Do we really know what the Lifecycle process of a client is in relationship with our company

Do we really know what the Lifecycle process of a client is in relationship with our company? With discernment and client´s expectations? Do we identify and communicate to our colleagues what and how we work for customer satisfaction at every stage of the life cycle of the customer?

These are key questions that must be taken in consideration by the management of a company to benefit their short-term sustainability and the solution must be shared by all the professionals in the organization who interact in the Customer Lifecycle.

IF WE ARE A COMPANY THANKS TO OUR CLIENTS, WHY DON´T WE FOCUS THE COMPANY KEY ACTIVITIES TO THE CUSTOMER LIFE CYCLE WITH OURS?

Against a backdrop of difficult financial market trends, aggressive competitor activity and the significant EBITDA procurement challenges faced by Organizations, is strategically important to ask basic questions such as: What is the level of satisfaction my clients have with my products or services? What am I doing exactly during each step of the relationship process with my

Organization to boost customers bonding? Is there a real cross knowledge by different professionals from different areas in what and how we’re performing to achieve ultimate customer satisfaction? The lack of response to any of these questions can lead to some unreliable scenario to work hard but without focus towards who is the main actor of your business activity: the customer.

Major multinational sectors as diverse as energy, telecommunications and consumption are now engaged in projects on the lifecycle analysis of their customers, as the main way for improving their relationship and satisfaction. It has become a key decision to strengthen their positions in the market and a real practical application trend for the Management Board of “Back to the basics”.

A project about the Customer Lifecycle implies for all employees of the organization a better understanding of the key activities that interact between different departments, placing in the decider position the customer satisfaction. On the other hand, a significant sense of entitlement, because too often the professionals that are part of a company are not fully aware of all the good that is done for the client, facts that are diluted, in the background of internal communications, behind the whole set of complaints, claims, conflicts generated in the relationship with customers and interdepartmental relations.

The opportunity of a Customer Life Cycle project in a company aligns its professionals to the main guarantor of the continuity and growth of the same, which is no other satisfied customers, which at one end can become promoters Products and services of the company.

And how do you enunciate a constructive self-assessment exercise assumed as important as the Customer Lifecycle in an Organization? Constructive criticism is articulated. Well a priori involves 3 stages: Identify from the client´s standpoint which is the Customer Lifecycle, collect valuable information and then communicate the final product to the entire group involved.

Well, the first surprise that transcends from the implementation of this work scheme is that there are many things gathered in organizations formatted as informal knowledge, is not registered, It is known by a few and in many cases are not the ones with the task responsibility that affects the Customer Lifecycle. In addition, all departments and units show complex processes only about what they do, but with a distorted focus, prioritizing the achievement of its objectives and the EBITDA contribution to a business unit, but not considering how in these processes the customer participates or is affected.

It is essential to develop a step by step analysis, involving the “first pillars” of each unit or department immersed in the Customer Lifecycle to find those elements that can contribute to customer satisfaction. Interestingly for the day to day pressure of objectives and tasks to be performed in any of the cases the customer was never put in the middle as a key reason for the activity.

Grouping all these contributions, the next step is to find the interconnection links between the input and output departments of that Customer Lifecycle. Learn how to prioritize what we do and how we do to improve our relationship with our clients, either directly, or indirectly, by favoring contact in the corresponding areas.

At the end of it all, made the mesh of interconnections between departments that form part of the Customer Lifecycle with the Organization arises a product designed by and for the organization, which must be identified for all the following key sections:

1. Level identification process, the Customer Lifecycle Organization
2. What are we doing with customer focus
3. How we relate to the customer
4. What contribution value are we giving our internal customers whilst focusing on customer satisfaction
5. Constructive feedback to improve other areas as in their participation in the Customer Lifecycle.
6. Strengthening the voice of the customers. Indicators of real satisfaction.

And if the design of this product has already been challenging, it is essential that everyone involved is properly communicated, employees, junior managers, directors…

At this point the customizing communication with the active participation of the heads of each of the areas that make up the Customer Lifecycle, get an important reinforcement on self-motivation of the employees of the company and increases the sense of positive belonging to an organization focused on the client.

An organization that knows what and how it contributes to add value to the life cycle of its customers is an organization that consolidates short-term stability pillars for your business and builds entry barriers for the participation of competitors in its activity areas.