En waar blijft de klant. Jacko D’Agnolo’s Klantrelaties duurzaam veranderd

 

Het zal circa 2004 zijn geweest dat ik de auteur leerde kennen. Het was bij Essent Retail in een post-fusie, post-SAP-implementatie fase. Energiebedrijven worstelden toen (en wellicht ook nu) met het vraagstuk van procesverbetering en klantgerichtheid. Jacko D’Agnolo leverde met zijn team in korte tijd een groot aantal verbetervoorstellen op. Zijn aanpak indertijd was verfrissend. Omdat hij een aangenaam mens is om mee te converseren (ook over de inhoud van het vak) hielden we sporadisch contact. Wat nu resulteert in het kunnen lezen van zijn eerste boek (en mijn toezegging om over zijn boek een post te schrijven).

De kern

Houden we nog van de klant? Klantbelang en servicegerichtheid zit Nederlanders niet in de genen, stelt Jacko D’Agnolo. Met “En waar blijft de klant?” geeft hij aan dat het nu echt anders moet. Als ondernemer weet hij als geen ander hoe belangrijk het is om vanuit klantbelang te handelen. Deze kennis en ervaringen heeft hij verder aangescherpt vanuit zijn huidige advieswerkzaamheden en inmiddels vanuit diverse invalshoeken succesvol toegepast.

D’Agnolo was oorspronkelijk marketeer, maar werd met de oprichting van B&D Business Solutions ondernemer. Hij heeft als interim-manager verschillende verandertrajecten door gevoerd, onder meer bij Libertel. In 1999 richtte hij Newminder op, een zo genaamde next CRM provider die zijn tijd al ver vooruit was op het gebied van customer need based selling.

Jacko D’Agnolo heeft aan de basis gestaan van Customer Experience Management binnen Vodafone, waar hij het customer advocacy-denken heeft geïntroduceerd. Voor directies van grote ondernemingen is Jacko D’Agnolo als  partner van Boer& Croon architect en realisator van verander trajecten rond klantgerichtheid.

En waar blijft de klant

Mijn waardering

3,5 op een schaal van  0-5.

Een intrigerende titel was mijn eerste associatie. Klantrelaties die duurzaam veranderd zijn. Wie mij kent, weet dat ik het gedachtegoed van Barbara Gutek, zoals verwoord in “The brave new service strategy” aanhang. Gutek stelt onder andere dat klanten bepalen of er sprake is van een relatie en dat vaak alternatieven voor relaties (pseudo-relaties) worden ingezet. De relaties worden daarbij op vervangen door ontmoetingen (encounters). Zou de auteur hiernaar verwijzen?

D’Angolo hanteert een ander referentiekader. Voor hem biedt de wetgeving een eerste houvast. De wet zegt dat er sprake is van een klantrelatie als er gegevens zijn verkregen in het kader van een transactie. Of er sprake is van een klantrelatie wordt uiteindelijk aan de beoordeling van de bedrijven zelf overgelaten omdat ieder geval specifiek is. De auteur is daarom gaan zoeken wat organisaties erover zeggen. En wat – uiteraard – nog belangrijker is wat bedrijven onder aanvoering van hun CEO’s doen om hun klantrelaties te verbeteren en te waarborgen. D’Agnolo plaatst zijn zoektocht in de context van de huidige economische crisis en en aantal belangrijke trends.

Het hoofdstuk nieuwe wereld, een veranderende omgeving schetst het belang van maatschappelijk verantwoord ondernemen. Dingen die gedaan worden moeten waarde, betekenis hebben voor de onderneming. Onderkend worden een aantal grote maatschappelijke trends, trends die van invloed zijn op de bedrijfsvoering en socio-culturele trends. Die de context creeren voor de veranderende klant en de veranderende klantrelatie.

Hoofdstuk 4 beantwoordt de vraag of er sprake is van een nieuwe klantrelatie. Een volgens de auteur niet gemakkelijk te beantwoorden vraag. Sterker nog, D’Agnolo stelt dat er volgens hem niets zo moeilijk is als een (klant)relatie. Hij geeft een groot aantal tips voor organisaties. Zoals “Wie ben ik en wat kan en wil ik voor mijn klant zijn”, “Wat geef ik en wat wil ik terugkrijgen” en “Hoe haal ik oude pijn weg en bouw ik aan een nieuw vertrouwen.

Om een fundamentele verandering te bewerkstelligen, moeten organisaties en professionals in actie komen. De auteur pleit er voor om te werken aan leiderschap, het vorm en inhoud geven van de dialoog en dat alles in een integrale benadering.  In de kern van het boek werkt de auteur dit nader uit.

Onder de titel “Hoe is het in Nederland met duurzame klantrelaties” onderzoekt D’Agnolo  de beleving van klant in verschillende sectoren. Benchmarking binnen de sector volstaat niet meer, branchmarking wordt een vereiste nu klanten hun beleving steeds vaker ook spiegelen aan andere sectoren. In deze branchmark zijn de volgende sectoren en bedrijven meegenomen:

Handel en industrie

Wehkamp

KLM Club China

Financiele dienstverlening

Shares.nl
Mijnpensioenoverzicht.nl
Ditzo.nl
Yunoo.nl

Healthcare
Medicinfo.nl
MijnZorgnet.nl
Zorginnovatieplatform.nl
ZorgkaartNederland.nl

Publiek domein
Stopdecriminaliteit.nl

Zakelijke dienstverlening
T-Mobile

Energie en utilities
Geen

Het boekt eindigt met een pleidooi voor duurzaamheid. In die zin dat de relatie met de klant moet bijdragen aan een duurzame wereld. Te beginnen met nu.

Voor mij is het schitterend om te zien hoe een bureau als Boer&Croon pleit voor daadwerkelijke vernieuwing. Dit vanuit hun missie om Nederland op een ander plan te brengen. Het boek is daarbij oogstrelend. Sterker nog, een dergelijke uitgaaf schreeuwt voor een elektronische uitgave (het boek kent vele verwijzingen naar het internet).

Dat nu in Nederland onderkend wordt dat klantrelaties duurzaam aan het veranderen zijn en de eerste – naar mijn mening magere – inventarisatie van voorbeelden inspireert. Licht teleurstellend is voor mij dan dat de auteur geen aansluiting zoekt bij het gedachtegoed van social crm, service design, design thinking en auteurs als Umair Haque.

Desondanks, een inspirerend vorm gegeven boek met een prikkelende inhoud.

Meer dan een eenmalige ontmoeting waard.

Titel: En Waar Blijft De Klant
Klantrelaties duurzaam veranderd
Auteur: Jacko D’Agnolo
Aantal bladzijden: 120
Taal: Nederlands
1e druk 2011
Uitgever: Barnyard Publishers
ISBN: 9789079922024
Prijs: € 17,95

 
Verkrijgbaar bij de Bruna winkels en alle boekhandels in Nederland en Vlaanderen. Het boek is ook online te bestellen bij onder meerBol.com en Managementboek.nl
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Aha, it looks so good: Cognitive surplus (Clay Shirky’s latest book)


The Guardian published early June 2011 the list with the 100 greatest non-fiction books. Clay Shirky’s Here comes everybody was included in the politics section. Clay Shirky released his book Cognitive surplus with as subtitle “How technology makes Consumers into Collaborators“.  Having read his first one (and still being impressed) I decided to read his Cognitive Surpluss.

Clay Shirky teaches at the Interactive Telecommunications Program at New York University, where he researches the interrelated effects of our social and technological networks. He has consulted with a variety of groups working on network design, including Nokia, the BBC, Newscorp, Microsoft, BP, Global Business Network, the Library of Congress, the U.S. Navy, the Libyan government, and Lego(r). His writings have appeared in The New York Times, The Wall Street Journal, The Times (of London), Harvard Business Review, Business 2.0, andWired.

The core

For decades, technology encouraged people to squander their time and intellect as passive consumers. Since the postwar boom, the Western world had a surfeit of intellect, energy and time. But this abundance had little impact on the common good, society, professionals or enterprises because television consumed the lions share of it.Today, tech has finally caught up with human potential. In Cognitive Surplus, Internet guru Clay Shirky forecasts the thrilling changes we will all enjoy as new digital technology puts our untapped resources of talent and goodwill to use at last.  Now, for the first time, people are embracing new media that allows them to pool their efforts at vanishingly low cost. Cognitive surplus explores what is possible when we utilize new digital technology to tap into our shared resources of talent and goodwill to transform our world.

The author of the breakout hit Here Comes Everybody reveals how new technology is changing us from consumers to collaborators, unleashing a torrent of creative production that will transform our world. 

Shirky argues persuasively that this cognitive surplus-rather than being some strange new departure from normal behavior-actually returns our society to forms of collaboration that were natural to us up through the early twentieth century. He also charts the vast effects that our cognitive surplus-aided by new technologies-will have on twenty-first-century society, and how we can best exploit those effects. Shirky envisions an era of lower creative quality on average but greater innovation, an increase in transparency in all areas of society, and a dramatic rise in productivity that will transform our civilization.

The potential impact of cognitive surplus is enormous. As Shirky points out, Wikipedia was built out of roughly 1 percent of the man-hours that Americans spend watching TV every year. Wikipedia and other current products of cognitive surplus are only the iceberg’s tip. Shirky shows how society and our daily lives will be improved dramatically as we learn to exploit our goodwill and free time like never before.

My rating

4,0 stars on a scale 0-5.

The book consists of 7 chapters. For me the first four chapters were brilliant, in its approach and writings. Using a model of means, motive and opportunity Shirky outlines his approach. Well written and to the the point. Chapter 5, aptly named Culture, outlines Culture as a coordinating tool and the economics of sharing. Here Shirky exploits common knowledge. Chapter 6 and 7 explore Shirky’s – more or less personal – thoughts.

As often stated, the impact of technology is often overrated at the short run; for the long run the effects are underrated. Shirky describes e.g. the impact of the invention of Joahnnes Gutenberg and the impact on society of the printing press. After a century the impact of the printing press became clear. And yes, we may assume that social media – in any form – will impact society, institutions, professions and persons in  a certain extent . Probably it will take less time, but – as also stated by the author – the full effects will show up after some decades. Being an European we notice how our Union is in a severe crisis. Shirky describes the process that took place in the United States from 1776 till 1787. Awesome to see the parallels.

This book is recommended for any one who is looking for a fundamental approach. Based on a method (chapter 1-5) or on a thought leader’s personal insights  (chapter 6-7).

Photocredit:   comfort-eagle

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Book review: A guide to open innovation and crowd sourcing

Just like biking, reading is one of my passions.

Having noticed my passionate blogging about innovation in customer service, Kogan Page offered me to ship A Guide to open innovation and crowdsourcing. And yes, I promised to write my thoughts and impressions.

Open innovation and crowd sourcing are amongst the hottest topics in strategy and management in the last 5 years.

The concepts of collaboration and outsourcing are fundamental to the success of open innovation and crowd sourcing.A Guide to Open Innovation and Crowdsourcing: Advice from Leading Experts in the Field

Having a background in system development, I  believe that the the concept of capturing innovative ideas for innovation in a hub of collaboration, together with the outsourcing of tasks to a large group of people or community is a logical evolution.  Quality management, system development and process management are examples of business practices that heavily depend on capturing ideas from internal or external staff members.

Does this make “A Guide to Open Innovation and Crowdsourcing” less relevant for me?

Some claim that Open Innovation is just a hype. Stefan Lindegaard recently wrote why the open innovation hype is good thing. As a citizen and a customer service professional I favor anything that can convince authorities management, leadership and employees to improve and innovate. And be sure, editor Paul Sloane and the advice from leading experts like Braden Kelley, Hutch Carpenter and Andrea Meyer do deliver tips, advices and examples in a – for me – convincing way.

As stated before, Jim Collins once wrote very well: “Whether you prevail or fall, endure or die, depends more on what you do to yourself than on what the world does to you”.  Neglecting open innovation and crowd sourcing as fundamental concepts (and not limited to innovation) or acting: it is up to you.

The guide offers you to explore the field and gives examples, what challenges companies met and how they were overcome.  And those who are familiar with change management of personal effectiveness approaches, may find similar approaches in some of the chapters. With the valuable extension of how these concepts can be applied more effective in a networked environment or crowd sourcing approach.

One minor flaw for me is that – being a service professional – I missed the application of crowd sourcing and innovation in the service economy, customer services or professional services.

The core

“A Guide to Open Innovation and Crowdsourcing” explains how to use the power of the internet to build and innovate in order to introduce a consumer democracy that has never existed before. If a business fails to embrace it, it is at risk of being left behind. Written by an international team of eminent thinkers, writers and practitioners in the field, “A Guide to Open Innovation and Crowdsourcing” covers the definition of open innovation, how to manage virtual teams and co-create with customers, how to overcome legal and IP issues and common mistakes and pitfalls to avoid. With corporate case studies and best practice advice, “A Guide to Open Innovation and Crowd Sourcing” is a vital read for anyone who wants to find innovative products and services from outside their organizations, make them work and overcome the practical difficulties that lie in the way.

My rating

4,0 stars on a scale 0-5.

This book is an  accessible description of open innovation and crowd sourcings and offers instructive lessons for every business leader and professional.

Lots of  cases that inspires one, presented simply.  Based on the chosen approach, as a reader I enjoyed the many perspectives as outlined by all contributing experts.

This book is recommended reading for anyone who is interested in connecting to the changing context in our business world. It is then up to you how that knowledge and information will be applied by you  to achieve business or professional.

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Must read Blogging Innovation: Who Killed (Y)Our Business?

Found at Blogging Innovation: Who Killed Our Business? – Innovation blog articles, videos, and insights.

Who Killed Our Business?

by Paul Sloane

Who killed our business?Most business managers go through the annual ritual of budgeting. We plan the next one or two years based on the actual results of the most recent year. We draw up a spreadsheet and plan line by line – sales revenues up 10% and costs held to a 5% increase means a modest improvement in profits.

We should have learned by now that this is a sterile process. The past is a poor guide to the future and its innovations. In 1972 the Club of Rome published “The Limits to Growth.” It was a model that predicted what would happen to energy, food, population, environment, etc. It concluded that essential resources like oil would run out in the 1990s and that economic growth was unsustainable. It extrapolated the future based on the past. And it got it wrong precisely because the future is not like the past.

To be continued Blogging Innovation: Who Killed Our Business? – Innovation blog articles, videos, and insights.

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Paul Sloan: How to develop a vision for innovation

Found at http://www.innovationtools.com/Articles/EnterpriseDetails.asp?a=455

By Paul Sloane

You cannot expect your team to be innovative if they do not know the direction in which they are headed. Innovation must have a purpose. It is up to the leader to set the course and give a bearing for the future. This is set in broad terms and is described as the mission, core purpose or vision for the organization. Although each of these is different, they share much in common and whichever you choose, there should be one overarching statement which defines the direction for the business and which people will readily understand and remember.

Jack Welch, CEO of GE said, “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”

As a leader you don’t want happy, comfortable people in your team. You want passionate, energetic people who are keen for the journey and ready to take on a challenge. Your job is to communicate a destination and to persuade them it is a target that they can believe in and a goal worth reaching. You can then ask them how best to reach the destination. Once you have established a vision that is inspiring you can ask people to be creative and innovative in moving towards it.

The vision or mission is the starting point for strategic plans, objectives and metrics. The key performance indicators of the business will measure how progress is made in meeting the goals that flow from the vision. Striving for the vision will always involve change. It is a journey from where we are today to a better future. There is a risk in making the changes necessary on this journey but the leader has to persuade people that there is a bigger risk in standing still. The organizations that have no vision for the future and no desire to change are the ones destined for obscurity and obsolescence.

You must paint a vision that is desirable, challenging and believable. If you can do this then there are three big gains for the organization:

1. People share a common goal and have a sense of embarking on a journey or adventure together. This means they are more willing to accept the changes, challenges and difficulties that any journey can entail.

2. It means that more responsibility can be delegated. Staff can be empowered and given more control over their work. Because they know the goal and direction in which they are headed, they can be trusted to steer their own raft and to figure out the best way of getting there.

3. People will be more creative and contribute more ideas if they know that there are unsolved challenges that lie ahead. They have bought into the adventure so they are more ready to find routes over and around the obstacles on the way.

Many mission statements are boring, long-winded, long on platitudes and short on inspiration. Here are some good ones:

  • Lego – To nurture the child in each of us.
  • Disney Corporation – To use our imagination to bring happiness to millions of people.
  • Merck – We are in the business of preserving and improving human life.
  • Tesco – To create value for customers to earn their lifetime loyalty.
  • 3M – To be the most innovative enterprise in the world.
  • WPP – To develop and manage talent; to apply that talent throughout the world for the benefit of clients; to do so in partnership; to do so for profit.
  • Glaxo, Smith, Kline – To improve the quality of human life by enabling people to do more, feel better and live longer.

Just painting the picture is not enough. It quickly fades from view if it is not constantly reinforced. Great leaders spend time with their teams. They illustrate the vision, the goals and the challenges. They explain to people how their role is crucial in fulfilling the vision and meeting the challenges. They inspire men and women to become passionate entrepreneurs finding innovative routes to success.

Paul Sloane is the head of the BQF Innovation Unit. His website is http://www.destination-innovation.com/. His new book, The Innovative Leader, is published by Kogan Page.

Published on 8/10/2009

Read more at http://www.innovationtools.com/Articles/EnterpriseDetails.asp?a=455

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