How to Turn Your Customers into your sales team - TEC 401

‘How to turn your customers into your sales team’ TEC 401 Iven Frangi Dip Mktg, CSP Customer Xperience Management April 30 2009 Tamworth p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au

3 ring circus

3 ring business get keep grow customer

customer satisfaction get keep = CS = grow

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 what a customer what a customer = - customer satisfaction perceives they expects get what a what a customer = - customer customer sacriﬁce wants settles for what a what a customer : company company experience delivers has promised

customer centric business keep get C grow

customer experience market- sales ing cx loyalty

customers to advocates signiﬁcant high brag what choose customer advocacy values use low not signiﬁcant product/service commodity differentiated

signiﬁcance aesthetics utility meaning

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 the unknown •management retreats to fail safes.

is CX proﬁtable? Harris Interactive Customer 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

Xperience matters ‣ makers or breakers? ‣ hard or soft differentiators ‣ xperience or satisfaction? ‣ xperience or loyalty?

marketing isn’t linear

new technology + old thinking = same old outcome

your CX premise company internal support external marketing ‘enabling ‘setting promises’ promises’ employees customers experience delivery ‘keeping promises’

your challenge

leads prospects CXM presentations pending sales sale hourglass clients mgc mvc BML 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 decide what cx you want to create deﬁne what cx will support your decision design the steps and stages of your cx deliver do it, observe, review, re-decide

4 D process decide define what customer values design deliver feedback loop 35

Consistency with Global Sales Processes The Toyota Internal CXM Path Deliver Decide Define Design Deliver Install Integrate Experience Experience Experience Evaluate Experience CXM Engagement Audit Drivers Pledge Messages Metrics Programs • hard & soft • visit • existing • create ‘Pledge’ • Top Team • staged roll • behaviour dierentiators departments data & • evaluate • Managers out as maps/KPI’s • CX Themes • CX programs current • Internal sta decided • NPS observations awareness • Service sta • train • selected CX • Suppliers advocates measures Check Metrics back to Decide Senior/ Department Mgrs • behaviour clues • NPS • behaviour clues • evaluate • NPS awareness

the cxm mantra “Give people an experience they can’t get anywhere else and they won’t go anywhere else” Iven Frangi

measure and manage

plumbers maker brag cleans up pay when choose happy on time follow time up call explains suits completes use account receptionist you job tolerate can’t no follow big bill contact turns up up plumber not late needs extra dislike happy inconvenient equipment leaves a appointment mess hate breaker

VOC - voice of the customer

we can’t hear the customer

mystery shopping cycle

“We will closely match a team of our highly-skilled and rigorously selected Mystery Shoppers with the type of customer that you serve and supply them with a detailed brieﬁng document and questionnaire to ensure that all your key issues are addressed. The research may be undertaken through a single service or, increasingly, across a number of services to ensure that an overall picture emerges.”

Results! Use customer experience feedback to identify opportunities Actual results of a Mindshare retail client over 3 months 54% Product 40% 8% Recommen‐ Sales Product dations Contribution Recommen‐ Led to dations 3% Sales Contribution Month 1 Month 3 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 CONFIDENTIAL COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

Results! Set speciGic goals with employees Actual results of a Mindshare retail client over 6 months 11% Growth in 8% Growth Service 7% Growth in Top Box Sales $ “It doesn’t matter in Customer Service what I think; what my Led to Counts Scores employees think. What matters is what the customers think.” Mindshare Client Q1 Q2 CONFIDENTIAL COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

Results! Monitor progress toward goals, weekly or monthly Actual results of a Mindshare retail client over 12 $318,000 months, normalized 1,618 stores compared Mindshare stores (n=525) NONMindshare stores (n=1,053) $300,000 $300,000 Mindshare stores grew +6% $297,000 BEFORE AFTER BEFORE NONMindshare stores declined 1% Mindshare Mindshare Mindshare N/A Source: Client Internal Study, Spring, 2007 NONMindshare stores Mindshare stores CONFIDENTIAL COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

eavesdropping on customers

hard v soft differentiators Greeting the customer ✓ Courtesy, amiability ✓ Helpfulness and availability of your staff ✓ Staffs attention and eagerness to satisfy the customers needs ✓ Technical knowledge of your staff ✓ Commercial performances and complimentary sales ✓ Respect of decoration, display and equipment standards ✓ Atmosphere and special sales operations in the retail premises ✓ Your business accessibility and business hours ✓ Cleanliness, hygiene and order ✓ Quality of after-sales service ✓ Treatment of complaints and dissatisfaction ✓

outcomes s, ‣ 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) at ‣ Feedback should be real-time. (Not stale reports, ﬁltered by a third d party) ‣ Customers and staff can be your best source of innovative ideas. ‣ Money spent on CXM reaps 3 - 7 times investment. s. r ‣ Turn your customers into your mystery shoppers f

“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

“Customers are the best market researchers”

coffee anyone?

breaker or maker? z

breaker or maker?

promise vs delivery z

car dealer signiﬁcant brag Mercedes Express what choose people value sales person or marketing offer brag use style or type of vehicle not signiﬁcant

“a class beyond ﬁrst” Singapore Airlines

@ your business signiﬁcant high brag Why would people brag about us? what advocacy choose people value Why would people choose us? use not signiﬁcant low Why would people use us product/service commodity differentiated

new jobs Customer Experience Manager Financial 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 an d o d o h ave

Customer Conversation Eavesdrop Customers 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 Feedback Give customers an opportunity to tell think about their experience of your business, when they think it - 24/7. 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. Inside - Out Innovation Let 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’ TEC 401 Iven Frangi Dip Mktg, CSP Customer Xperience Management April 30 2009 Tamworth p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au

How to Turn Your Customers into your sales team - TEC 401

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