers: “We don’t sell pills.”Omnicom: “We don’t sell ads.”(Seagate: “We sell the sexiest boxes … and we’re proud of it.”)

  10. Exec, CTFA: “The dirty little secret amidst an ‘age of consolidation’: It’s not all ‘channel management.’We need some very cool products!”

  11. Bob Lutz:“I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation.”Source: NYT 10.19.01

  12. Whaddaboutheproduct?20 of 267 of top 10

  13. 2. The Enemy …

  14. “Quality as defined by few defects is becoming the price of entry for automotive marketers rather than a competitive advantage.”J.D. Power

  15. “While everything may be better, it is also increasingly the same.”Paul Goldberger on retail, “The Sameness of Things,”The New York Times

  16. “We make over three new product announcements a day. Can you remember them? Our customers can’t!”Carly Fiorina

  17. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, working in similar jobs, coming up with similarideas, producing similar things, with similarprices and similarquality.”Kjell Nordstrom and Jonas Ridderstrale,Funky Business

  18. “Companies have defined so much ‘best practice’ that they are now more or less identical.”Jesper Kunde, A Unique Moment

  19. 10X/10X

  20. “Customers will try ‘low cost providers’ … because the Majors have not given them any clear reason not to.”Leading Insurance Industry Analyst

  21. 3. A Pitiful Showing …

  22. “Our military structure today is essentially one developed and designed by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

  23. From: Weapon v. WeaponTo:Org structure v. Org structure

  24. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

  25. “Good management was the most powerful reason [leading firms] failed to stay atop their industries.Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovator’s Dilemma

  26. “A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.”Jim Utterback, Mastering the Dynamics of Innovation

  27. Forget>“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock

  28. “Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of ‘sustainable advantage’ after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition.”Rich D’Aveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

  29. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters

  30. Wendell Phillips, abolitionist: “Republics exist only on the tenure of being constantly agitated. There is no republican road to safety but in constant distrust.”Source: Louis Menand, The Metaphysical Club: A Story of Ideas in America

  31. “Fail . Forward. Fast.”High Tech CEO, Pennsylvania

  32. Read This!Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

  33. 4.A White Collar Revolution …

  34. 108 X 5vs. 8 X 1= 540 vs. 8(-98.5%)

  35. The Pincer 51. “Destructive” entrepreneurs/ Global Competition2. “White Collar Robots”3. THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]4. Global Outsourcing[E.g.: India, Mexico]5.Speed!!

  36. IBM’s Project eLiza!** “Self-bootstrapping”/ “Artilects”

  37. “So what does Drexel’s demise tell us about Enron? Companies may die (or commit suicide), but ideas—if they’re any good—survive.” James Surowiecki, The New Yorker

  38. Every job done in W.C.W. is also done “outside” …for profit!

  39. Answer: PSF![Professional Service Firm]Department Headto …Managing Partner, HR [IS, etc.] Inc.

  40. “P.S.F.”: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot “Talent” (see below)“Adventurous” “culture”Proprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++)

  41. Model PSF …

  42. (1) Translate ALL departmental activities into discrete W.W.P.F. “Products.”(2) 100% go on the Web.(3)Non-awesome are outsourced (75%??).(4)Remaining “Centers of Excellence” are retained & leveraged to the hilt!

  43. 7 Rules for Leading/THRIVING in a Recession+1. It’s ALREADY too late.2. Show up & tell the truth—CREDIBILITY rules.3. Kill with KINDNESS.4. Sharp pencils are imperative—but don’t forget that the CUSTOMER & our TALENT & RISKY INVESTMENTS are still our long-term Bread & Butter. 5. Everything’s different, everything’s the same—it’s the NEW ECONOMY, more than ever, stupid!6. “Use” the trauma to mount the bold initiatives you should have long before mounted: Flux =OPPORTUNITY.7. We’re in a War of Organizational Models—from retail to the Pentagon. IDEAS MATTER MOST.

  44. 5. Searching for New Bases for Value Added …

  45. The Big Day!

  46. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersconsulting business!

  47. “These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard

  48. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Delphi … Etc. … Etc.

  49. “We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems

  50. “Customer Satisfaction” to “Customer Success”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems

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