Some great points here. I would add that a challenge I have run into when working with my clients is that CABs are often set-up and controlled by work groups outside of a VoC program (e.g., marketing). This often leads to many of the points Robert touched on, particularly a lack of feedback focus in lieu of selling the brand. Aligning with a central VoC program is essential, in my eyes, to getting the most out of a CAB.
Original Message:
Sent: 07-20-2015 10:05
From: Karl Sharicz
Subject: Client Advisory Boards
Annette,
I am personally and totally committed to the idea of establishing a Customer (or Client) Advisory Board (CAB). I feel one of the biggest challenges is starting one up in the first place and getting the right people engaged. From my experience, this has to start with the leadership team in the organization. If they are not committed to it and engaged in it, then will become nothing more than an exercise and slowly disappear.
That was my experience in my former organization. We started a “council” with representation from all of the business units across the company. We had regular meetings and talked about a lot of things we wanted to do but when it came to making a decision, which usually included spending some money, it fell flat. None of the leadership team from any of the businesses were involved. If you can begin a CAB with leadership involvement and support from the start, you have a half a chance of it being successful. They do have to see the value in advance or they will not be persuaded.
However, all of the challenges that Robert has pointed out in his response are critical in keeping it alive. You would think that the voice of the customer would be driving a CAB in all cases, but the reality of business as usual tends to redirect the best of intentions.
If you are in a product-centric company (like I was) where everyone is being evaluated and compensated primarily based on revenues, profitability, and market share and nothing much more, yet claiming that the customer is king, then you have a clear conflict of interest in place and a CAB is not only a challenge, it's essentially impossible to sustain.
I realize this sounds bleak but, being the eternal optimist that I am, I know there are companies out there that have started and sustained a CAB for years. Those organizations that had the vision and took the action will stand up as role models for others when the customer finally becomes the last bastion of differentiation and driving revenues and profitability. Those organizations that don't see this now will be waving and weeping as that train leaves the station.
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Karl Sharicz, CCXP
Founder | Principal
CX Partners, LLC
Quincy, MA 02169
508 989-7379
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Original Message:
Sent: 07-19-2015 00:12
From: Annette Franz Gleneicki
Subject: Client Advisory Boards
Thanks, Robert!
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Annette Franz Gleneicki
Director, Customer Outcomes
Fidelity Investments
Mission Viejo CA
949-305-3944
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Original Message:
Sent: 07-17-2015 12:27
From: Robert Tangeman
Subject: Client Advisory Boards
I'll give you the top 3 challenges we continually seem to face Annette.
1. Keeping the discussions / presentations focused on gathering feedback as opposed to selling.
2. Making sure our discussions are framed from the customers' perspectives rather than those of our product divisions.
3. Evolving our holistic board strategic to support specific line of business needs while resisting the desire to launch a thousand ships.
Much like VOC programs, board success is primarily based, at least in our shop, on actions / decisions we make based on what our customers are telling us.
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Robert Tangeman
Customer Insights Manager
Intel Corporation
Folsom CA
916-3778351
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Original Message:
Sent: 07-13-2015 17:19
From: Annette Franz Gleneicki
Subject: Client Advisory Boards
What are the biggest challenges of running a client advisory board? What are some best practices to ensure that the boards are successful?
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Annette Franz Gleneicki
Director, Customer Outcomes
Fidelity Investments
Mission Viejo CA
949-305-3944
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