Bo Bäckman: IN/OUT – inner and outer Loyalty
There are many beautiful words about quality. Many goals about customer satisfaction. Many programs for inner participation. Few combine the two in a systematic way to understand the connections that drives a Superbrand.
The key is to analyze the two simultaneously: Customer satisfaction and Employee engagement.
This article gives the foundations for a systematic fact based analysis of the two: Customer and Employee.
• The Scope
• The Tools
• The Action
The Scope: in/out matrix
The input is web interviews with customers and employees. The questions are about experiences as customer and employee. In the analysis we identify what drives customer loyalty and employee participation – more specifically “What drives the feeling that you as an employee contribute to reaching the goals”. More about the drivers in the Tool section
The standing of the company is classified in the In/Out-Matrix
Feeling of Contribution: Internally anchored goals and a feeling of being needed
Loyalty: The ability to create loyal customers.
Interpretation of the 4-fields
Confused: Internally you do not know where you come into the company´s goals. The customers are disloyal and notice the irregular way they are met by the personnel.
Prepared: The business focus is anchored internally and you understand where you as employee come into the customer process. So far the customers are disloyal. They have not gained the new experience, they are not informed.
Ready: Everything works. The business idea is internally anchored and externally accepted.
Looser: The customers are still loyal but the flow of new customers is dying out. They do not want to pay for what we are trying to sell. Reality/the new market situation has run away from the company.
The tools
The goal is to identify the the factors that will drive change in the IN/OUT-matrix (or develop further what is already good.)
The results can be described as: Leverage – It’s profitable to improve these factors as they drive both customer loyalty and inner participation.
The Action
Can basically be described as a Hitlist
You measure, take action and follow what is:
Important in order to drive improvement in the IN/OUT-Matrix. The Leverages that form a Hitlist. What to do by whom to create a Superbrand. A Superbrand is a people business.
Bo Bäckman
Their are so many interesting market researches you can make. It is true that it is always a safe way to test your branding building.
If I had a quarter for every time I came here.. Superb read!