Page 129 - MYM 2015

the community at large. This brings with it superior business performance.
How Can We Measure our Level of Customer Culture?
“What’s measured improves.” Peter Drucker21
This applies to customer culture. No matter where you stand on the
customer culture
spectrum, start
organization and the degree to which it has a customer culture and can respond to its markets and proactively engage market shifts.
The database includes businesses covering many industries that range from low to high customer culture on these seven traits. The MRI may tell you, for example, that your company’s ability to monitor, understand, and respond to its competitors’ strengths and weaknesses
is in the 82nd percentile (better than four- fths)
of all companies
in the benchmark database. This may be considered a relative strength, whereas customer insight at the
60th percentile could be improved signi cantly
by introducing behaviors and processes designed to improve current customers’ experiences with your business.
Even in companies that have very strong customer cultures there
is always room for improvement in one or more
by measuring and benchmarking where you are now.
By de nition,
a company’s competitive strengths and weaknesses exist only in comparison to those of its competitors. From our research
we developed a measurement tool to benchmark a company’s customer culture relative to a database of now more than 200 companies and more than 1000 business units
“We can create
of organizations
in the US, UK, Europe, Middle East, Africa, Asia and Australasia. This measures a business’s customer cultural strengths on the seven disciplines, provides a risk assessment in relation to its strategy, and gives guidelines for action to strengthen the business’s customer culture.
The Market Responsiveness Index (MRI) tool provides benchmarks as percentiles (similar to reported SAT results used by universities for student assessments) rather than raw scores on each of the seven cultural traits. The MRI measurement tool uses a survey completed by all relevant staff in a company or in
one or more business units. The result is a snapshot
of where the overall company and each business
unit stand compared with a large number of other businesses. It measures the behavioral heartbeat of the
disciplines. Also, a company’s pro le is a moving target as businesses continue to improve and strengthen their customer culture.
What Do High Performers and Low Performers Look Like?
Figure 5 shows an example of the Market Responsiveness Index results of two real companies— one for a high-performing business, and the other
for a low performer. The more shading re ects a stronger customer culture that drives better business performance. The low-performing business (depicted on the right side of Figure 5) shows low benchmarked scores on customer disciplines being the 34th percentile on customer insight and 4th percentile on customer foresight, which indicates signi cant risk on
your
mind I129
a better world
through marketing
in several ways
..... Commercially
.... Socially ....
Societally .... and
work with others
to improve the
quality of life.”
marketing