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managing your customers through the web Thom Poole – Head of Portal Customer Interaction
managing your customers through the web Thom Poole – Head of Portal Customer Interaction: 6 th  October 2004
agenda <ul><li>give ‘em what they want </li></ul><ul><li>relationships – who wants them? </li></ul><ul><li>trust as a mana...
give ‘em what they want <ul><li>giving the customer what they want, think they want, or can be persuaded they want  </li><...
give ‘em what they want <ul><li>understand your customers  </li></ul><ul><li>build relationships where relationships are a...
service culture <ul><li>good service pays  </li></ul><ul><li>good service breeds loyalty </li></ul><ul><li>good service do...
keeping it simple <ul><li>if it is understandable, customers will talk positively about it </li></ul><ul><li>if you have e...
relationships – who needs them? <ul><li>CRM is king, but who lives it? </li></ul><ul><li>and more importantly, who wants i...
relationship management <ul><li>I don't know who you are. </li></ul><ul><li>I don't know your company. </li></ul><ul><li>I...
who wants it? <ul><li>if a relationship is appropriate, then build, manage and control it  </li></ul><ul><li>“ I don’t wan...
asymmetric information flow Spremann, 2001 2 – relationships – who wants them?
who manages it? <ul><li>manage at arm’s length </li></ul><ul><li>let the customer feel in control  </li></ul><ul><ul><li>o...
who benefits from it? 2 – relationships – who wants them?
trust as a management tool <ul><li>people buy from their friends! </li></ul>3
friendship & trust <ul><li>people buy from their friends </li></ul><ul><li>listen, encourage & lead by example  </li></ul>...
the trust value chain 3 – trust as a management tool The Trust-focused Value Chain - © Poole 2003  Adapted from Michael Po...
trust lifecycle trust 0 time 3 – trust as a management tool
loyalty <ul><li>loyalty is not a plastic card programme! </li></ul><ul><li>trust drives loyalty </li></ul><ul><li>if custo...
trust in marketing – trusted brands <ul><li>automotive Ford  </li></ul><ul><li>kitchen appliances  Hotpoint  </li></ul><ul...
why are we doing this again? 3 – trust as a management tool
get your nose in front – everyone else is trying to do the same 3 – trust as a management tool
involvement creates interest <ul><li>being involved give a sense of belonging, and we all want to belong.  </li></ul>4
fostering the dialogue <ul><li>Dialogues are more interesting than monologues </li></ul>4 – involvement creates interest F...
adding a sense of community <ul><li>customers are more likely to enter into a dialogue if they are comfortable with the co...
the integrated approach <ul><li>customers interact with the character of the company brand, just as they would the charact...
the marketing art of the opt-in <ul><li>how can we encourage the customer to allow us to talk to them? </li></ul>5
opt-in, please? <ul><li>legal requirement since December 2003  </li></ul><ul><li>still great distrust in the market for op...
the creative art of marketing <ul><li>marketing is a creative ‘art-form’ </li></ul><ul><li>be creative in your approach to...
how can we do it? <ul><li>give them virtual control of their profile </li></ul><ul><li>include them in your plans – make t...
why are we doing it? <ul><li>build loyalty </li></ul><ul><li>increase trustworthiness  </li></ul><ul><li>create a ‘test-be...
thank you <ul><li>Thom Poole </li></ul><ul><li>Head of Portal Customer Interaction </li></ul><ul><li>O2 UK Ltd </li></ul><...
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Managing Your Customers Through The Web

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Presentation to Penton 6/10/2004

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Transcript of "Managing Your Customers Through The Web"

  1. 1. managing your customers through the web Thom Poole – Head of Portal Customer Interaction
  2. 2. managing your customers through the web Thom Poole – Head of Portal Customer Interaction: 6 th October 2004
  3. 3. agenda <ul><li>give ‘em what they want </li></ul><ul><li>relationships – who wants them? </li></ul><ul><li>trust as a management tool </li></ul><ul><li>involvement creates interest </li></ul><ul><li>the marketing art of the opt-in </li></ul>
  4. 4. give ‘em what they want <ul><li>giving the customer what they want, think they want, or can be persuaded they want </li></ul>1
  5. 5. give ‘em what they want <ul><li>understand your customers </li></ul><ul><li>build relationships where relationships are appropriate </li></ul><ul><li>give customers the feeling of being in control </li></ul>1 – give ‘em what they want <ul><li>exploitation </li></ul><ul><li>matching needs and benefits </li></ul>
  6. 6. service culture <ul><li>good service pays </li></ul><ul><li>good service breeds loyalty </li></ul><ul><li>good service doesn’t mean just resolution to problems </li></ul><ul><li>service is not just customer care – it is everything you do with the customer, from the first contact onwards </li></ul><ul><li>service involves every member of your company, even virtual members (delivery people, shop assistants, etc) </li></ul>1 – give ‘em what they want
  7. 7. keeping it simple <ul><li>if it is understandable, customers will talk positively about it </li></ul><ul><li>if you have easy to use processes, customers will look favourably on even the bad situations </li></ul><ul><li>make finding information about the product/service easy and increase usage and loyalty </li></ul><ul><li>build trust! </li></ul>1 – give ‘em what they want
  8. 8. relationships – who needs them? <ul><li>CRM is king, but who lives it? </li></ul><ul><li>and more importantly, who wants it? </li></ul>2
  9. 9. relationship management <ul><li>I don't know who you are. </li></ul><ul><li>I don't know your company. </li></ul><ul><li>I don't know your company's products. </li></ul><ul><li>I don't know your company's customers. </li></ul><ul><li>I don't know your company's record. </li></ul><ul><li>I don't know your company's reputation. </li></ul><ul><li>I don't know what your company stands for. </li></ul><ul><li>Now - what was it that you wanted to sell me? </li></ul>2 – relationships – who wants them? Man in the chair advert - McGraw-Hill
  10. 10. who wants it? <ul><li>if a relationship is appropriate, then build, manage and control it </li></ul><ul><li>“ I don’t want a relationship with your company&quot; </li></ul><ul><li>give the customer the feeling of being in control </li></ul><ul><li>make the relationship relevant </li></ul><ul><li>learn something new about the customer every time you interact </li></ul><ul><li>let the customer learn something new every time you interact </li></ul>2 – relationships – who wants them?
  11. 11. asymmetric information flow Spremann, 2001 2 – relationships – who wants them?
  12. 12. who manages it? <ul><li>manage at arm’s length </li></ul><ul><li>let the customer feel in control </li></ul><ul><ul><li>opt-in and profile can be managed by the customer and provide better results </li></ul></ul><ul><li>make it easy for the customer to control </li></ul><ul><li>make it worth their while to have a relationship, and to maintain their own profile </li></ul><ul><ul><li>incentivise or even bribe them… </li></ul></ul>2 – relationships – who wants them?
  13. 13. who benefits from it? 2 – relationships – who wants them?
  14. 14. trust as a management tool <ul><li>people buy from their friends! </li></ul>3
  15. 15. friendship & trust <ul><li>people buy from their friends </li></ul><ul><li>listen, encourage & lead by example </li></ul><ul><li>loyalty come from trust, not the other way around </li></ul><ul><li>relationships are stronger when trust is involved </li></ul><ul><li>trustworthiness is profitable </li></ul>3 – trust as a management tool
  16. 16. the trust value chain 3 – trust as a management tool The Trust-focused Value Chain - © Poole 2003 Adapted from Michael Porter’s Value Chain model, 1983.
  17. 17. trust lifecycle trust 0 time 3 – trust as a management tool
  18. 18. loyalty <ul><li>loyalty is not a plastic card programme! </li></ul><ul><li>trust drives loyalty </li></ul><ul><li>if customers are loyal, they will accept small imperfections </li></ul><ul><li>loyal customers spend more </li></ul><ul><li>loyalty, like trust, is a two way process </li></ul>3 – trust as a management tool
  19. 19. trust in marketing – trusted brands <ul><li>automotive Ford </li></ul><ul><li>kitchen appliances Hotpoint </li></ul><ul><li>PC Dell </li></ul><ul><li>mobile phone Nokia </li></ul><ul><li>camera Canon </li></ul><ul><li>holiday company Thomson </li></ul><ul><li>bank/building society Lloyds TSB </li></ul><ul><li>credit card Visa </li></ul><ul><li>insurance company Prudential </li></ul><ul><li>airline BA </li></ul><ul><li>internet company AOL </li></ul><ul><li>petrol retailer Esso </li></ul><ul><li>soft drink Coca-Cola </li></ul><ul><li>vitamins Seven Seas </li></ul><ul><li>pain relief Nurofen </li></ul><ul><li>cold remedy Lemsip </li></ul><ul><li>toothpaste Colgate </li></ul><ul><li>hair care Pantene </li></ul><ul><li>cosmetic Boots </li></ul><ul><li>skin care Oil of Olay </li></ul><ul><li>soap powder Persil </li></ul>3 – trust as a management tool
  20. 20. why are we doing this again? 3 – trust as a management tool
  21. 21. get your nose in front – everyone else is trying to do the same 3 – trust as a management tool
  22. 22. involvement creates interest <ul><li>being involved give a sense of belonging, and we all want to belong. </li></ul>4
  23. 23. fostering the dialogue <ul><li>Dialogues are more interesting than monologues </li></ul>4 – involvement creates interest From Alfred Tack Org. Interest I We You
  24. 24. adding a sense of community <ul><li>customers are more likely to enter into a dialogue if they are comfortable with the company they are in (people buying from friends!) </li></ul><ul><li>more emotional triggers can be used within a community </li></ul><ul><li>customers are more likely to sort themselves into the correct community – helping with profiling </li></ul><ul><li>understand your customer, but address the community – this is less imposing (does not work for every customer) </li></ul><ul><li>people are more comfortable in communities </li></ul>4 – involvement creates interest
  25. 25. the integrated approach <ul><li>customers interact with the character of the company brand, just as they would the character of the trusted salesperson </li></ul><ul><li>every touch point is an opportunity to exchange information </li></ul><ul><li>every touch point is an opportunity to build trustworthiness in the brand </li></ul><ul><li>make outbound communications interactive – remember AIDA (awareness, interest, desire and ACTION) </li></ul><ul><li>make your interactions build on one-another, and learn a little, each time you interact (little & often) </li></ul>4 – involvement creates interest
  26. 26. the marketing art of the opt-in <ul><li>how can we encourage the customer to allow us to talk to them? </li></ul>5
  27. 27. opt-in, please? <ul><li>legal requirement since December 2003 </li></ul><ul><li>still great distrust in the market for opting in </li></ul><ul><li>confusion is still alive, opt-in text is designed to confuse – so differentiate – KISS! </li></ul><ul><li>the opt-in is the start of the interactive relationship </li></ul><ul><li>“ what’s in it for me …?” </li></ul>5 – the marketing art of the opt-in
  28. 28. the creative art of marketing <ul><li>marketing is a creative ‘art-form’ </li></ul><ul><li>be creative in your approach to customers </li></ul><ul><li>be creative in your incentives to customers </li></ul><ul><li>find new ways to enter into dialogue with your customers </li></ul><ul><li>use customer communities to help define and test your ideas </li></ul><ul><li>adapt your ideas according to community/customer profiles </li></ul>5 – the marketing art of the opt-in
  29. 29. how can we do it? <ul><li>give them virtual control of their profile </li></ul><ul><li>include them in your plans – make them feel important and wanted </li></ul><ul><li>give them the [virtual] personal touch </li></ul>5 – the marketing art of the opt-in <ul><li>bribery! </li></ul><ul><ul><li>give them access to something they want/value </li></ul></ul><ul><ul><li>reward them as part of loyalty scheme </li></ul></ul>
  30. 30. why are we doing it? <ul><li>build loyalty </li></ul><ul><li>increase trustworthiness </li></ul><ul><li>create a ‘test-bed’ for new ideas </li></ul><ul><li>build a community of users and advocates </li></ul><ul><li>and most importantly, be profitable! </li></ul>5 – the marketing art of the opt-in
  31. 31. thank you <ul><li>Thom Poole </li></ul><ul><li>Head of Portal Customer Interaction </li></ul><ul><li>O2 UK Ltd </li></ul><ul><li>thom . poole @o2.com </li></ul>

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