One of the world’s authorities on customer experience, customer centricity and transformation, Lior Arussy delivers results. His strategic framework converts organizations from product- to customer-centricity. It is drawn from his work with some of the world’s leading brands: Mercedes-Benz, Royal Caribbean Cruises, Thomson Reuters, HSBC, E.ON, FedEx, SAP, University of Pennsylvania and Johnson and Johnson. His methodology enabled Mercedes Benz to take the number 1 position in customer satisfaction in 2 years. Another client, a European logistics corporation leaped from 3% annual organic growth to 44% annual organic growth in just two years.
Mr. Arussy, described by Fast Company Founding Editor, William C. Taylor, “as one of the most provocative business thinkers I know” has also had his achievements recognized by Consulting Magazine which named his company among the Top 7 consulting companies to watch in 2015 and one of the fastest growing Consulting Firms of 2015. He received the 2015 SmartCEO Circle of Excellence Award and in 2015 was honored by CRM Magazine who presented Lior with their “Influential Leaders” award. Arussy was named the #2 Top Global Guru in Customer Service by Global Gurus.
Prior to establishing Strativity Group, Mr. Arussy held executive positions at Hewlett-Packard among other companies.
Arussy is also the author of six books including the recently released book Exceptionalize it! (2015) and Customer Experience Strategy (2010). In addition, he has published over 250 articles in publications around the world including the Harvard Business Review.
His accomplishments have been recognized by leading press and analysts such as ABC, The Wall Street Journal, Financial Times, The Times of London and MSNBC. Mr. Arussy completed his undergraduate degree at Case Western Reserve University and received his MBA from Weatherhead School of Management.
Case Study 1: European Logistics Provider – Differentiating Commodities
A large logistics provider with over 9,000 employees across Europe was seeking a way to increase organic growth in a heavily commoditized industry. The company was ranked number three in customer satisfaction, trailing market leaders.
Strativity Group designed a complete customer experience strategy development program including:
- Experience 360® – benchmarking the current experience
- Experience Inventory – multiple touch points
- Focus Groups – conducted sessions for employees and customers
- Innovative Services Ideas – generating ideas for new services based on customer’s unmet needs
- Organizational Readiness – programs to support customer-centric organization design
- Executive Training – creating alignment and acceptance
- Double digit satisfaction improvement
- Organic growth – 40% in two years
- Full organization alignment
- Introduction of new innovative services
Case Study 2: CATIC – Express the Difference
CATIC, a title insurance company was facing the challenge of overcoming increasing service commoditization in their industry. They needed to reverse their declining attorney loyalty and gain market share from established national vendors.
Strativity Group reinvigorated their brand by defining a strong value proposition and branding platform. Activities included:
- Rebranding organization communications and signage
- Conducting customer interviews
- Conducting employee focus groups
- Competitive assessment
- “Access To Success” – market positioning
- New look and design
- New ad campaign
- Celebration kit
- Employee launch
- Sales training
- New marketing collateral
New web site design and purpose – www.CaticAccess.com
Case Study 3: Airline Carrier – Customers Have No Choice
Airline carriers often become customers as much by default as by choice. When a commercial airline carrier purchases an aircraft, all service and logistical support are mandated by the company that manufacturers the components in the aircraft, giving the airline carrier limited options to select a product support system. As a result, the quality of customer service provided to the airline carrier is not always considered imperative by the manufacturer.
- The company was organized around its products rather than its customers
- Customer complaints were on the rise
- Customer service needed to become more customer-centric
- Experience 360® survey execution (customer and employee), analysis and recommendations
- Experience Inventory – multiple touch points
- Focus Groups – employees and customers
- Experience Guide – handbook for employees to guide them in creating great experiences at every customer touch point
- Evolve Training – customized interactive program designed to improve employee engagement in creating excellent customer experiences
- Action Plan – executional roadmap for reinventing the customer experience
- Service Delivery Model
- “Proud to be of Service” – theme
- Client had a 20% increase in customer satisfaction scores
- Smooth transition to a customer-centric model and change management
- The new customer service became a model for the rest of the organization