Chief Customer Officer 2.0: How to Build Your Customer-Driven Growth Engine by Jeanne Bliss

Author:Jeanne Bliss
Language: eng
Format: mobi
ISBN: 9781119047643
Publisher: Wiley
Published: 2015-05-27T14:00:00+00:00

Lambert Walsh is Vice President and General Manager at Adobe, where he leads Adobe's efforts to retain and grow long-term relationships with customers and partners across all segments and lines of business. He has led customer success at Adobe since 2007.

For Adobe's business I've always been a strong advocate regarding Adobe's customers being more than numbers on a page, metrics of revenue bookings, or dollars on a balance sheet. We strive to never lose sight of our customers' humanity and their understanding of what they expect from Adobe.

Our transition to a cloud services provider has heightened the urgency and criticality of customer retention; however, we recognized the importance of immersing leaders and teams across Adobe in our customers' experience long before that change in our business model. We originally focused on gaining a greater understanding of customers with data and information, and found we could have moderate success and make real changes for our customers based on the results of surveys and feedback. That said, Adobe is a company with deeply passionate customers, and we knew we needed to do more. We started the Customer Immersion Program in 2011, with the idea that we had to throw back the covers on all of our work and immerse ourselves in understanding what it was like to be an Adobe customer. We had to engage ourselves personally in our own customer experience.

Every VP was required to go through the Immersion Program, with financial incentives attached to going through the program and becoming personally involved in solving some of the issues encountered. Like any change initiative, the significance of the program wasn't immediately apparent to some, while others jumped in right away. We took a first step with the immersion program because it was our opportunity to humanize the problems customers were having; to take customers off the pages of scorecards and metrics sheets and act with greater urgency to understand the customer experience and respond to their needs. Here's some of what we learned:

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