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Improvement Methodology

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Improvement Methodology

  1. 1. Copyright 2008 Evenbetteryet, llc All rights reserved .
  2. 2. “ ” Steady success is good, but it can foster serious weaknesses. Complacency sets in, customer focus declines, creative ideas dry up and before you know it, you are in trouble. Fujio Cho Chairman, Toyota Motor Company Speaking in Traverse City, MI August 4, 2004
  3. 3. Economics of Customer Loyalty Year 1 2 3 4 5 6 Copyright 2008 Evenbetteryet, llc All rights reserved.
  4. 4. Economics of Customer Loyalty <ul><li>Policyholder Retention (good) </li></ul>New , stay, stay, stay, stay, stay, stay, stay, stay … New , stay, stay, stay, refer & stay , stay, stay, stay, stay, refer & stay , stay, stay, stay, stay, stay, stay, stay, … New , stay, stay, stay, stay, stay, stay, refer & stay , stay, stay, stay, stay, stay, stay… New , stay, stay, stay, stay, stay, stay, stay… Policyholder Loyalty (better) New Policyholder , stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay, stay
  5. 5. This is all about retaining profitable policyholders and earning unsolicited profitable referrals of family, friends and colleagues. “ ”
  6. 6. <ul><li>Customer </li></ul><ul><li>Employee </li></ul>Process “ Detractors” Indifferent/Passive “ Promoters” 3 Areas of Focus Activities Customer Would Pay For Customer wouldn’t pay for but are incidental to providing something a customer would pay for. Customer wouldn’t pay for and are NOT necessary. (Waste) “ Promoters” Indifferent/Passive “ Detractors”
  7. 7. <ul><li>Customer </li></ul><ul><li>Employee </li></ul>Process “ Detractors” Indifferent/Passive “ Promoters” A Look Ahead Activities Customer Would Pay For Customer wouldn’t pay for but are incidental to providing something a customer would pay for. Customer wouldn’t pay for and are NOT necessary. (Waste) “ Promoters” Indifferent/Passive “ Detractors”
  8. 8. Growth for growth’s sake… … Means Everything Grows Exponentially Promoters/Activities Customers Would Pay For Indifference/Incidentals Detractors/Non-incidental Activities Customers Would Not Pay For (waste)
  9. 9. Customer And Employee Promoters/Activities Customers Would Pay For Indifferent Customers and Employees Detractors/Non-incidental Activities Customers Would Not Pay For (waste) Profitable Growth = ‘Stickier’ Sales Using Fewer Resources
  10. 10. HOW?
  11. 11. <ul><li>Customer </li></ul><ul><li>Employee </li></ul>Process Apply Net PromoterScore (NPS) HOW? Apply ‘Lean’ and “ Learn How To See” for Managers Positive Camaraderie , Fairness, and Sense of Achievement for Managers Completion: April Completion: September Completion: December
  12. 12. <ul><li>Customer </li></ul><ul><li>Employee </li></ul>Process Apply Net PromoterScore (NPS) HOW? Apply ‘Lean’ and “ Learn How To See” for Managers Positive Camaraderie , Fairness, and Sense of Achievement for Managers Completion: April Completion: September Completion: December
  13. 13. <ul><li>Customer </li></ul><ul><li>Employee </li></ul>Process Apply Net PromoterScore (NPS) HOW? Apply ‘Lean’ and “ Learn How To See” for Managers Positive Camaraderie , Fairness, and Sense of Achievement for Managers Completion: April Completion: September Completion: December
  14. 14. Year 1. Learning and Applying Key Concepts Year 2. Continuous Improvement/ Internal Innovation, ‘Pure’ Organic Growth ‘ External’ Innovation/Non-Organic (yet profitable) Growth Organic and Non Organic Profitable Growth Timeline and Methodology
  15. 15. End

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