BE DiFFERENT Quiz : Be Different or Be Dead

BE DiFFERENT Quiz

Are you curious how your organization measures up to myBE DiFFERENT Practices? Wonder where your strengths are? What your biggest challenges to improve look like?

If you have decided that your organization needs to move to another level, where do you start? What area deserves immediate attention versus another that doesn’t require attention for the moment?

This Quiz is a simple method to apply your own judgment and opinions to determine where your organization sits in terms of possessing the capabilities you need to stand-out from the competitive Herd.

Have some fun with this (remember, no one is watching!) and rate yourself on a number of critical BE DiFFERENT dimensions.

And see how you measure up by having your results (a simple average calculation for each section) visibly displayed for immediately in a bar-chart. You not only see your scores for each Section you also are shown your greatest shortcoming; if you want to BE DiFFERENT you will know where to start.

For each dimension, use a 1 to 5 rating scale as follows:

‘5’ = the BE DiFFERENT position – you have excelled in implementing an overwhelming number of my Practices. Nice!
‘3’ = the BE Half Way position – you are well along the journey to adopt my Practices although there are significant deficiencies to address.
‘1’ = the BE dead position – you are nowhere in terms of building BE DiFFERENT capabilities in your organization. Major surgery is required to begin your transformation to be successful and survive.

That’s about all there is to it. So go ahead and start your own journey to be ReMARKABLE and UnIQUE…

Business Strategy

Marketing

Serving Customers

Sales

ABOUT ROY OSING

A leading executive in the Canadian telecommunication industry and a recognized blogger, speaker, seminar leader, business consultant, educator and personal coach, Roy Osing’s career spans over three decades of singular achievement.

Osing knows what it takes for businesses to survive in today’s chaotic times and achieve extraordinary levels of performance. As the former Chief Marketing Officer of TELUS and current president and CEO of the consulting firm Brilliance for Business, Osing brings a wealth of experience and knowledge to the complex challenges businesses face in the contemporary global economy.

SITEMAP


1.	You have assigned a Cut the Crap executive to eliminate all non-strategic activity…	1 2 3 4 5

2.	You have appointed a Strategy Hawk responsible to ensure people meet their implementation commitments…	1 2 3 4 5

3.	You have a process in place to regularly review the progress of your strategy and take the required corrective action…	1 2 3 4 5

4.	Your implementation plan portfolio consists of a relatively small number of critical projects to achieve your Game Plan…	1 2 3 4 5

5.	Your strategy has a detailed implementation plan with accountabilities assigned to carry out each activity necessary to deliver the strategy…	1 2 3 4 5

6.	Your business had decided not to compete on price. You lead up and follow down when it comes to changing your prices…	1 2 3 4 5

7.	Your organization competes by offering unique value that attracts premium prices in the market as opposed to value that attracts lower prices and is provided by many…	1 2 3 4 5

8.	Your organization has a Strategic Game Plan that is driven by financial goals and is clear about WHO you intend to SERVE and HOW you intend to WIN…	1 2 3 4 5

9.	You have developed the ONLY Statement for your organization; it clearly defines your unique value proposition for the customers you have chosen to serve…	1 2 3 4 5


10.	You have introduced the Customer Marketing function in your organization to augment a purely product focus…	1 2 3 4 5

11.	You use customer share or share of wallet as the primary indicator of success…	1 2 3 4 5

12.	Your marketing efforts are geared to creating Value Packages rather than stand-alone products based on the needs + secrets of the customers you have chosen to serve…	1 2 3 4 5

13.	You have added the continuous Customer Learning process in your organization to augment periodic Market Research. You are focused on discovering customer Secrets…	1 2 3 4 5

14.	Your market segmentation philosophy is to determine unique customer groups based on their differences. You no longer practice traditional segmentation methods of identifying segments based on customer similarities…	1 2 3 4 5

15.	Your organization is moving from a pure product focus to a customer focus, where the emphasis is on providing integrated offers of products and services to the customers you have chosen to serve…	1 2 3 4 5


16.	Your organization has customerized its language to rid it of internal techno speak and make it more customer-inspired…	1 2 3 4 5

17.	The people programs in your organization have been developed to encourage the behaviors required by your Service Strategy…	1 2 3 4 5

18.	Objectives for serving customers are included in all leadership compensation plans and carry a significant weight…	1 2 3 4 5

19.	You use some type of internal report card to measure how well internal customers are served…	1 2 3 4 5

20.	Serving customer objectives are established and results are measured regularly…	1 2 3 4 5

21.	You have a coach and serve rather than a command and control leadership philosophy…	1 2 3 4 5

22.	You have taken action on the Dumb Rules in your organization that upset your customers; a senior leader is the champion of the cause…	1 2 3 4 5

23.	You empower your frontline employees to break a rule in favor of serving a customer, and your organization rewards them for doing so…	1 2 3 4 5

24.	You have a frontline recruitment process that tests candidates on their innate love for humans…	1 2 3 4 5

25.	You provide differentiated levels of service based on the unique requirements of the high value customers you have chosen to serve…	1 2 3 4 5

26.	You have re-invented your Core Service processes from the customer's point of view with input from your frontline employees…	1 2 3 4 5

27.	You have developed your Service Strategy with the two components of Core Service and the Service Experience…	1 2 3 4 5

28.	Your organization has a Serve-the-Customer orientation rather than a Customer Service one…	1 2 3 4 5


29.	Sales uses some type of customer report card to gather customer feedback on Sales performance…	1 2 3 4 5

30.	Sales have explicit recovery accountabilities in their performance plans…	1 2 3 4 5

31.	Sales are held accountable for secret gathering and are recognized by their marketing colleagues for their efforts…	1 2 3 4 5

32.	Sales and Marketing use an internal report card to measure the quality of service they provide to one another…	1 2 3 4 5

33.	Customer perception feedback is the main measure of how well sales demonstrate relationship-building behaviors…	1 2 3 4 5

34.	Sales compensation in your business is driven by relationship-building behaviors…	1 2 3 4 5

35.	Your sales function is focused on developing customer relationships as opposed to flogging products…	1 2 3 4 5

Be Different or be dead