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Customer Strategy

The quest for profitable new growth


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Seasoned executives say they’re facing the strongest competitive pressures of their careers. Time-honored growth strategies grounded in low prices or product innovations aren’t providing the returns they used to generate. And the days when big advertising, marketing and customer service budgets could escape financial scrutiny are long gone. How do companies grow when the old strategies don’t work anymore? The answer is easier said than done: Sustainable, long-term growth comes from building profitable customer relationships.

Our Customer Strategy team helps corporate leaders create executable strategies to initiate, grow and sustain profitable relationships with consumer and business customers. We are recognized by leading industry analysts for providing our clients with actionable, results-driven strategic thinking. Plus, as the world’s largest professional services firm, we have the global resources and experience to follow through when execution support is needed. Learn more about the offering.

Case studies

All together now
Learn how a leading technology company consolidated its marketing function to improve strategic effectiveness.

About face
Helping a major insurance company transform how it serves customers.

Predictive modeling to allocate marketing spending
An education company learns how to make marketing dollars work harder.

Think global. Serve local.
Helping a global bank in its efforts to increase competitive advantage through improved customer service.

Featured insights

Deloitte’s 2013 Holiday Survey
Naughty or nice? How will retail sales fare this season?

Deloitte again named a leader in Analyst Firm’s Magic Quadrant for CRM Services Providers
Read the press release.

Brown-Forman mixes a tall postdigital cocktail
The CIO of a global purveyor of wine and spirits deploys a potent mix of technologies to engage customers and transform internal collaboration.

Designing the future today
Customers are constantly rewiring their shopping behavior in response to new technologies, challenging economic realities, and shifting cultural norms. What can companies do today to satisfy the yet-to-be-determined needs of tomorrow’s consumers?

Staple yourself to the customer
Rethinking how you do business in the postdigital era.

CMO confidential: What CMOs talk about behind closed doors
Learn how today’s leading CMOs are leveraging emerging technologies—mobile, social and analytics—to help understand, engage and influence customers, employees and even leaders.

Marketing ROI on steroids?
Is your Marketing ROI sufficient enough in today’s complex business environment? Or should you pump things up by using advanced analytics? Weigh in on the Debate.

Meet our people

Thomas Zipprich, Principal, Deloitte Consulting LLP

Related offerings

Learn more about the offering

Prepare for a journey, not a day trip
Changing a company that’s been built to support products or sales channels into a customer-centric organization is complex and challenging. Quick-fix solutions usually disappoint customers and frustrate employees. To produce lasting results, leadership must unite the organization’s people, processes and systems with a common vision backed by action.

Leading companies tend to take an evolutionary approach to growing their customer capabilities. They make improving customer experience an integral part of day-to-day planning, and work constantly to refine processes, corporate behaviors and performance metrics. With profitable revenue growth as the goal, they realize tangible business results that range from improved customer satisfaction scores to increased revenues and margins.

How we can help

Deloitte helps corporate leaders create executable strategies to initiate, grow and sustain profitable relationships with consumer and business customers. We are recognized by leading industry analysts for providing our clients with actionable, results-driven strategic thinking. Plus, as the world’s largest professional services firm, we have the global resources and experience to follow through when execution support is needed. Our strategic services help clients achieve profitable growth in these areas:

  • Customer insights and analytics
  • Customer experience
  • Brand positioning and marketing
  • Sales strategy
  • Contact center
  • Multi-channel integration

Our strategies are built on a foundation of deep industry knowledge supported by solid research into customers’ needs and behaviors. Strategic resources we provide our clients include:

The Deloitte Analytics Institute. As a leader in the science of business analytics, we help our clients mine customer data to drive strategy and performance improvement.

DeepDive™. We help clients generate breakthrough solutions to customer challenges using this brainstorming technique, originally developed by IDEO, the Silicon Valley industrial design firm.

Centers of Excellence. Clients tap into our deep functional knowledge and cross-industry experience that provides insight across customer experience, pricing and marketing.

Think tank collaboration. Deloitte works with the Center for Customer Insight and Marketing Solutions (CCIMS) at the University of Texas at Austin McCombs School of Business to conduct research into customer behaviors and identify ways companies can improve marketing performance.

Bottom-line benefits

An effective customer-focused strategy can help an organization:

  • Attract, grow and retain profitable customer relationships
  • Improve ROI and marketing efficiency
  • Improve customer loyalty and satisfaction
  • Lower the cost of acquiring new customers and increase referrals and recommendations
  • Enhance cross-channel capabilities to increase share of wallet across multiple customer touch points
  • Build market share by differentiating your brand, establishing market leadership, and creating entry barriers for new competitors

Five ways to get more value now

Here are some steps you can take toward building strategies that will help your organization initiate, sustain and grow more profitable customer relationships.

Find your starting point. Experience what it’s like to be a customer by shopping your company’s channels and contacting your call centers. Do the same with your competitors. Talk to customer-facing employees to gain their insights. Validate your experiences with internal research, surveys and focus groups.

Dig deeper. Look outside your business to indentify profitable markets, customers, products, services and channels by studying effective strategies used by companies within – and outside – your industry.

Create your vision. Set your trajectory by developing a customer experience vision for the organization and the strategy for executing it. Begin by defining your brand promise and how it will differ from your competitors’ in the eyes of customers and employees. Plan for sales and service success by identifying the processes, skills and tools needed to achieve the strategic vision.

Recognize that all customers are not created equal. Calculate the potential lifetime value for each customer segment, including the cost to serve them. Develop strategies that build loyalty and referrals from the most valuable customers. Likewise, develop strategies to increase the value of less-profitable segments.

Manage and motivate. Introduce performance measures that motivate employees to focus on customers and allow you to track the progress of your customer strategy. Measure the return on marketing, sales, service and product management spending and make adjustments as needed.

Customer Strategy in action

  • A large insurance company encountered growing competition, falling revenues and increasing customer attrition. We provided strategic guidance and execution support to achieve competitive advantage based on providing an outstanding customer experience. For example, we helped them mine customer data to provide more personalized experiences and increased call center efficiencies to improve service quality. As a result of these and other initiatives, customer satisfaction, customer retention and operational efficiencies improved substantially. First-year benefits are projected to be $17 million, with cumulative benefits totaling more than $200 million over the next five years.
  • A leading global flooring manufacturer faced brand dilution, product overlap and sales force confusion as a result of serial acquisitions. We worked with senior executives across marketing, product development, sales and distribution to develop a go-to-market strategy that is helping them recapture market share by realigning their brands around a new value proposition that creates a more consistent customer experience.
  • A luxury retailer experiencing significant changes in customer buying behavior asked us to conduct competitive, product, customer and internal stakeholder research to uncover ways to increase its share of wallet. We helped the client identify an untapped, high-value segment of its customer base and developed three key initiatives: improve customer service; enhance cross-channel capabilities, and refine merchandise mix. The estimated benefit of these new initiatives is more than $250 million annually.

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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