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business
understanding cross cultural management

Questions and Answers of Understanding Cross Cultural Management

14. Have BD employees that are Client-facing?
13. Encourage BD to work with marketing to provide an integrated approach to market?
12. Reward BD performance?
11. Have sales targets that are linked to the strategic business plans?
10. Have a pipeline that includes targets for referrals and testimonials?
9. Use a sales pipeline to monitor and report BD progress?
8. Produce BD plans for each business area?
7. Leverage its alumni to gain new business opportunities?
6. Share its strategic service plans with Clients?
5. Create strategic service plans for key Clients?
4. Appoint managers to oversee key Client relationships?
3. Set targets for conversion of sales leads into business?S
2. Set targets for Client acquisition?
1. Have a dedicated business development (BD) team?
10. Do your employees update your CRM system after every Client interaction?
9. Do you use CRM system to provide rapid reports on a Client’s status?
8. Do you use a CRM system to record interactions with Clients?
7. Do you have a CRM programme?
6. Do you regularly monitor the strength of your Client relationships?
5. Do you have a formal Client relationship development process?
4. Have you segmented your Client base to help manage relationships?
3. Do you offer speaking opportunities to Clients?
2. Do you use Client panels to understand what Clients expect of our firm?
1. Do you keep in touch with Clients even when there is no work with them?
11. Do you track your firm’s reputation?12. Do you have an updated media contact list with named spokespeople?
10. Is your firm involved in social responsibility projects?
9. Do you have a corporate responsibility strategy?
8. Do you use a media relations agency to complement your internal team?
7. Do you have a social media policy that monitors commentary about the firm?
6. Are you members of a number of influential networks?
5. Do you create issue-based campaigns to raise your firm’s profile?
4. Do you have a crisis management process that kicks in when needed?
3. Do you have media-trained people who can face the media?
2. Do you use thought leadership to enhance your reputation?
1. Do you have a written and communicated media strategy and objectives?
10. Are your brand values clearly communicated to audiences outside your firm?
9. Are your brand values clearly communicated inside your firm?
8. Is your brand promise regularly reviewed with Clients?
7. Do you have a clearly defined and stated positioning?
6. Do you clearly communicate what differentiates your firm from competitors?
5. Do you regularly audit whether your branding is consistently applied?
4. Is your branding consistently applied in all communications and signage?
3. Do you regularly survey unprompted recognition of your brand with non-Clients?
2. Is your brand promise clearly stated in all of your published communications?
1. Do your employees understand that their work behaviour reflects your brand?
10. Involve Clients in developing your Client care approach?
9. Train all employees in the elements of Client care and service?
8. Display its Client Charter on its website?
7. Publish its Client Charter internally?
6. Have a Client Charter?
5. Discuss the Client experience with its Clients?
4. Discuss the Client journey and experience internally?
3. Use Moments of Truth to discuss Client care behaviour?
2. Regularly discuss Client Touch Points?
1. Have a published Client care policy?
12. Know the referral value of its Promoter Clients?
11. Know its NPS by service line/practice area?
10. Know its NPS by sector?
9. Regularly update its Client satisfaction targets?
8. Regularly review Client satisfaction surveys at board level?
7. Use the NPS with all Clients?
6. Set targets for Client satisfaction?
5. Monitor Client effort in dealing with the firm?
4. Use a performance/service matrix for groups of Clients?
3. Identify service performance gaps?
2. Identify each Client’s requirements and preferences?
1. Regularly benchmark its service against competitors?
10. Do key Clients have an allocated marketing budget?
9. Do you allocate Client Service Partners to your key Clients?
8. Do you create service and development plans for top Clients?
7. Do you use data analytics to improve your knowledge about Client preferences?
6. Do you know and report your income growth per sector and service line?
5. Do you know and report internally your gross margins per sector?
4. Do you know the penetration level of the firm’s top 10 Clients?
3. Do you review your KPIs to see how these are managed over the Client mix?
2. Do you review your method of classifying Clients?
1. Has your firm classified its Client portfolio into strategic groups?
10. Does your firm regularly benchmark itself against its competitors?
9. Does your firm develop its employees’ competences related to Clients?
8. Do you discuss Clients’ buying habits and trends?
7. Does your appraisal process rate performance with Clients?
6. Do you know how much business comes from referrals?
5. Do you map contacts in the Client’s organisation alongside yours?
4. Do you classify buyers with the BACPOD (or similar) tool?
3. Is DMU analysis used to determine buying influences?
2. Do you explore and record each Client’s buying motivations?
1. Does your firm explore and record each Client’s buying process?
12. How often do you meet with your Clients?
11. How often are Client matters discussed at board level?
10. How much do your KPIs relate to performance with Clients?
9. How Client-related are your objectives?
8. How much does Client service feature in the firms’ values?
7. How much is Client-centricity part of your firm’s DNA?
6. How Client-friendly are your processes that interact with Clients?
5. How well do you know your Clients’ expectations?
4. How engaged are your employees?
3. How easily can you access the names of the firm’s top 10 Clients(by income/sector/revenue/growth potential)?
2. How easily can you access total income, split by practice area, from a Client?
1. How Client-centric would you rate your firm?
How can this situation be analysed using Trompenaars’ dimensions as given in Table 5.1? One of my tasks as financial manager was to implement a customer profitability system at a Swedish company

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