how to turn your customers in to your sales team
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‘How to turn your customers into your sales team’
Iven Frangi Dip Mktg, CSPCustomer Xperience Management
p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au
March 5 2009
TEC 24
B r i s b a n e
3 ring circus
get keep grow
customer
3 ring business
get keep grow = CS =
customer satisfaction
satisfaction is not enough
‣ 62% of all satisfied customers never repurchase from the same supplier
(Harvard Graduate School)
‣ 95% of brand awareness advertising does not work
(CEO Chiat Day)
‣ 4 out of 5 sales in any category of business is driven by word of mouth.
today
• look at CX in business
• how to listen to your customers in real time
• how to get your customers to become advocates
• the steps to take to install CX in your business
• some tools you can use easily and inexpensively
• leave with things you can do tomorrow
defining the terms
customersatisfaction
customersacrifice
customerexperience
=what a
customerperceives they
get
what a customerexpects
-
what a customersettles for
what a customer
wants= -
what a company
has promised
what a company delivers
:
get keep
grow
C
customer centric business
sales market-ing
loyalty
cx
customer experience
customers to advocates
use
choose
brag
not significant
commodity differentiatedproduct/service
whatcustomer
values
high
low
significant
advocacy
significance
meaning
utility
aesthetics
engineered experience
the latest guarantee
marketing defined
whose shoes?
“stop thinking like an seller -start thinking like a customer”
In a down economy
•risk is avoided at all costs
•the known supersedes theunknown
•management retreats tofail safes.
is CX profitable?
Harris InteractiveCustomer Experience Report 2008
why bother?
“Using data from nearly 4,700 consumer surveys, Forrester examined the correlation between the customer experiences delivered by more than 100 US firms and the loyalty of their customers
Our analysis shows that good customer experience correlates to consumers' willingness to repurchase, reluctance to switch, and likelihood to recommend firms across all 12 industries we examined.” Forrester Research Feb 09
not all bad
are you on trend?
the international study
your challenge
leads
prospects
presentations
pending
m v c
m g c
clients
sale
CXMsales
hourglassBML study to change the customers experience
it’s about knowing
• who’s responsible for the VOC management?
• what are you/do you want to be famous for?
• what experiences will enhance that fame?
• is there a published customer recovery plan?
• can you hear the VO your C?
the 4D map
define what cx will support your decision
decide what cx you want to create
deliver do it, observe, review, re-decide
design the steps and stages of your cx
what customer values
define
30
designfeedback loop
decide
deliver
4 D process
Consistency with Global Sales ProcessesThe Toyota Internal CXM Path
• existing data & programs
•visit departments
•CX observations
•hard & soft differentiators
•CX Themes
•Top Team•Managers• Internal staff•Service staff•Suppliers
•staged roll out as decided
•train advocates
•behaviour maps/KPI’s
•NPS•selected CX measures
Decide DeliverDefine Design
•create ‘Pledge’•evaluate current awareness
back to Decide
Evaluate Experience Audit
ExperienceDrivers
IntegrateEngagement
Programs
ExperiencePledge
DeliverExperienceMessages
InstallCXM
Metrics
CheckMetrics
• behaviour clues
• NPS • evaluate
awareness
Senior/Department
Mgrs
• behaviour clues• NPS
“Give people an experience they can’t get anywhere else and they won’t go anywhere else”
Iven Frangi
the cxm mantra
measure and manage
plumbers maker
breaker
brag
choose
use
dislike
tolerate
hate
cleans up
receptionistcompletes
job
time suitsyou
on time
explains account
pay whenhappy
followup call
turns uplate
inconvenient appointment
can’t contactplumber
needs extraequipment leaves a
mess
big billno follow
upnot
happy
VOC - voice of the customer
we can’t hear the customer
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVEDCONFIDENTIAL
Actual results of a Mindshare retail client over 3 months
Results!Use customer experience feedback to identify
opportunities
Led to
40% Product
Recommen‐dations
Month 1
54% Product
Recommen‐dations
Month 3
3% Sales Contribution
8%Sales
Contribution
Month 1 Month 3
“I tried a million different strategies. It wasn’t until I could “prove” to the staff that they were not educating the customer that the improvement happened.” Mindshare Client
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVEDCONFIDENTIAL
Actual results of a Mindshare retail client over 6 months
Led to
7% Growth in Customer Counts
11%Growth in Service Sales $
8% Growth in Top Box Service Scores
Q1 Q2
“It doesn’t matter what I think; what my employees think.
What matters is what the customers think.”
Mindshare Client
Results!Set speciGic goals with employees
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVEDCONFIDENTIAL
Results!Monitor progress toward goals, weekly or monthly
BEFORE Mindshare
BEFORE Mindshare
AFTER Mindshare
N/A
$300,000 $300,000
$318,000
$297,000
Mindshare stores NONMindshare stores
1,618 stores comparedMindshare stores (n=525)
NONMindshare stores (n=1,053)
Mindshare stores grew +6%
NONMindshare stores declined 1%
Source: Client Internal Study, Spring, 2007
Actual results of a Mindshare retail client over 12 months, normalized
eavesdropping on customers
eavesdropping on customers
outcomes
Measuring customer satisfaction (at the unit level) drives loyaltyAre customers satisfied? Are they loyal? You'll never know unless you ask them. Because customer experience happens at the unit level, that is where you'll need to measure it. Then, let customers become your teachers. Seek their feedback (good and bad) and incorporate it into continual improvements in your operations.
Mindshare will help you do this.
Measuring employee performance improves employee satisfaction and productivity
Good employees want to be held accountable. Mindshare allows customers to comment on employee performance, which gives
them an objective measurement of their service delivery. Managers can then fine-tune training to the individual employee.
Additionally, Mindshare's employee satisfaction surveys will monitor how employees feel about their work environment.
Measurement must be an ongoing, continuous process. (Take a movie, not a snapshot)
Continuous measurement leads to improvement of weaknesses, emphasis on strengths, loyalty from customers and employees,
repeat business and referrals.
Feedback should be real-time. (Not stale reports, filtered by a third party)
Waiting for customer feedback collection and analysis means that service lapses are perpetuated. Data should be collected daily and
available for improvement and training immediately.
Customers should be your best source of innovative ideas.Often, companies overlook their best source of innovative ideas. As Jackie Huba explains, "Asking customers to participate in your problem-solving and idea generation is an act of courage, not of weakness." Inviting customers into your R&D process not only provides a great source of innovation, but it also solidifies their
loyalty to helping you succeed.
‣ Measuring customer experience (at the unit level) drives loyalty
‣ Measuring employee performance improves employee satisfaction and productivity for delivering the customer experience
‣ Measurement must be an ongoing, continuous process. (Take a movie, not a snapshot)
‣ Feedback should be real-time. (Not stale reports, filtered by a third party)
‣ Customers and staff can be your best source of innovative ideas.
‣ Money spent on CXM reaps 3 - 7 times investment.
“the CX steps”
• evaluate what’s happening now - observation, CXM Audit, VOC tools
• apply the 4D criteria to decide the new culture
• map the steps for the culture change including the Customer Pledge and the behaviour templates
• install the CX upgrades using the CX Advocate teams and the CX and business metrics
• evaluate the 4D criteria and repeat
• celebrate with the whole team, the customers and your accountant
Xperience matters
‣ makers or breakers?
‣ hard or soft differentiators
‣ xperience or satisfaction?
‣ xperience or loyalty?
“Customers are the best market researchers”
coffee anyone?
coffee anyone?
breaker or maker?
z
breaker or maker?
promise vs delivery
z
car dealer
not significant
significant
whatpeoplevalue
use
brag
choose
Mercedes Express
sales person or marketing offer
style or type of vehiclebrag
“a class beyond first” Singapore Airlines
@ your business
not significant
significant
whatpeoplevalue
use
brag
choose
Why would people use us
Why would people choose us?
Why would people brag about us?
commodity differentiatedproduct/service
high
low
advocacy
new jobs
Customer Experience ManagerFinancial Services
Newport, UK The Company Our Client, a dynamic financial services organisation are looking for a Customer Experience Manager
The Role
This role is a Group Function to maximise the Customer Experience across all Group companies to improve customer product penetration and increase profits. This is a new role that requires a self motivated individual that is sales driven to improve the customer experience, across multiple brands, to enable increased sales and ensure requirements of compliance are adhered to. Day to day management of Customer related Operations, to ensure: FSA compliance including Treating the Customer Fairly Effective Reporting of Customer Experience across all departments; Correct utilisation of tools for on & off line and customer experience Effective Management of Complaints Quality Monitoring is efficient and effective Development and implementation of above systems to improve the customer experience and Group profitability.
the best one last
c hddan o aveo
Customer Xperience Audit
Quickly and easily see the map of the gap between what your customers want and and what you promise. Processes, procedures, people and profits.
Customer Conversation EavesdropCustomers don’t always give us information where and when we want it they just transmit. Listen in and learn about your business.
Live Line - Real Time Customer FeedbackGive customers an opportunity to tell think about their experience of your business, when they think it - 24/7.
Inside - Out InnovationLet the people that do the job improve the job. The 4 D principles applied to your business by your people.
‘How to turn your customers into your sales team’
Iven Frangi Dip Mktg, CSPCustomer Xperience Management
p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au
March 5 2009
TEC 24
B r i s b a n e
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