Ryanair has a customer-centric approach, but it’s not what you think

I recently co-wrote a report on customer-centric strategy for NextTen – more on that later – that included Ryanair as a (positive) case study. The recent problems with pilot scheduling might cause me to make a hasty edit – but I think not: Ryanair is thoroughly customer-focused, but their low-cost approach illustrates the challenges of maintaining such a strategy when things go wrong. In fact, pursuing this strategy appears to be more likely to cause these problems. Continue reading “Ryanair has a customer-centric approach, but it’s not what you think”

Shaving is boring? Not when you’re customer-obsessive

Photo by Christoffer Engström on Unsplash

The avid reader of these posts (and whoever you are, you’re keeping a low profile) may have noticed the odd, obscure music reference creeping in to the titles. I think this week I’ve found the most obscure one and you’ll have to read to the end to find out what it is. (Cheap trick, I know, but it’s slightly better than calling this post Five Reasons Why Shaving Is Not Boring.)

Tales from the sharp end #3

Continue reading “Shaving is boring? Not when you’re customer-obsessive”

Five objections to The One Rule

In last month’s post I identified The One Rule for strategy in a customer-driven organisation.

Everything relates to delighting customers

The use of the word delighting is important: it means achieving the customer’s desired outcomes.

The word everything is important as well as it’s likely to be the source of a number of questions or objections that might be arising. Let me deal with the ones that I can think of… Continue reading “Five objections to The One Rule”

The one essential rule for customer strategy

It’s not that complicated

I’ve been thinking a lot about simplicity lately, partly because simplification is a major outcome of knitting fog and partly because I am starting to feel a bit overwhelmed by articles with titles like ‘N top tips to improve your Customer Experience’ or similar where N is usually an odd number between 5 and 25 . If I add together the various Ns I have too many rules, tips and hints to keep in my head at once so, as an antidote to tip overload (the tipping point?) I have identified the one essential rule you must adhere to when defining – and implementing – customer strategy.

Continue reading “The one essential rule for customer strategy”

Transforming to a customer-led business: a potential model

Is there a recipe for transformation? Can a business genuinely transform itself to be customer-led? How do you get started? I attended a breakfast discussion on the topic of transformation with a group of fellow Comotion associates recently and whilst these questions are straightforward, some of the answers challenge accepted wisdom on strategy and transformation. Continue reading “Transforming to a customer-led business: a potential model”

Developing a new operating model: agile or fragile?

Designing and implementing a new operating model is one of the biggest challenges an organisation can undertake, and increasing pressures and strategic priorities mean that results need to be achieved in a shorter and shorter timescale. Do the agile approaches that have arisen over the last few years – mainly in the development of digital products and services – provide a way of meeting these demands and creating organisations fit for the future? Or does the slow and steady ‘classic OD’ approach provide a more lasting solution that fits with larger organisations’ ways of working.

Continue reading “Developing a new operating model: agile or fragile?”