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How Do You Actually “Put the Customer at the Centre” of What You Do?

If you are starting out on your journey – or if you feel like you are getting a bit lost in the noise – it's always useful to come back to "customer value".
Service scope and purpose: reactive/proactive, mandatory/discretionary, internal/external; Key customers & stakeholders and value sought; Underpinning systems, Authorities and accountability, Upstream/downstream workflows; Inputs > activities > outputs > outcomes; Service levels and measures (customer-facing and technical)

By Sam Robinson

It doesn’t matter what sector you are in, you will have customers. There are many, many ways to analyse customers. If you are starting out on your journey – or if you feel like you are getting a bit lost in the noise – it’s always useful to come back to “customer value”. What do your customers value from what you deliver? That is not the same as “what we do”. I encounter enough thinking to that effect that it’s work repeating: this is not the same as “what we do”.

Think about the last time you went to a big shopping centre. Have you noticed that you can now get your car cleaned while you park? That’s because there has been a shift in thinking from “what we do” (sell products and services from rented spaces) to “customer value” (we can help customers to save time and effort by getting their car cleaned while they shop). 

Set above is a model with five key elements. We use this model to get to the heart of customer value, so we can help organisations to make that shift.

At LKS Quaero, customer value is a key focus of our leadership programs. Here are some examples of where we have done this in local government.

For more information on how we foster customer value, visit us at lksquaero.com or follow us on LinkedInFacebook, and Twitter. 

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