No Customer, No Glory - about customer relationships and customer-centric business


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Do you know your customers? Do you understand their needs, wishes, plans, values? Do you know what your customer expects from you, and your products or services? And are you delivering at these expectations? Or even beyond them? Many companies spend most of their marketing budgets in lead generation/new customer acquisition and invest just a bit in their own customers. Nowadays is about relationships; being interested in human beings, not in figures, numbers etc.; spending time and money to get to know the users of your products; continuously engaging with real people; willing to build a customer-centric business; and delivering lasting moments on top of valuable products and services. Read this presentation about being engaged. This presentation uses several surveys/studies to demonstrate the relevance.

Published in: Business

No Customer, No Glory - about customer relationships and customer-centric business

  1. 1. No customer,no gloryIt’s all about connecting withpeople
  2. 2. Who is the customer?
  3. 3. A customer is not a number
  4. 4. A customer is not a target group
  5. 5. A customer is the person you are workingfor. The one you serve. He is the user ofyour products. He knows the best how touse your products and make them evenbetter. He talks about you and yourproducts. He experiences your services.He should be feeling important,welcome, embraced, connected,recognized. He is the one why you are inbusiness. Without him you’ll be out of that.
  6. 6. But…Do you know your customer? Do youunderstand his needs, wishes, plans,values? Do you know what yourcustomer expects from you, and yourproducts or services? And are youdelivering at these expectations? Oreven beyond them? Do you offer him thebest value possible? Are you consistentlydelivering in a way that satisfies andeven surprises your customer?
  7. 7. And…Do you think that your customer willgive the same answers to thosequestions as you did?
  8. 8. Many companies spendmost of their marketingbudgets in leadgeneration/newcustomer acquisitionand invest 20% or less intheir own customers
  9. 9. That’s an unwise policy
  10. 10. That’s an unwise policyBecause 80% of revenuescome from customer retention
  11. 11. Treat your customers well, and theywill stay with you (and will comeback to you at the next purchase)
  12. 12. Surprise your customers, and theywill share their surprise with theirfriends (and will convince them tobecome a ‘fan’ as well)
  13. 13. So,find ways to genuinely surprise yourcustomers…
  14. 14. … creating WOW MOMENTS
  15. 15. In our competitive, over-communicatedsociety, there’s more to deepencustomer relationships than deliveringoperational excellence
  16. 16. Managing Managingefficiency affection
  17. 17. It’s about  Being interested in human beings, not in figures, numbers etc.  Spending time and money to get to know the users of your products  Continuously engaging with real people  Willing to build a customer-centric business  Delivering lasting moments on top of valuable products and services
  18. 18. ‘A deep understanding of the users ofyour products and services, leads tonew perspectives which, in turn, spawnnovel solutions’
  19. 19. Research shows:Most customers will put service aheadof price - if you give them the chance BIGresearch
  20. 20. Unfortunately 79% of business leadershave only a generalized or superficial/absent understanding of theircustomers… IBM research
  21. 21. And 60% of marketersdoubt if they can identify theirloyal customers… Acxiom/Loyalty360
  22. 22. And 60% of marketersdoubt if they can identify theirloyal customers…let alone their customers’needs and expectations
  23. 23. Do you know what your customersEXPECT from your products andservices?
  24. 24. Do you know what your customersEXPECT from your products andservices?90% of businesses don’t Smart Advantage
  25. 25. Reasons why:  no direct interactions with customers  unwillingness to ask about expectations  unpreparedness in addressing them Pheng & Nguan
  26. 26. When decision makers do not fullyunderstand customer’s expectations,they may cause a chain of baddecisions and suboptimal resourceallocations that result in poor servicequality Gap analyses
  27. 27. Management perceptions of customers’ expectations •  Absence of customer driven standards •  Inadequate service gap 2 leadershipORGANISATION •  Ineffective •  Poor service design management of customer expectations Translation of •  Overpromising perceptions into services •  Inadequate market research orientation •  Inadequate horizontal •  Deficiencies of communications quality specifications •  Lack of upward human resource policies gap 1 communication •  Insufficient •  Failure to match gap 3 supply and demand relationship focus gap 4 Communications with •  Customers not fulfilling roles customers Service/product delivery Actual service/product Perceived Closing this service/ customer gap will: •  enhance customer product satisfaction •  enhance customer loyalty gap 5 •  develop the lifetime value of the customerCUSTOMERS Expected service/ product Actual personal Past experiences problems, needs & Worth of mouth wishes
  28. 28. A customer experience starts with apersonal question, need or wish;which solution is worth paying for
  29. 29. But why should people choose YOURCOMPANY to solve their problems?
  30. 30. Why should consumers spend theirmost valuable and scarce resources- money, time and attention - on you?
  31. 31. You only EARN these by meeting theneeds of your customers surprisinglywell
  32. 32. HOW?By putting your customers in the heartof your organization
  33. 33. ‘In high performing organizations,everything starts and ends with thecustomer. This is a radical shift fromorganizations whose business designputs customers as the end-receiver ofthe chain.’ Ken Blanchard
  34. 34. Marketers might think that puttingtheir customers in the heart of theirorganization equals CRM, databasemarketing or marketing intelligence
  35. 35. But having a customer-centricorganization is not the same as:  Having an up-to-date client database  Using profiles and scenarios of your average client or target group  Asking feedback from clients when product modifications have been developed
  36. 36. Customer-centricity means beforemaking any decision, find out how thatdecision will have impact on yourcustomers
  37. 37. It means watching at and listening toreal people when you have a businessor product idea or assumption;focusing on your customers’ needs,whishes and perspectives
  38. 38. If you do so, you’ll let real customersinvolve in the way your products andservices are conceived, designed,delivered and experienced
  39. 39. But how do you get in contact, andkeep in touch with your customers?And how can this contact beeffective?
  40. 40. THE GOOD NEWS:your customers are willing to help you
  41. 41. Nowadays, consumers increasinglywant to participate in the organizationsthey feel connected with
  42. 42. Rather than receiving e-mails, newsletters or push-tweets consumers wantto engage in debate, co-create, shareexperiences and stories, and buildengaging relationships with organiza-tions that are truly looking for customerinsights to make their customers happy
  43. 43. Especially with organizations that arereliable, value sustainability, adoptmindful consumption, and have thedrive to innovate, and are able tomake a difference
  44. 44. It’s a fact:Organizations that work closely withtheir customers and end-users, designand develop better, more relevant andmore consistent high-impact solutionsfor people’s problems, needs or wishes
  45. 45. So, empower your organization toengage with customers to designsustainable products and excellentservice which creates lastinginteractions and experiences
  46. 46. Most executives believe that customerengagement is extremely important totheir business. Nearly 90% say thatcustomer relationships are veryimportant to the success of theirbusiness The Economist
  47. 47. More important; companies withengaged customers enjoy: improvedcustomer loyalty (80%), increasedrevenue (76%), and increased profits(75%) The Economist
  48. 48. REMEMBER,Customer engagement isn’t realized bya set of isolated interactions. It’s aboutcooperation, involvement, consultationand dialogue. You have to recognize thatthe interactions with your customers arebased on an ongoing dialogue of equalsto nurture trust and form meaningfulrelationships
  49. 49. These interactions create valuableexperiences and outcomes for yourcustomers
  50. 50. It all starts and ends with connectingwith your customers
  51. 51. Inge KeizerEmail: inge.keizer@yabber.nlTwitter: @ingejkMarch 18, 2012