1. From Lip Service to Passionate Action:The Chief Customer Officer

2. The Customer Profitability Roadmap – High Level 2. Drive Accountability 1. Establish Baseline Metrics Customer Metrics Issue Trending: Create Reliability Accountability Metrics: Cross-Company Reliability Strategic Customer Metrics Prove the ROI Leadership Engagement Know What Customers Value Deliver New Experience In Stages Connect The Silos To Implement Create Experience Consistency (continuum) 4. Implement 3. Define New Experience 5. Ongoing Improvement

3. The Customer Profitability Roadmap – High Level 1. Establish Baseline Metrics Customer Metrics Issue Trending: Create Reliability Strategic Customer Metrics Prove the ROI

4. NPS/Recommend by Customer Segment Incoming Volume and Value of Customers Renewals by Customer Segment Outgoing Volume and Value of Customers Profitability/Revenue by Customer Segment 100 80 60 40 20 0 1. Establish Baseline Metrics What is the net gain or loss of customers -and- customer value?

5. Formal Research Results 3 Questions: 1. Would You Recommend? 2. How was the frontline? 3. One thing to improved? Complaint Catcher 3 Questions: Smart Listening Operational Metrics Customer Asset Metrics Operational metrics of performance from top 10-20 moments of truth. Results from surveys and research to customers. Real-time, unaided feedback from customers as they interact with us Pipeline of customers coming and going and purchase behaviors as the outcome of their experience. 1. Establish Baseline Metrics

6. The Customer Profitability Roadmap – High Level 2. Drive Accountability Customer Metrics Accountability Metrics: Cross-Company Reliability Leadership Engagement

8. Begin to compile the metrics

9. Run monthly loss reviews

12. Net Promoter “detractor” issues trended

13. Inbound Contact aggregation and trending

15. Accountability for proactive development of new experiences

17. Feedback by Frontline Associate on Issues & Experience

19. The Customer Profitability Roadmap – High Level Customer Metrics Deliver New Experience In Stages Connect The Silos To Implement 4. Implement 5. Ongoing Improvement

20. Become the ‘FedEx’ of Junk Removal “Experience” Connection Leadership Inspires Differentiation

21. $70 million $60 million $50 million $40 million $30 million $20 million $10 million % Revenue Growth 50% 1-800-GOTJUNK System Wide Revenue 131% 64% 45% 190% 124% 50% 1999 2000 2001 2002 2003 2004 2005 “Experience” Connection Great Experiences Yield Market Place Yield

23. Customer Segmentation

24. Why We Lose Customers

25. Engage Organization

26. DNA/Culture Boost Actions 100 calls by Staff 400 calls by Research Company Own the Call: Internal Service Standards Hardwiring DNA : Initiate Key Repeatable Processes First Customer Room Walk-Through First Customer Loss Review Meeting Example - First 90-Days Plan Key: STAGE ONE Early Actions and Quick Wins Internal Communication: 90 Days Roadmap First Pass Customer Segmentation Complaint Catcher Categories Created Customer Asset Metrics: Data We Have Now Diagnose Lost Call Issues –People/Process Lost Call Issues Attached to Moments of Truth Complaint Priorities: Accountability & Timeline Marketing Back: to Customers Customer Room Stage 1 Built Complaint Catcher – Paper Version Begins First Complaint Catcher Trending

27. 6 INDICATORS OF SUCCESS For Organizational Transformation Understanding = clarity of the work, creating value for the work Alignment = clearly delineating and explaining how people’s work will change and still having them sign up for the work. Everyone agrees consistently what they work is and how they will do things differently as a result. Engagement – for the process of building. Gain commitment of time and resources for guiding and participating in the development of the solution.

28. 6 INDICATORS OF SUCCESS For Organizational Transformation (cont’d) 4. TAKE Action = the tactical action of building the system, data collection, etc. These are the milestones people usually think of. 5. ENABLE Action = Success when because of what has been done (because of you) the organization is enabled to do something better or greater than what they’ve done before. For example, Claims now knows of complaints to take action on, accountability is attached by claims center, or issues are pushed to the frontline and organized by rep for coaching. 6. INFLUENCE Action = The company begins doing things differently because of how you helped them get to a different place and because of what you offered and how you offered it.

29. 105 105 105 105 Goal Goal Goal Goal 100 100 100 100 Actual Actual Actual Actual 95 95 95 95 MAP MAP MAP MAP 90 90 90 90 Identify The Top Ten Customer Interactions 3. 8. 4. 1. 2. 7. 10. 9 5. 6. 2. Operational Accountability Operational metrics of performance from top 10-20 moments of truth. For each of the key moments of truth, baseline current performance and to establish the minimum acceptable performance. (MAP) and goal performance for the resolution and reduction of the issues. Speed of answer*Average and Range % of calls having to be transferred* % of calls requiring call backs* Handle time*

30. Jeanne Bliss www.customerbliss.com www.twitter.com/jeannebliss 425.444-7654