Tag: Customer Excellence

7 Ways to Deliver Awesome Customer Service & Build Loyal Advocates

Posted on by Denyse Drummond-Dunn

How can some companies deliver awesome customer service while others get it so totally wrong?!

I want to share a personal story of disinterested client support with you this week. From it, I have drawn seven learnings for everyone wanting to deliver awesome customer service and build loyal advocates.

If you’d prefer to listen rather than read:

Let me start by saying that it still puzzles me why any organisation would have trouble offering superior customer service when there are so many great examples they merely have to copy. (JetBlue, Sainsbury’s, Amazon, Zappos) In fact, Mark Earls wrote a great book on exactly this topic, called Copy, Copy, Copy which I highly recommend.

This story is just one example of how some companies still struggle to accept that the customer is right, even when they’re wrong! Not that I was wrong in this case (at least I don’t think so, but I’ll let you be the judge of that).

However, the company concerned certainly gave me the impression that they believed I might have been trying to cheat them with the information I provided in my emails. They were never satisfied with what I sent, even when it was what THEY had specifically requested!

Perhaps they were just dragging out the process hoping not to have to “pay up”. You can see for yourself below, or just jump to the seven learnings at the end of the post so that you can avoid making the same mistakes yourself.

 

Background

Many years ago I bought a TomTom guidance system to help me navigate the streets of American cities.

I love to drive and feel just as much at home on a 26-lane Los Angeles highway as the two-lane Swiss autoroute system. (If you’re interested in which Californian road is 26 lanes wide, it’s the I-5/I-405 interchange.) However, after making many impromptu visits to unplanned US destinations I decided it was time to get a mobile GPS to use in my rental cars.

A few years on, I thought that it could also help me in Europe, even Switzerland, when trying to locate a new client or contact. (My car at the time was almost fifteen years old  and wasn’t equipped with a GPS!) I, therefore, added Europe to my online account, since my model couldn’t keep both in memory at the same time!

Last May I replaced the European maps with my American ones as I was visiting Florida that month. When I tried to reinstall the European maps in September, they had somehow disappeared from my account. I contacted TomTom customer service to ask how I could get my maps back and this is how our conversation went over the pursuing three months – with their worst English mistakes removed or corrected for better comprehension, but their own font bolding left in. (!)

 

The Exchange with TomTom

Me: “Hi there, I contacted you in … Click to continue reading

Technology is not a Disruptor, but a Powerful Customer-First Strategy is!

Posted on by Denyse Drummond-Dunn

Technology is often seen by marketing as a disruptor of business as usual, but it isn’t. Technology is an enabler of a customer-first strategy, at least when used properly and appropriately. So what is disrupting business as usual? It’s the customer, especially in industries that are not customer-centric.

It was Marco Pacheco, Executive Director at JP Morgan who first inspired me to talk more about this aspect of a customer-first strategy when he shared the slide on the right on LinkedIn a few years back. 

I had already been speaking about the need for businesses to prepare for the dramatic change that was coming thanks to technological innovation. However, it was Pacheco’s slide that made me realise why I was so keen on companies adopting a customer-first strategy and running scenario planning.

His five simple examples brought it home more powerfully than I have ever done before. That’s why I wanted to share it with you. The summary says:

  • Netflix did not kill Blockbuster, ridiculous late fees did.
  • Uber did not kill the taxi business, limited taxi access and fare control did.
  • Apple did not kill the music industry, being forced to buy full-length albums did.
  • Amazon did not kill other retailers, bad customer service did.
  • Airbnb isn’t killing the hotel industry, limited availability and pricing options are.

In conclusion it states that:

“Technology by itself is not the real disruptor. Not being customer-centric is the biggest threat to any business.”

That’s music to my ears!

Looking again at the five examples he gives, there are a number of specific aspects of customer-centricity that are highlighted. In my opinion they show the following advantages for the customer:

  • freedom of choice
  • transparency
  • trust
  • being valued

If you don’t want to see your own industry fall victim to start-ups that better provide these, then now is the time to act. Or rather if you’re not already on your journey to adopting a customer-first strategy, you’re probably already seeing a slowing, if not actual decline, in your growth and profitability.

The Future of Many Industries is Unthinkable

By this I mean that change is happening so fast that it is difficult for organisations to even imagine the future. This is why I encourage my clients to develop plausible future scenarios, rather than merely follow trends. Only by doing so, can they be prepared for every possible risk and opportunity. Identifying one, most likely future is unlikely to deliver the variation that will no doubt happen. For more on this topic, read “5 Business Success Factors (So You’re Ready for Anything!)”

As I mentioned at the beginning, technology is an enabler that permits industries to provide more of what their customers want. There are already many examples of ones which have been helped or radically altered by technology and science. For example:

 

Verizon data revenueTELECOMS now make as much money from selling (geo-localisation) data than they ever did from selling phones and lines.

Already back in 2015, data accounted for 44% of Verizon’s … Click to continue reading

How Well Do you Know Your Customers? 13 Questions your Boss Expects you to Answer

Posted on by Denyse Drummond-Dunn

Be a true leader; share this post with the members of your team who need the inspiration and support.

Your boss expects you to be able to answer all his questions and especially to know your customers. Here are the 13 things your boss is likely to ask you and a handy Checklist to prove to him that you know your customers better than he realises.

Everyone speaks about customer centricity and the importance of the customer, but just how well do you know yours – really? The following is a checklist of 13 facts you need to be able to answer in order to know your customers as well as you should.

As you read the post, keep tabs on your answers and share your final score below. I’m offering a personal 50% discount code to spend in store for everyone who publishes their score here in July 2018. And if you’re the boss, I’d love to hear how well you think your team would do – 100% of course, no?!

 

 

#1. Who is your customer?

C3Centricity how well do you know your customerOK I’m starting off slowly, but do you know who your customers are? Not who uses your category, but who the people are that actually buy your product or service today? How much do you really know about them?

Their age, gender and location are the basics, but there’s a lot more you need to know about them. Check out “12 things you need to know about your target customers” for more on what you need to know to be able to describe them in the depth your boss expects.

The C3Centricity 4W™ Template is a great resource for storing all the information you have on your customer. Download a free copy and watch the related videos HERE.

 

 

#2. What business are you in?

Although this refers more to the category than the customer, it is important to ensure you are looking at it through the eyes of your customers. Many organisations are working with industry definitions rather than customer ones. What about you? If you want to know your customers, you need to understand what category they think they are buying.

This is one of the essential elements you need to understand in order to know your customers deeply. It is something that many organisations don’t take the time to clearly identify, which results in an incorrect appreciation of their market and competitors. By not correctly identifying the category you are in, or plan to enter, your innovations will also lack the success you are hoping for.

For instance, are you in the food business or the pleasure business, beverages or relaxation? One of my clients wanted to launch a fruit flavoured soft drink and thought they were competing with other soft drinks. When we worked together we discovered that they were actually competing in the energy drink business! Reklama internete ir SEO optimizacija https://seopaslaugos.com/117-seo-optimizavimas

How many of your brands are not competing where you … Click to continue reading

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