Question 1

For each of the following four departments, explain what transitioning to a customer-strategy organization entails. Describe both the desired end result and the process it will take a traditionally organized department to get there. For example: What new functions and values are required? What are the particular challenges? What solutions can help ease these challenges?
a. sales department
b. marketing department
c. human resources department
d. upper management

Accepted Answer

a. Sales Department:
Transitioning to a customer-strategy organization for the sales department entails a shift from a focus on simply making sales to building long-term relationships with customers. The desired end result is a sales team that understands the needs and preferences of customers and can tailor their approach to meet those needs. This will require a shift in values from a purely transactional mindset to one that prioritizes customer satisfaction and loyalty.

The process of transitioning will involve training and development for the sales team to improve their customer relationship management skills. New functions such as customer segmentation and personalized sales strategies will be required to effectively implement a customer-strategy approach. The particular challenge for the sales department will be changing the mindset of sales representatives who may be resistant to moving away from traditional sales tactics. Solutions to ease this challenge could include incentivizing customer satisfaction metrics and providing ongoing support and coaching for the sales team.

b. Marketing Department:
Transitioning to a customer-strategy organization for the marketing department involves a shift from mass marketing to targeted, personalized marketing efforts. The desired end result is a marketing team that can effectively engage with customers on an individual level and deliver personalized messaging and offers. This will require a shift in values from a focus on reaching a broad audience to one that prioritizes understanding and meeting the needs of specific customer segments.

The process of transitioning will involve implementing new technologies and data analytics to better understand customer behavior and preferences. New functions such as customer journey mapping and personalized content creation will be required to effectively implement a customer-strategy approach. The particular challenge for the marketing department will be breaking away from traditional marketing tactics and embracing a more data-driven and customer-centric approach. Solutions to ease this challenge could include investing in training and development for the marketing team and leveraging customer data platforms to better understand and target specific customer segments.

c. Human Resources Department:
Transitioning to a customer-strategy organization for the human resources department entails a shift from a focus on employee satisfaction to a focus on both employee and customer satisfaction. The desired end result is an HR team that understands the impact of employee engagement on customer experience and can develop strategies to align employee behaviors with customer needs. This will require a shift in values from a purely internal focus to one that prioritizes the connection between employee engagement and customer satisfaction.

The process of transitioning will involve implementing new performance metrics that measure the impact of employee engagement on customer satisfaction. New functions such as customer-centric training and development programs for employees will be required to effectively implement a customer-strategy approach. The particular challenge for the HR department will be balancing the needs of employees with the needs of customers and finding ways to align these two priorities. Solutions to ease this challenge could include developing cross-functional teams that bring together HR and customer-facing departments to collaborate on strategies that benefit both employees and customers.

d. Upper Management:
Transitioning to a customer-strategy organization for upper management entails a shift from a focus on short-term financial goals to a focus on long-term customer value. The desired end result is a leadership team that prioritizes customer-centric decision-making and understands the impact of customer satisfaction on business success. This will require a shift in values from a purely profit-driven mindset to one that prioritizes building sustainable customer relationships.

The process of transitioning will involve implementing new performance metrics that measure customer satisfaction and loyalty. New functions such as customer experience management and customer-focused strategic planning will be required to effectively implement a customer-strategy approach. The particular challenge for upper management will be breaking away from traditional financial metrics and embracing a more customer-centric approach to decision-making. Solutions to ease this challenge could include providing education and training for leadership on the importance of customer-centric strategies and incentivizing long-term customer value in performance evaluations and compensation structures.

Question 2

All of the following agreements would likely ease the sales department's transition except:

Accepted Answer

A)  addressing ways salespeople can save time and earn higher commissions 
B)  phasing out the use of sales force automation software 
C)  specifying which information is for enterprise use and which is for their use only 
D)  prioritizing which information is needed about customers B

Question 3

One new function of the transitioning customer-strategy marketing department is:

Accepted Answer

A)  customer analytics 
B)  redefining the organization 
C)  communicating with the customer 
D)  articulating customer demographics A

Question 4

Which is the most relevant customer strategy for research and development?

Accepted Answer

A)  measuring and tracking Return on Customer 
B)  accessing real-time customer information 
C)  improving employee culture 
D)  establishing test cells and control groups

Question 5

In the transition to a customer-strategy enterprise, the human resources department plays all of the following roles except:

Accepted Answer

A)  evaluating whether the company has the capability to change 
B)  addressing all key recruiting, training, and ongoing support issues 
C)  creating new career path opportunities 
D)  aligning technology implementation with business strategy

Question 6

When Peppers and Rogers talk about "using up customers," what does that mean? And how do customer-focused companies use that idea to determine (a) customer value and (b) how to manage customer portfolios?

Accepted Answer

The answer of When Peppers and Rogers talk about "using...

Question 7

The highest level of development of an organization is

Accepted Answer

A)  internal cohesion 
B)  external cohesion 
C)  transformation 
D)  self-esteem

Question 8

The core structure of the customer management organization is:

Accepted Answer

A)  Return on Customer 
B)  customer portfolio management 
C)  the sales department 
D)  customer relationships

Question 9

One of the challenges in a sales department's transition to customer strategy is:

Accepted Answer

A)  more sales reps have fewer responsibilities 
B)  it becomes more difficult to share information across the firm 
C)  commissions often decrease 
D)  sales reps' work becomes more visible

Question 10

The picket fence strategy is best suited for:

Accepted Answer

A)  small-to-medium businesses 
B)  large businesses 
C)  businesses who already identify customers individually and differentiate them by value 
D)  businesses who do not yet identify or differentiate their customers individually 
E)  a, b, and c
F) a, b, and d

Question 11

The greatest competitive advantage in managing employees in a customer-strategy organization lies in:

Accepted Answer

A)  using technology to automate more routine jobs 
B)  equalizing salaries to value lower-tier employees 
C)  making the most talented employees more productive 
D)  setting clear rules about personal use of company resources

Question 12

Pilot projects are an ideal way to launch a customer initiative for:

Accepted Answer

A)  small-to-medium businesses 
B)  large businesses 
C)  businesses who already identify customers individually and differentiate them by value 
D)  businesses who do not yet identify or differentiate their customers individually 
E)  a, b, and c
F) a, b, and d

Question 13

Segment management is best suited for:

Accepted Answer

A)  small-to-medium businesses 
B)  large businesses 
C)  businesses who already identify customers individually and differentiate them by value 
D)  businesses who do not yet identify or differentiate their customers individually 
E)  a, b, and c
F) a, b, and d

Question 14

For the customer service department, when considering self-service options for customers, what is the best approach?

Accepted Answer

A)  prioritizing direct CSR contact with the customer whenever possible 
B)  prioritizing self-service for the customer whenever possible 
C)  balancing CSR contact and self-service 
D)  having all options available to all customers, and always allowing the customer to choose

Exam 14: Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 2

All of the following agreements would likely ease the sales department's transition except:

One new function of the transitioning customer-strategy marketing department is:

Which is the most relevant customer strategy for research and development?

In the transition to a customer-strategy enterprise, the human resources department plays all of the following roles except:

When Peppers and Rogers talk about "using up customers," what does that mean? And how do customer-focused companies use that idea to determine (a) customer value and (b) how to manage customer portfolios?

The highest level of development of an organization is

The core structure of the customer management organization is:

One of the challenges in a sales department's transition to customer strategy is:

The picket fence strategy is best suited for:

The greatest competitive advantage in managing employees in a customer-strategy organization lies in:

Pilot projects are an ideal way to launch a customer initiative for:

Segment management is best suited for:

For the customer service department, when considering self-service options for customers, what is the best approach?