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Author Topic: New Chief Customer Officer  (Read 2609 times)

Expressdude2016

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New Chief Customer Officer
« on: 11-01-17, 03:29PM »
I see Daves using his old pals act and has appointed a friend of his from Unilever to join the executive board.


Dear colleagues,
 
I am delighted to let you know that Alessandra Bellini will be joining us as Chief Customer Officer, as part of the Executive Committee and the UK Leadership team, starting on 1 March 2017.
 
Alessandra joins from Unilever where she has worked for over 20 years, latterly as the Vice President for the Food Category in North America and Food General Manager for the USA. She has a track record in growing global and local brands as well as a passion for developing her people. An international executive, Italian-born Alessandra has held executive level roles in markets including Italy and Central and Eastern Europe. 
 
Prior to joining Unilever, Alessandra had a 12 year career in advertising, and worked both in Italy in the UK.
 
I have known Alessandra for many years and I’m delighted she is joining the team. Her experience in building brands will be a valuable asset in the next stage of building a truly differentiated Tesco brand. She understands how to put the customer at the heart of business decisions, and has a great track record of building market-leading brands and teams. I am very much looking forward to having her on the team.
 
Alessandra is married to Steve, has two children aged 23 and 16, is an avid reader of crime thrillers and loves scuba diving and travelling. 
 
Please join me in welcoming Alessandra to Tesco.
 
Dave

snowyowl

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Re: New Chief Customer Officer
« Reply #1 on: 11-01-17, 03:50PM »
 >:( It is just taking the p*ss isn't it?  >:(

Stencho

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Re: New Chief Customer Officer
« Reply #2 on: 11-01-17, 04:14PM »
Reads crime thrillers. Her next read will be the serious fraud allegations

Equalizer87

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Re: New Chief Customer Officer
« Reply #3 on: 11-01-17, 04:46PM »
I'm sure she loves Scuba diving and travelling very very much on her massive salary, now being funded on the back of more cuts to staff. How callous are these b*****ds?? Yesterday they announced 1000 job cuts, 24 hours later a new executive, for real??

Tesco want to built trust, honesty and transparency yet stab staff in the back for this????

Dave Lewis, go f*** yourself!!
"The only thing necessary for the triumph of evil is for good men to do nothing"

tumshie

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Re: New Chief Customer Officer
« Reply #4 on: 11-01-17, 05:21PM »
Customers want goods available at reasonable prices. How hard is it?

I claim my £X00,000

his scots tie

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Re: New Chief Customer Officer
« Reply #5 on: 11-01-17, 05:26PM »
Her vastly overpaid salary paid for by hard working staff who have lost there jobs or had there hours cuts or lost premiums.Come on Tosco and redundancies ......bring it on.

the postman

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Re: New Chief Customer Officer
« Reply #6 on: 11-01-17, 07:28PM »
Another waste of payroll

mexicopete

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Re: New Chief Customer Officer
« Reply #7 on: 11-01-17, 08:30PM »
I'm sure she loves Scuba diving and travelling very very much on her massive salary, now being funded on the back of more cuts to staff. How callous are these b*****ds?? Yesterday they announced 1000 job cuts, 24 hours later a new executive, for real??

Tesco want to built trust, honesty and transparency yet stab staff in the back for this????

Dave Lewis, go f*** yourself!!

From hence Drastic Dave shall be known as Dave Bellender. ;) ;) :D :D ;D ;D
The worlds me lobster

BahBlah

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Re: New Chief Customer Officer
« Reply #8 on: 11-01-17, 09:45PM »
So, how do I get another of my pals on board the Gravy Train.......AAAAH....Create a new job title and then we'll get rid of a 1000 staff and then we can fund it from that.

madness

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Re: New Chief Customer Officer
« Reply #9 on: 11-01-17, 09:47PM »
We are not a bloody service we are a business.

Digimon

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Re: New Chief Customer Officer
« Reply #10 on: 11-01-17, 10:04PM »
Apologies to the mods but  this is well worth a read. It does appear to define the role mentioned and possibly give us an insight as to what Drastic is aligning himself to, and also where the company's vision lies.


http://www.forbes.com/sites/mckinsey/2016/10/12/why-your-company-needs-a-chief-customer-officer/#2c7549df699a
Why Your Company Needs A Chief Customer Officer

shutterstock

Wanted: Seasoned executive to become a champion of the customer. Must be adept at breaking down organizational silos to create a persistent customer-first mentality across physical and digital channels. Requirements include diplomacy skills, an innovative spirit, customer service excellence, and a data-driven mindset.

If you’re thinking of posting this job description for a Chief Customer Officer (CCO), you’re hardly alone. Many companies are realizing the importance of reorienting and reprioritizing their business around customers.

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But is it really necessary to make another addition to the already crowded C-suite of top executives?

If your organization happens to be one of the few with customer satisfaction and experience woven deeply into its culture, the answer is no. For most companies, though, this is not the case. While nearly every organization claims to be customer-centric, few really are. Just 39 percent of companies either have one or more senior-level executives leading the charge on customer experience or have a similar “customer-first” mandate, according to Russell Reynolds research.

There are plenty of well-documented reasons why now is the time to change this, first among them being that customers are demanding it. No longer are consumers valuing brands based narrowly on their experience with a product. They evaluate their interactions across every touch point and can easily assess a brand by how it stacks up against the best-in-class options. In addition, the wave of commoditization and shorter product cycles has made it harder for product-oriented businesses to stand out from the pack. In this environment, consistently delighting customers becomes a difficult-to-replicate competitive edge that gives resiliency to a company’s brand equity.

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This is the new reality not only for consumer-facing companies, but also for those in the B-to-B space. “What consumers are experiencing right now has bled completely into the expectation pool for B2B professionals,” says Mark Schlageter, CCO at Thomson Reuters.

For businesses, a focus on the customer has tangible benefits. Over the last two years, an intensified focus on the customer at Canadian telecomm provider Rogers Communications has reduced customer complaints by 50 percent. More broadly, improving experiences along the customer journey – which is defined as a series of interactions with a brand to achieve something – can boost revenue by up to 15 percent and increase customer satisfaction by 20 percent, while at the same time lowering the cost of serving customers (through automation, for example) by as much as 20 percent (For more, please read "The three Cs of customer satisfaction: Consistency, consistency, consistency").

A CCO Roadmap

The CCO’s two central goals – to unify all customer initiatives throughout different functions and to inject a new way of thinking and acting throughout organization – are not small. While assigning a Chief Marketing Officer or Chief Digital Officer these tasks can be successful, having a CCO sends the clearest signal about the importance of the customer as well as ensuring that someone senior is looking at every decision exclusively through the lens of customer experience. And the CCO role can accelerate a company’s transformation to customer centricity.

Responsibilities will vary by sector and depend on a given organization’s situation, but there are four they will have to master.

1. Bring The Customer To Life

The first responsibility of a CCO is to move everyone in the C-suite toward a common understanding of what being customer-centric really means. This is particularly true for the CEO. When a CCO’s efforts fail it is often because the CEO wasn’t truly on board. To make sure this doesn’t happen, Heather Cox, Citi’s former Chief Client Experience, Digital and Marketing Officer (and currently Chief Technology and Digital Officer at USAA), believes in the virtues of “overcommunicating.” “It is important … to constantly show evidence for and explain why the customer matters,” she says.

Effective storytelling is another key component for bringing employees on board, especially since the CCO isn’t likely to control the financial resources related to customer service or in-store sales staff. Instead of presenting customers as faceless numbers on a spreadsheet or members of simplistic customer categories, the CCO needs to bring customers and their needs to life in rich detail. At Thomson Reuters, Mr. Schlageter has championed cultural change by bringing together sales and marketing leaders across multiple business groups and geographies. “Today we talk much more about our customers and much less about my customers,” he says. Deepak Khandelwal, CCO at Rogers, says that he spends a lot of time getting frontline staff to “put themselves in the customers’ shoes.”

One approach is to have corporate leadership and other employees regularly get out of the office and meet with customers to see how they shop and think. Deutsche Bank, for example, requires that every employee use its own products as a way to truly understand what customers are experiencing.

Serving Tesco's ex- shoppers a LIDL better every day

Digimon

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Re: New Chief Customer Officer
« Reply #11 on: 11-01-17, 10:07PM »
2. Reach Outside The Organization

Bringing customers directly into the creative process, or co-creation, can unlock new sources of value. The reality is that consumers are often eager to interact with brands they admire. McKinsey research on ten co-creation projects found that the largest percentage of participants (28 percent) was driven to participate by curiosity and a desire to learn, followed closely by entertainment and social play (26 percent), and an interest in building skills (26 percent).

Companies can also involve customers in innovation by testing new prototypes with them and building communities where customers help each other. Salesforce.com, for instance, has nurtured a community of loyal and engaged “MVP” customers that now answers 80 percent of online customer support queries. Salesforce also found that active community members spend twice as much on the company’s products and had a 33 percent higher new product adoption rate than non-community members, according to CMX.

This test-and-learn approach requires a dramatic change in mindset, which the CCO must help foster. For risk-averse companies, the simple act of creating this type of experimental sandbox can be an accomplishment in and of itself. At Citi, Ms. Cox says it was a matter of getting executives and other staff comfortable with “a lack of clarity” around the pursuit of certain new initiatives.

“Of course it’s always important to set clear guidelines and direction,” she says. “But at the same time, it’s important to allow the organization to be adaptive to the market, consumers’ needs, and the results of experiments we are conducting.”

To this end, Citi hosted a mobile hackathon in 2014 and 2015 to inspire software developers from all over the world to create new mobile apps for the bank. From the experience, the company gained a suite of compelling new ideas and solutions that could ultimately improve customer experience.

3. Involve The Front Lines

Nowhere is “obsessing” about customer experience more critical than for workers on the front lines, who have the most interaction with customers. Mr. Khandelwal, CCO at Rogers, holds town hall meetings, writes on company blogs, and crisscrosses Canada visiting call centers and field technicians to highlight that frontline perspective.

Getting frontline workers excited about the customer experience also requires a system for continually identifying the biggest sources of dissatisfaction for these employees and then addressing the root causes. When frontline workers are positively engaged with customers, it paves the way for deeper, company-wide relationships with those customers.

A granular emphasis on the customer should also flow up from the front lines. At Thomson Reuters, Mr. Schlageter helped pioneer a “customer back” approach, which entails taking customer feedback from the field techs and other front-line workers to inform every initiative and strategy
Serving Tesco's ex- shoppers a LIDL better every day

Digimon

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Re: New Chief Customer Officer
« Reply #12 on: 11-01-17, 10:15PM »
4. Embrace The Data

In the new age of customer centricity, the CCO must create a capability that unites disparate sets of customer data into a master view of every customer. Having a 360-degree view of the customer paves the way for measuring customer satisfaction across all touchpoints along the customer journey, which McKinsey has found is 30 percent more predictive of overall customer satisfaction than for the quality of each individual interaction.

While it’s important to ensure that your millions of customer interactions in a given day are going well, strong data capabilities should also focus on highlighting problems before they occur, which offers opportunities to deepen customer loyalty. Netflix, for instance, noticed that a user was rewinding a video many times and flagged this behavior because it assumed that the customer was having an issue streaming the video. When Netflix reached out to offer a credit, the user was surprised and delighted.( Although I member rewinding the video like a loony while watching Jamie lee Curtis take her top off in Trading Places - I'd have freaked if I was contacted lol)  ;D ;D ;D)

Although the CCO is likely to be a transitional role, its legacy will endure. The dynamics that have given rise to it – shifting consumer expectations and the growing complexity of product or service delivery channels – do not have a shelf life and will continue to dictate continuous innovation and improvement of the customer experience.
« Last Edit: 11-01-17, 10:21PM by Digimon »
Serving Tesco's ex- shoppers a LIDL better every day

Equalizer87

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Re: New Chief Customer Officer
« Reply #13 on: 11-01-17, 11:11PM »
It's still a huge waste of money, with the company being insensitive as to declare this a day after axing 1000 workers. No explanation can justify that.
"The only thing necessary for the triumph of evil is for good men to do nothing"

penguin

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Re: New Chief Customer Officer
« Reply #14 on: 11-01-17, 11:55PM »
Never mind a chief customer officer how about getting a sensible amount of staff in stores across all formats if Tesco really want to put the customer first.
Tesco - the moden day word for workhouse

tumshie

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Re: New Chief Customer Officer
« Reply #15 on: 12-01-17, 12:39AM »
"Getting frontline workers excited about the customer experience also requires a system for continually identifying the biggest sources of dissatisfaction for these employees and then addressing the root causes. When frontline workers are positively engaged with customers, it paves the way for deeper, company-wide relationships with those customers.

A granular emphasis on the customer should also flow up from the front lines. At Thomson Reuters, Mr. Schlageter helped pioneer a “customer back” approach, which entails taking customer feedback from the field techs and other front-line workers to inform every initiative and strategy"


There's a startling idea!
Wait, haven't I seen some of the unrepresentative malcontents on here saying something like that?

tumshie

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Re: New Chief Customer Officer
« Reply #16 on: 12-01-17, 12:45AM »
I'm now optimistically looking forward to a whole new era of consultation with staff and swift, effective action to sort out problems that have been preventing us from giving the great customer service we'd like to give.  :)

alf

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Re: New Chief Customer Officer
« Reply #17 on: 12-01-17, 04:09AM »
Replacing a position Tesco already had, nothing too exciting.

Just an excuse for another whinge, and some pontification from vastly unqualified (that includes myself) people on how tesco should run a multi-billion pound business.

Arizonarugby

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Re: New Chief Customer Officer
« Reply #18 on: 12-01-17, 07:14AM »
I'm sure she loves Scuba diving and travelling very very much on her massive salary, now being funded on the back of more cuts to staff. How callous are these b*****ds?? Yesterday they announced 1000 job cuts, 24 hours later a new executive, for real??

Tesco want to built trust, honesty and transparency yet stab staff in the back for this????

Dave Lewis, go f*** yourself!!

I totally agree Equalizer87, the laughing assassin has more faces than town hall clock and is very clever in the way he manipulates the media.

His public areana events ( like the annual event that takes place at the NDC) are very carefully stage managed, he has an open question and answer session, but does he ever have to answer difficult/ embarrassing questions NO !

snowyowl

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Re: New Chief Customer Officer
« Reply #19 on: 12-01-17, 07:26AM »
I refer back to my original post,
              "They are taking the P*ss"
                        >:( >:( >:(

blutopia

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Re: New Chief Customer Officer
« Reply #20 on: 12-01-17, 10:17AM »
Replacing a position Tesco already had, nothing too exciting.

Just an excuse for another whinge, and some pontification from vastly unqualified (that includes myself) people on how tesco should run a multi-billion pound business.


We may all be unqualified to run a multi-billion pound business but let's face it, there's a whole cart-load of bull$hit that comes out of Drastic's ivory tower.  DL and Co. spew all these platitudes about wanting employees to be happy, but compare these two examples with YOUR reality of this awful company.

http://www.tesco-careers.com/JobDetails/129777.aspx
"The People Transformation at Tesco is about earning the trust of our people in a simple and helpful way. For our people to focus on giving customers a great experience of shopping at Tesco we must give them a great experience of working at Tesco".

http://www.personneltoday.com/hr/employee-engagement-at-tesco-optimising-two-way-communication/
"Employee engagement at Tesco: optimising two-way communication".

Our terms and conditions are in a race to the bottom, bullying is rife, career paths are being extinguished, no-one gives a damn, not even if someone is unhappy enough to call the protector line, no-one at the top has ANY interest in what the likes of us have to say.  And some idiot thinks "give them free fruit for a month - that will show we care!"  In my store we haven't even got that because our SM says he's got enough to do without having to faff about with fruit!

They can't even keep their word about being open and honest about our jobs.  You only need to read these threads to realise the amount of stress that alone causes - stress that could be avoided (or at least minimised) if they WERE open and honest and they cared enough to BE so instead of PRETENDING to be.

« Last Edit: 12-01-17, 10:23AM by blutopia »

Vanilla

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Re: New Chief Customer Officer
« Reply #21 on: 12-01-17, 04:49PM »
First thing she'll do is get rid of the CSD.

Come on guys how hard can it be.
Customers want quality products at a reasonable price and to get in and out of the store as quickly as possible. Staff needed to fill the shelves look smart friendly, ready for work and willing to help when a problem arises.