Loyal Litix
How We Serve Our Clients

Maturing and Integrating your Customer Experience Capabilities: SATISFIED > LOYAL > ADVOCATE®

  • You can count on us to look much deeper into superficial statements or concerns.
    • We help you move beyond merely responding to stakeholder feedback. We identify where you are in the SATISFIED > LOYAL > ADVOCATE® and VALUE > VALUE ADD > CREATE VALUE maturity continuum relative to internal and external stakeholder views of meeting their current and future expectations..
  • We continually research and incorporate best practices into our services and offerings regarding service provider, employee, partner, supplier, and customer behaviors and attitudes associated with working relationships:
    • Customer experience management
    • B2B advocacy
    • Best practices for complex environments
    • Extensive practical experience
  • Our services and offerings are based upon four core principles:
    • Stakeholders need to be rationally satisfied and emotionally engaged for advocacy to exist
    • Value for investment is a rational and minimal expectation
    • Stakeholders are most likely to become advocates if new value is created that produces enterprise-wide benefits beyond direct service delivery touch points
    • Value creation and advocacy can be cultivated by organizational behaviors that can be identified and evaluated
  • Using our LOYALitix® Architecture & Maturity Model we solicit, analyze, and organize feedback into six major domains and twenty-nine subdomains of behavior and organizational capabilities:
    1. Structures & Sustainability
      • The first building block to effectively support and fulfil obligations is to have solid structures that support a sustained high level of performance. Organizational Systems support Human Capital; Processes and Enablers are aligned to the Contractual Structure and all systems are monitored and managed for Risk.
    2. Meet Commitments
      • The first phase of a relationship is meeting commitments. This starts by delivering what was Bid or Proposed. Accountability drives Performance, Contractual Obligations are fulfilled, and Metrics met. Meeting commitments drives satisfaction, a rational state of believing that value expected for the investment has been realized.
    3. Engage Stakeholders
      • Engaging stakeholders starts with Alignment of the appropriate interfaces to the environment. Effective Employee and Partner Engagement are required for effective Customer Engagement. Interpersonal skills and Feedback mechanisms require the right message at the right time to the right audience in the most effective medium. Relationship quality contributes to value add and promotes loyalty.
    1. Demonstrate Leadership
      • A clearly defined Mission provides organizational purpose and drives the Vision that is converted to Strategy.
        On going leadership requires deep knowledge of the customer’s business and providing a Unique Perspective to move from merely providing the value expected for the investment, to providing value add. The thought-leadership requires to generate a unique perspective also to remaining relevant in a competitive environment.
    2. Change Adaptive
      • Being change adaptive is not the same as being reactive. It requires a Future Focus, the Motivation to discover, learn, change, and the willingness to take calculated Risks. Employee Empowerment encourages collaboration and fosters an environment for Co-creation of solutions and envisioning the future. Recognizing the need for change contributes to Organizational Learning and Managing Change effectively converts ideas to results and requires Realignment to keep the ecosystem healthy.
    1. Create New Value
      • Building upon the previous behaviors, the environment encourages Innovation and Resourcefulness. These organizational capabilities elevate the service provider to a Trusted Advisor role that Leverages and Integrates resources and capabilities to create new value. This new value is Enterprise Enabling beyond the direct impact of the service provider because they help solve real business problems, identify opportunities, and enable the customer to focus on their mission and not the performance of the service provider.
  • In addition to aligning transactional, qualitative, and relational feedback into this structure, we include both rational (logical) and relational (emotional) metrics to give the feedback context and convey intensity and urgency.
  • The Hard Truth about “Satisfied” and “Very Satisfied” Stakeholders
    • Consumer expectations for customer experience are finding their way into the business-to-business arena. As a result, research indicates that 80% of stakeholders who change service providers rated themselves as “satisfied” or “very satisfied”.
    • Satisfaction feedback and metrics generally relate to a stakeholder’s experience during a transaction, or how well they perceive a process is performing. In this regard, satisfaction metrics are rational and often associated with specific events, touch points in the customer corridor, specific individuals, or situations.
    • Satisfaction means meeting expectations, delivering on commitments, and providing the value promised. If met, the customer perceives their decision to do business with you was valid.
    • These stakeholders are content as long as there is not an apparent and perceived more attractive alternative. They are generally in a passive, minimally engaged state, and perceive that all service providers are about the same. They may see limited to no risk in switching service providers.
    • They may exhibit a low tolerance for missteps and be reluctant to forgive mistakes and may reserve them in a mental holding basket.
    • Satisfaction is not a predictor of future behavior but it is a perquisite for maturing the customer relationship and retaining and growing their business.
    • Advancing to the loyalty stage will not take place without establishing satisfaction.
  • Advancing and Earning Loyalty
    • Maturing beyond a tactical level of engagement and meeting basic expectations requires establishing meaningful relationships as the foundation for earned loyalty. But, what are meaningful customer and employee relationships? As with personal relationships, they result from actions and attitudes that demonstrate an understanding of drivers and desired outcomes supported by a long-term commitment to mutual success, delivering on promises while occasionally exceeding expectations, and providing some level of value add beyond expected value for investment.
    • Loyalty can be confused with likeability at the personal level. This makes service providers to government stakeholders especially vulnerable if loyalty does not exist at the company level.
    • Loyal stakeholders will overlook your mistakes and forgive you as long as you do not violate some unspoken or even unconscious threshold of tolerance.
    • Loyal stakeholders may be passive or may be approaching advocacy and provide a positive response if asked about your performance, but they are not likely to proactively tell their colleagues and friends how great you are.
    • Loyalty at the company level is a prerequisite for moving to the next level.
  • Advocacy: The Ultimate Goal and Reward for all Parties
    • Finally, moving beyond loyalty, the fabric of the ultimate partnership is mutual advocacy for one another—to be publically willing to endorse one another—putting your own reputation on the line.
    • Establishing, retaining, and developing a relationship of this quality is the responsibility of the entire organization – even those who may not have direct customer interface.
    • It requires continual and effective solicitation of multi-dimensional and multi-level feedback all along the customer corridor, and acting upon the feedback in the context of desired outcomes with a sense of urgency.
    • Advocates are emotionally engaged because their expectations and desired outcomes are consistently exceeded. As a trusted advisor, you anticipate their needs and emerging trends and offer unique perspectives on how it affects their business. You are able to do the above because your organization is change adaptive to macro and micro level changes and trends.
    • To earn advocacy you must far exceed value for investment and even value add. You have to generate real business value to your stakeholders and their stakeholders.
    • Advocates offer the highest level of forgiveness for missteps. They recognize that mistakes will happen, have confidence that you will resolve them, and trust that you are anticipating and mitigating risks that never come to fruition or perhaps even to their attention. They recall the positive, forgive missteps, and do not anticipate poor future performances.
    • Because you do all of this for them, they are promoters with engaged hearts and minds. They are less likely to seek out alternatives. They know that not all service providers are the same because you have proven that.
    • Achieving advocacy is a win for all stakeholders because mutual success is embraced and integrated into every relationship, action, and decision.
  • Our goals for our client relationships are the same. We work to earn your advocacy as trusted advisors. We invest in learning your business and stakeholders. We genuinely care about the success of you and your stakeholders.
  • Our solutions strategically integrate third-party processes and advisement with those best driven within your own organization. We understand that there is a place for third-party support and that our clients need to leverage a combination of internal and external resources.
  • Upon scope finalization we work on FFP basis in >95% of engagements.