Benchmarking Partnerships
Benchmarking Partnerships


International Compendium of Best Practice

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Compendium structure:

  • Key Findings
  • Compendium Research
  • Compendium Summary - Good Practices

    Customer Centricity, what does a good practice organisation look like and critical characteristics

    Leadership direction and support to deliver quality internal and external customer outcomes

    Creating and maintaining a customer serving mindset throughout the organisation

    Listening, learning and understanding to focus on the customer

    Building customer centricity into corporate and business planning

    Performance management and measurement

    Sustaining excellence

  • References/acknowledgements
  • About Benchmarking partnerships


Outline KEY findings of the compendium (full details and case study examples in the full copy of the compendium)

  • Defining ‘Customer Centricity’ for your organisation and describing what characteristics would this look like for your organisation being more customer centric.
  • Creating and deploying customer centric principles that connect in with the existing corporate and business plans and also reflect down from the strategic plan. Principles need to be owned by the organisation and use sensory language in each tailored to the language of the organisation to engage the workforce.
  • Deploy customer centricity training for staff to engage and build customer centricity capability and commitment. Ensure training in the skills required to demonstrate agreed customer service behaviours are available to all staff, and in particular to leaders of customer service delivery teams.
  • Facilitate and deploy systems modeling for each business unit to see and build the connections, relationships and processes for improved customer focus. Systems thinking(a mindset change) will result in the minds with stakeholders (not sure what this means) involved to ensure activities and actions are always with the customer in mind.
  • Focus on the needs of the Customer’s Customer. Internal suppliers should have performance targets for the EXTERNAL customer and also receive feedback on the EXTERNAL customers.  
  • Build Customer centric measures and outcomes into Service Level Agreements(SLA’s) or one-page Partnerships agreements(PA’s) and also with other business units.
  • A single and real-time customer profile and database for staff at customer touch points. This may mean integrated data systems, however the ‘line of sight’ to serve customers better will result in being more customer centric
  • Development of competencies/ position descriptions and KPI’s for all the organisations’ people that focus on the EXTERNAL customer, even for those staff working internally.
  • Performance management needs to recognise and reward good customer centric actions and behaviours and address issues and poor behaviours that are barriers to good internal and external customer service.

See Flow Chart of Compendium Reporting Process

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