Taking A Deeper Look At Customer-Centricity: Is It All Goodness?

Today, let’s take a deeper look at customer-centricity. Why? To get a better appreciation of what this term signifies. And importantly what it does not signify.  How best to go about this? Allow me to share a personal story or two with you and lets see what is unconcealed.

My Father Is Centred On Me

Up to the age of 5 (or so) nobody was centred upon me. As a result I lived a life that showed up as free – I pretty much got to do what I wanted to do for the whole day; my father was living in a different country for most of the time and my mother was too busy working the farm to keep a close eye on me.

Everything changed shortly after my fifth birthday. I found myself living in the UK, living an indoor life in a city (rather than an outdoor life in the countryside) and under the careful gaze of both my mother and father.  This is where life became interesting. Why? Because my father became maz-centred: he centred his attention on me.  What did this look like?

My father planned and dictated pretty much every day of my life. So when I got back from school, I was fed by my mother then marched upstairs to my bedroom to study. And not let out until the studying was done. Homework from school was not enough. My father got together with his more educated friends and gave me extra homework.  Each night there would be test.  If I did not pass the test there were unpleasant consequences.  Further, I had to watch the six o’clock news and the nine o’clock news. And I had to translate for my father. I remember that one night I forgot to inform him that the Egyptian army had been decimated by the Israeli army. The next day he found out from his friends and I got punished.

This level of maz-centricity was not enough for my father. Some weekends he would arrange for my cousin who was several years older to come over. And then he would pose questions to us both.  If I did not surpass my cousin – who was and is clever – I got punished.  To avoid the punishment I studied a lot in the evenings and even at the weekends.

As I excelled in school my fathers maz-centricity broadened to include Islam. Now I come home to school, was fed by my mother, did some homework, then had to go the mosque and study there for 2-3 hours, then return home and complete my homework.

When it came to choosing which subjects I was going to study at school for my O’levels. My father chose the subjects for example overriding my preference for Physics with his choice of biology. Why? My father was totally centred on me. Why? My father was clear that I was his passport to status (standing in the community) and money. Therefore, he was clear and determined that I was to become a doctor – at least a doctor, more likely a surgeon.

What has been unconcealed here?  My father centred his resources (time, money) on me in order to serve his needs – for status, for wealth.

I Centre On My Children

I remember coming home very late one evening – around about 11pm. It had been a hard day at work. Opening the door, I found my son (who was around 3 at the time) rushing towards me with big eyes, big smile, and open arms. As I picked him up the following thought occurred: “My son loves me just as I am. All he asks is that I be here and spend time with him. Whereas at work, I am only as good as the last project. And my utilisation rate.”  I also realised that I had been prioritising work over my son!  I made a choice. I chose to stop climbing the ladder at a Top 5 management consultancy – work less, spend more time with my son.

When Rohan (eldest son) was around 4 years old I made the decision to put him into a private school: a Montessori School. Many people advised me not do so. Their argument, private school is costly. And I could not put Rohan into Montessori School without, later, putting both Rohan and Marco (second eldest son) into Montessori School. And then later a third child; my wife and I had planned to have three to four children.

After some consideration, I chose to walk down this path – of putting Rohan into Montessori School and keeping there at least until the age of eleven. And likewise for the other children – born and unborn. Why did I make this choice? I noticed that Rohan was an unusual child: bright, risk taking, inquisitive, creative yet struggling to read or put a sentence together. Later it turned out that Rohan has the gifts and constraints that go with being Dyslexic. Noticing, what was so, I was convinced that Rohan would suffer in traditional school where the classroom size is 30+. And the work if focussed on reading and writing.  Montessori School offers a much broader curriculum and importantly uses all five sense – not just sight and sound.

When I was not working away from home, I spent some time every evening with each of my children. If nothing else I would go and lie in bed with each of them for 10 – 20 minutes. And I would ask them the same questions. How are you feeling? What was good about your day? What was not good about your day? Is there anything else that you want to tell Papa?  I would give each of them a hug and tell each of “I love you and I am so proud of you.” That was the truth and continues to be the truth.

It occurs to me that I was also centred on my children. Ask my wife and she will tell you that I continue to be centred on my children even though Rohan is nearly twenty, Marco is eighteen, and Clea is fourteen.  The question is, why have I been and continue to be centred on my children?

My answer: to give these children the best start in life. What kind of start is that? One where they are encouraged and taught to think for themselves. One where they are encouraged and taught to stand up for themselves. One where they are encouraged to be leaders not just followers. One where they are encouraged and taught to consider and care for others. One where they are encouraged to take risks, explore, create, challenge rather then merely follow instructions and execute…..  My desired outcomes for my children have been and continue to be:

  • each child knows and values his gift/s;
  • each child has strong self-esteem (sense of inner worth) and strong self-confidence (way of being in the world and handling that which shows up in the world); and
  • each child values others as fellow human beings worthy of respect-consideration and naturally gets on well with others without sacrificing his/her core values and aspirations.

Summing Up

My father centred his time-effort-resources on me from the age of five until I broke away at the age of eighteen; I had been planning to break away from about the age of fourteen.

I have centred my time-effort-money on my children since 1998-1999.  All three of my children are still living with me. None of them has any intention of moving out any time soon even though the boys are both employed.

What is the difference?  My father was centred on me in order to attain his desired outcomes and at no time considered what I wanted for my life. What mattered was my father maximising his ROI in me. I was his vehicle for status, respectability, wealth…. I have been centred on my children too – throughout the wellbeing of my children has been and continues to be my concern and my commitment.

Imagine a hunter has his attention and rifle centred on your head right now.  He is about to take that shot. How are you left feeling?  Does the fact that this hunter is centred on you mean that he has your wellbeing at the centre of his concern?  You are not that stupid, right?  No you are not, which is why you would prefer it if this hunter centred his attention and rifle on someone/thing else – just not you or your loved ones.

So why is it that so many folks go stupid when it comes to business and the use of the term customer-centricity? Why is it that folks talk about customer-centricity as good thing implying that it is good for the company and it’s customers.  It may be good for the company, it is highly unlikely to be good for the customers. And I get that there are some companies which are exceptions.

Remember:

  1. Customer-centricity is merely a set of people and practices that constitute a powerful tool;
  2. What matters is what this tool will be used for the sake of (purpose/motive);

  3. What this tool is used for will be determined by the person/s who are using this tool;

  4. Therefore, take a good-detailed look at the person/dept/organisation which is using that tool.  Look at how these folks ‘feed and breed’ and you will have a good insight into what they will be using the tool for.

  5. Whatever you do don’t listen to the words, remember the Greek legends -in particular the Sirens with their seductive music and and voices.

And finally, from my own experience I have never found anyone to be as customer-centric as a salesman who needs to make his quota. Or a direct marketers keen to get the max revenue-profits from their direct marketing efforts.

Why Have CRM, 1:1 Marketing, and Customer Experience Failed?

I am clear that CRM, 1:1 Marketing and Customer Experience have failed to deliver on the promises made by professors/academics, authors/gurus, consultants and technology vendors.  Why?  Given the choice between changing our way of showing up and operating in the world or changing our words, almost all of us get busy learning-speaking a new vocabulary.

I have been investigating the domains of ‘digital marketing’ and the  ‘marketing cloud’. In the process I have been listening to pitches made by marketing vendors.  All the relationship-experience centred buzzwords are there: customer experiences, digital experiences, the mobile experience, customer engagement, customer relationships, responsiveness to customers…..  Yet, to the listening of a skeptic like me, something lies hidden under this fine rhetoric.

If you dig underneath what is it that you might find?  You might find that the narrative comes down to the following:

  1. We will put at your disposal an advanced scalable platform where you can suck in anything and everything that you have or can purchase on your customers (and prospects) to give you a 360 view of your customers irrespective of any concern-respect for the privacy of your customers.

  2. We have great tools that allows you to set-up customer journeys and determine when you want to hit customers with your messages, and how often you want to hit them with these messages.

  3. You can use our advanced decisioning engine to figure out what ‘product’, what offer, what message to push at your customer. And If the customer doesn’t respond to that message then our engine will learn and use this learning to come up with a better-different-more attractive message.

  4. We will put at your disposal the ability to send your messages to your customers 24/7/365 through any and every digital interaction channel that your customer uses. So there is no escape. Wherever the customer is, you can invade his privacy, and message him/her.  And,

  5. By doing this you will drive up your marketing effectiveness, make more money for your organisation and live happily every after because you have the tools to make your customers buy, buy, buy – from you.

This is not technology enabled relationship building.  It shows up for me as direct marketing on steroids. It is the nightmare scenario that my coauthor and I envisaged back in 2001 when we were advocating and advising on 1:1 marketing.  It occurs to me that this is technology enabled stalking/harassment: it is the epitome of the business as usual (transactional) way of showing up and travelling in the world.

How is this best summed up?  Allow me to share these words of wisdom from David Maister:

What all these problems have in common is that firms are not only “in it for the money,” but they want the money now! As a result, they talk a good game about long term relationship building marketing efforts, the truth is that these efforts are never really executed well unless they deliver results immediately.

Here is my prediction:

  • marketers (and their IT advisors) will lap up the story being pushed by consultants and technology vendors;

  • only a subset of marketers will do what it takes to become competent at making this technology actually work;

  • those marketers who do figure out how to make this advanced technology actually work (or who use outside agencies with technology savvy) will bombard customers with messages; and

  • the novelty of this ‘seduction’ will wear off and customers will learn to tune out and/or work around the marketer’s arsenal.

I have been wrong. And I may turn out to be wrong again. What do you think?