liVe virtual

Leading Customer-Centric Strategies program

Boost growth. Become a customer-focused powerhouse
Location
liVe virtual
Price
7'900 CHF
Duration
9 weeks including 3 weeks immersive learning
Next programs starts
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  • Program overview and benefits
  • Full details of your learning journey
  • All you need to know in 1 PDF
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15
years of experience
44
average age
+10
industries
+20
nationalities
Is Leading Customer-Centric Strategies the right program for you?

Leading Customer-Centric Strategies provides you with a three-stage approach to increase your firm’s customer-centricity over nine weeks. The program is fully liVe virtual, offering you IMD’s latest, interactive learning experience, accessible from anywhere in the world.

 

Over the first 3 weeks, while at work, you will take a deep dive into your organization and assess the maturity of your firm’s customer-centricity. You will evaluate areas such as:

  • How actively you engage with customers
  • End-to end customer experience
  • Customer loyalty
  • Digital transformation as a source of value
  • Customer data and data integration across channels


With our help, you will then formulate an individualized, customer-centricity challenge.

Using the latest interactive and immersive learning technologies, the program delivers 24 hours of virtual liVe learning over the course of 3 weeks. You will understand the crucial linkages between each dimension of customer-centricity, digitization, and leadership.

We ensure the program translates into impact and results once you are back full-time at work. You will practice these learned principles, and apply them directly to your business, supported by coaching and group debriefing. Depending on your challenge you will end the program either with a specific change to implement, an experiment to set-up or a convincing proposal.

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Work on your customer-centric challenge
Peer to peer learning in small group settings
Coaching and group debriefing
Tracked progress with personalized feedback

Examples of customer-centric challenges

See key learnings from recent customer-centric projects

Company

International medical technology company - 50,000+ employees

Customer-centric challenge

  • Understand the customer’s full diagnostic pathway
  • Identify gaps and address potential solutions
  • Develop a winning, end-to-end journey for the customer

Actions

  • Mobilized resources internally to engage all relevant departments
  • Set up a team of experts to map out a customer blueprint with avatars
  • Ran working sessions with sales, customer service and clinical teams to build collaboration and gain insights

Key learnings

  • Don’t just focus on fixing current gaps. It’s critical to keep the bigger vision in mind
  • No-one has the full view internally. Understand how departments interact and impact each other to reduce pain points
  • Working with experts on different customer touch points unlocks powerful new insights

What’s next?

  • Feed this initiative into the annual strategy
  • Share and adapt learnings for other priority initiatives

Company

International brokerage and financial services group - 15,000+ employees

Customer-centric challenge 

  • How to enhance digital offering to customers
  • Identify customer pain points
  • Encourage higher digital engagement

Actions

  • Established a customer-focused team to include sales, head of business and clients
  • Mapped out internal customers as well as external ones to identify all needs
  • Held focus groups and individual conversations with external customers – with a view to learning rather than “selling”

Key learnings

  • Customer likes using several providers. Focus on key strengths rather than trying to deliver all products to the customer
  • Embed better relationships with smaller customers to focus on the bigger potential
  • Clearly display full customer offering so information is more easily accessible

What’s next?

  • Enhance key offerings to build competitive advantage
  • Remove barriers to entry for smaller customers

Company

Tool and hardware manufacturer. European headquarters -1,000 employees

Customer-centric
challenge

  • Identify the real “job to be done” for the end user
  • Develop the relationship of trusted adviser rather than simply a tool supplier
  • Simplify product offering

Actions

  • Set up a network of experts, including a strategy team to clarify what it means to sell online
  • Developed a “product selector” filter to collect data insights and better direct the customer
  • Enhanced e-commerce and content marketing teams to develop an accurate customer narrative

Key learnings

  • Internal buy-in is obtained much more rapidly once you have real customer insights
  • Introducing new Gen-Z employees brings access to the latest technologies and methodologies to improve digital presence
  • Creating a differentiated, service-based online offering avoids channel conflicts with existing business

What’s next?

  • Continue customer storytelling around the jobs to be done
  • Build a network of experts to test new products in small market environments

Company

International medical technology company - 50,000+ employees

Customer-centric challenge

  • Understand the customer’s full diagnostic pathway
  • Identify gaps and address potential solutions
  • Develop a winning, end-to-end journey for the customer

Actions

  • Mobilized resources internally to engage all relevant departments
  • Set up a team of experts to map out a customer blueprint with avatars
  • Ran working sessions with sales, customer service and clinical teams to build collaboration and gain insights

Key learnings

  • Don’t just focus on fixing current gaps. It’s critical to keep the bigger vision in mind
  • No-one has the full view internally. Understand how departments interact and impact each other to reduce pain points
  • Working with experts on different customer touch points unlocks powerful new insights

What’s next?

  • Feed this initiative into the annual strategy
  • Share and adapt learnings for other priority initiatives

Company

International brokerage and financial services group - 15,000+ employees

Customer-centric challenge 

  • How to enhance digital offering to customers
  • Identify customer pain points
  • Encourage higher digital engagement

Actions

  • Established a customer-focused team to include sales, head of business and clients
  • Mapped out internal customers as well as external ones to identify all needs
  • Held focus groups and individual conversations with external customers – with a view to learning rather than “selling”

Key learnings

  • Customer likes using several providers. Focus on key strengths rather than trying to deliver all products to the customer
  • Embed better relationships with smaller customers to focus on the bigger potential
  • Clearly display full customer offering so information is more easily accessible

What’s next?

  • Enhance key offerings to build competitive advantage
  • Remove barriers to entry for smaller customers

Company

Tool and hardware manufacturer. European headquarters -1,000 employees

Customer-centric
challenge

  • Identify the real “job to be done” for the end user
  • Develop the relationship of trusted adviser rather than simply a tool supplier
  • Simplify product offering

Actions

  • Set up a network of experts, including a strategy team to clarify what it means to sell online
  • Developed a “product selector” filter to collect data insights and better direct the customer
  • Enhanced e-commerce and content marketing teams to develop an accurate customer narrative

Key learnings

  • Internal buy-in is obtained much more rapidly once you have real customer insights
  • Introducing new Gen-Z employees brings access to the latest technologies and methodologies to improve digital presence
  • Creating a differentiated, service-based online offering avoids channel conflicts with existing business

What’s next?

  • Continue customer storytelling around the jobs to be done
  • Build a network of experts to test new products in small market environments
Is Leading Customer-Centric Strategies the right program for you?
Frederic Dalsace
Professor Frederic Dalsace
Professor of Marketing and Strategy

Frédéric Dalsace focuses on two distinct areas – B2B issues such as customer centricity, buyer-seller relationships, and value management, and sustainability, inclusive business models, and alleviating poverty.

He is Co-…

Katharina Lange
Professor Katharina Lange
Affiliate Professor of Leadership

Katharina Lange specializes in teaching executives globally about leading self, leading teams, and leading organizations, and in building resilience at the individual, team, and organizational level as well as leading…

Didier Bonnet
Professor Didier Bonnet
Professor of Strategy and Digital Transformation

Didier Bonnet focuses on digital economics, digital strategy, disruptive innovation, and the process of large-scale digital transformation for global corporations. A globally recognized thought leader on digital…

Preview the learning experience with this faculty-led webinar

Putting your customer at the heart of your business

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45:08Leading customer-centric strategies – putting the customer at th ...
Why aren’t customer-centric ambitions translating into great customer experiences?
Putting the customer at the heart of your business requires more than just good intentions

IMD goes liVe

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02:59IMD goes liVe
Discover liVe virtual executive education with IMD
Registrations open
From 06 Feb 2023
To 20 Apr 2023
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9 weeks including 3 weeks immersive learning
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Registrations open
From 08 Sep 2023
To 06 Nov 2023
liVe virtual
9 weeks including 3 weeks immersive learning
CHF 7,900

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