[MUSIC] I'll end this section on from silos to synchrony going back to the sales funnel. And I've already mentioned in previous MOOCs that this can sometimes be the enemy of true customer orientation. And certainly it can be the enemy in terms of the customer journey. This is not the customer journey. So if you think about what this sales funnel is all about, this comes from a marketing kind of McKenzie sales funnel type of view. We've got lots of customers we want to reach, some of them are aware, some of them will consider us, some of them will try us, others will become loyal. And this is how we think of the customer journey in many organizations. And I really think, I mean it's an important tool to have from a understanding financially where your money is coming from, but it can be the enemy of truly building customer-centric brands. Because this is what we want from the customer. We want them to be aware of us. We want them to consider us. We want them to buy us. We want them to buy multiple of our products and services. We want to cross sell them. We want them to generate word of mouth maybe at the end of the day. But this is not the customer journey. The customer journey, as I describe, is really across all those different touch points. So, some years ago we faced this situation here at London Business School where we had a project, it was called the B2C Project, Business to Consumer Project. And what we're doing is we're investing in basically a CRM system, a customer relationship management system, and it was being designed with the sales funnel in mind. And what that really became about more metrics about did we generate leads? Did we generate inquiries? Did we get people to attend our courses? Did they attend again? And often it became a blame game between the marketing function which was generating the leads and the sales function which had to get people into the classroom at the end of the day. What we did instead is and I co-led the project from the faculty side, is really understand the customer journey. And we tried to understand that customer journey by laying out what happened to our participants on the executive education side, on the degree program side, from when they learned about us to when they considered us to when they were here, which was actually a big chunk of the journey, and to when they left, when they become alumni. And what we did then is we put up all the marketing and sales collateral. And we had this across a big room on the wall, and we realized just how many different touch points we had with these customers. Both when they're customers and consumers of our products and services. And, we realized some of the things we did might have been a bit silly. We, for example, if you want to download our brochure, we asked you to fill in your personal information. Why we ask you to do that can be a barrier if you will, to the customer journey. It keeps you from getting a brochure. Well it might generate useful data but we weren't doing anything with that data. Or if you think about our billing function it was completely separate from the customer experience. They thought about how do we get you to pay your bill, rather than thinking, well, what's your customer experience? So if somebody signed up very late to one of our programs, they got their bill immediately with a warning saying, it's now a week before the program, you haven't paid your bill. And of course, for an executive, they've just signed up. Of course they're late with the bill. They still have to get their internal systems to pay for the bill. But our billing function didn't really think of the customer experience. So its that shift from a sales approach to truly understanding the customer experience and then to thinking about what is our brand promise? I have described that in our other videos. It's really about what we call find your voice in a sea of accents, which is all about the diversity of participants and students we bring. And it's about providing an experience which challenges your beliefs with different perspectives so that you can articulate them better and really think about your journey as a company or an individual. So, that meant for some of our programs which might be into buy or in Hong Kong or New York. It meant really immersing people in the London experience bringing them here the beginning of the program. Or when they're taking elective here which they can if they're in different markets to make available places on some of the special events we have, an interesting speaker coming into town. We never really thought about the experience from their perspective. They'd arrive on campus, and all the events were sold out, which is not very gratifying. So we have to do something special for them. And that was a real shift in the way we thought about this Sierran project. It was not just thinking about the three Es prospective, efficiency, how can we reduce cost? Or effectiveness, that's really the sales funnel, but it shifted toward the customer experience. So these are a couple of examples about how we need to think about these different silos, and we need to build systems and structures on the back of it to deliver a seamless experience that is on brand. [MUSIC]