How can you measure the impact of your strategic thinking and resource allocation on customers?

Not all value is straightforward. But ambiguity doesn't "play in Peoria." Customers want clarity. What difference is your solution going to make, and why is it better than alternatives? If you can't answer that succinctly, you're in for an ugly project experience.

In my opinion, to effectively measure the Client Value Proposition, a combination of surveys, feedback from focus groups, and periodic reviews on the business generated by each client and the conversion rate of new clients is recommended. These approaches collectively provide valuable insights into the impact of strategic thinking and resource allocation. By implementing these methods, you can gain a comprehensive understanding of how your strategies are influencing the perception of value among clients.

I actually disagree with considering the CVP alone for this topic. I’d argue that you want to consider CPC or CAC as well (cost per click and customer acquisition cost, respectively). If we are looking at the marrying of strategic thinking and resource allocation on customers, we’re ultimately looking at the baby between CVP and CAC. Remaining keen on the free strategic ways we can modify our CVP to decrease CAC and increase CLV (customer lifetime value).

Our CSAT, NPS and CLV scores are recognized and improved automatically in our CRM system. This is because our CRM system is an innovative strategic partnership with our customers. This results in massive growth. Our innovative business model automatically creates the avenue for sustainable and improved customer satisfaction and partnership. Innovation for us is not about creating awesome or disruptive technology systems that do amazing things. Our solutions must have customer buy-in during the entire process and before it is launched. Our company is not about benefiting just our hired team only. Our customers are also team members who benefit in very tangible ways from our company’s growth. This grows our CSAT, NPS and CLV automatically.

A CVP is your promise of value to customers - but it must be backed by truth. Empty promises will betray trust. Start by identifying your customers' biggest unmet needs through research. Then rigorously assess how your solution solves these needs better than alternatives. Distill this into a succinct statement conveying your differentiation. But don't stop there - executing on your CVP requires aligning your entire organization around delivering it. Make it the guiding light for decision making at all levels. Let it focus product roadmaps, marketing campaigns, and customer engagement. A compelling, truthful CVP, activated across the business, can become a self-fulfilling prophecy of customer delight.

#goeasyoncustomers Customer Effort Score (CES) seems to be MIA. It has a predictive power for customer loyalty ??, it's simple & specific ??, can lead to operational improvements ???, can be tied to employee engagement ??????. Critically, it complements other metrics: while NPS measures overall brand loyalty & CSAT measures satisfaction with a product or service, CES specifically measures the ease of interaction.

Implementing a franchise prototype business model, combined with an inbound marketing customer buyer journey, automatically creates the avenue for sustainable and improved CSAT, NPS and CLV. In our company’s philosophy innovation is a combination of several tools and systems (sometimes old and new) to serve the customer’s needs and delight them into their dream outcome. Innovation for us then is not just about creating some awesome or disruptive technology that does amazing things. It must have customer buy-in during the ideation, testing and implementation process and before it is launched. After all, we are here first and foremost for our customers, not for ourselves.