A Quote about the CCO Council from Curtis Bingham
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Curtis On…Customer Centricity as a Marketing Strategy: 10. Results

In this tenth and final video of a ten part series, Curtis Bingham, Founder and Executive Director of the Chief Customer Officer Council on location at IQPC's CMO Exchange in London, July 2011, highlights some of powerful results companies are enjoying from creating customer centric cultures within their organizations.


Transcript for Curtis On…Customer Centricity as a Marketing Strategy: 10. Results

I want to talk about results. Just like in our world, the bottom-line lagging indicator that we're all focused on and the results that our CEO is always asking us to do is: “What have you done for me today? What is the revenue implication of what you've done?”

So, how do we tie this to revenue? Otherwise, we're just doing it and generating shiny, happy employees and everybody is wonderful and Kumbaya and all that; but we haven't done anything really material for our business.

We heard this morning that Dell found that their customer support cost went down 20% as they began to incorporate the voice of the customer. Their products went from a star rating of 3 to 4.5 over the course of 12 months.

Oracle has found that they have generated 33% greater revenue off of their fully engaged customers as compared to those same customers, same size, and same markets that are not engaged.

Panasonic did quite a bit of research into their customer base and found that their customers who were in their top-box loyalty scores were five times more likely to repurchase. And when they ran the numbers, just moving somebody up from the next box down to the top box loyalty score generated 33.3 million dollars in annual incremental revenue. That's material. Even for Panasonic, that's material.

The Oklahoma City Thunder, an NBA basketball team out of Oklahoma City in the States, looked at their customers and found that if they could move their season ticket holders up just one notch in their loyalty scores, it would equal $400,000 dollars annual incremental revenue.

Go Daddy—many of you have heard of Go Daddy, the Internet domain registrar and web hosting company. Their gentleman, Bob Olson, was their equivalent of a chief customer officer some number of years ago; and he told me that by aligning their sales teams with the customers’ needs (and not just the sales team but all employees), it generated 1100% revenue growth that he could directly attribute to this alignment towards the customer.

The results here, sometimes, take a little while to get there. But the results are powerful. The results are material. This notion of driving customer centricity throughout the organization is huge, and there are profound results available for us if we can avail ourselves of this exercise.


"At SAVO, we are dedicated to our customers' success. We have organized our teams around it, developed programs to promote it, and we measure ourselves based on their success. I look forward to working with other members of the council to explore innovative ways to drive the imperative
of customer success to
the forefront of an
strategic initiatives."

Brian Study
SAVO Group