Earn Your Customers' Rave
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This document discusses five decisions that beloved and prosperous companies make to earn their customers' loyalty. The five decisions are: have clarity of purpose, believe in customers and employees, be real, be there for customers, and say sorry when mistakes happen. It provides examples of how companies like Zane's Cycles, USAA, and others implement these decisions to increase customer lifetime value, growth, and positive word of mouth. The overall message is that companies must have a clear purpose, treat customers and employees with trust and humanity, be accessible to customers, and take accountability for problems.
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Earn Your Customers' Rave
- 1. EARN Your Customers’ Rave 5decisions of beloved and prosperous companies. By Jeanne Bliss CustomerBliss CLARITY
- 3. 22% Sparked by Advertising 78% Sparked by Something Else WOM Source: Keller Fay “Talk Track” Report 2009 BELIEVE
- 4. Believe Clarity Real Be There Say Sorry CLARITY
- 5. CLARITY BELOVED & PROSPEROUS
- 7. CLARITY
- 8. Do your customers feel trusted by your organization? Are you deliberate about sharing information? Do you believe that trust is reciprocated? BELIEVE
- 9. Do employees sense that you believe in them? Do you choose to elevate the dignity of employees by removing unnecessary rules and policies? BELIEVE
- 10. Is there clarity that customers are an asset, not a cost center? Are decisions and choices guided by investing in these relationships? CLARITY OF PURPOSE
- 11. Across your company – is everyone clear about your purpose in supporting customers’ lives? Does decision making align to this purpose, to this promise? CLARITY OF PURPOSE
- 12. Do you choose to reinforce empathy in employee training and development? Do you compete on humanity and service? Can you drop the corporate veneer? REAL
- 13. Are you deliberate in selecting people who reflect your values, passion & purpose? REAL
- 14. Do you operate, guided by legacy industry practices? Or do you decide to break from tradition? Are you there for customers, on their terms? BE THERE
- 15. Do you consistently deliver across your business, in a unified manner? Do you choose collaboration for the sake of your customer experience? BE THERE
- 16. When failures occur, do you act decisively, and in your customers’ best interest? Do you take accountability and action without pressure? SORRY
- 17. Do you screen every day to know what events disappointed customers? Do you wait for customers to tell you what went wrong? SORRY
- 18. Insert video CLARITY BELIEVE
- 20. Automobile Dealer ~ $500,000
- 21. Pizza Restaurant ~ $25,000
- 22. Tropicana Orange Juice ~ $32,500CLARITY BELIEVE
- 23. CLARITY BELIEVE
- 24. CLARITY BELIEVE
- 27. 90 Day Price ProtectionCLARITY BELIEVE
- 28. Help! Hire nice people and train them about the products. Trust them. CLARITY BELIEVE
- 29. Impact: 23% Growth every year for 29 years. 45% percent margins. $15 million in sales with a single store. The only difference between us and our competition is the service that we offer! CLARITY BELIEVE
- 30. CLARITY SORRY
- 31. SORRY
- 32. CLARITY SORRY
- 34. Stimulates Repeat Business
- 35. 70% of Customers Contacted Return and Bring Others With Them
- 36. Generated net-positive ROI every month
- 37. Net Positive Revenue in 2009 exceeding $1.7 million
- 38. Positive Story-Telling by Customers and MediaCLARITY SORRY
- 39. CLARITY BELOVED & PROSPEROUS
- 41. Provide a full range of highly competitive financial products and services.
- 42. Be the provider of choice for the military community.CLARITY CLARITY OF PURPOSE
- 43. Relentless Focus on Members USAA executives aboard USS Ronald Reagan CLARITY CLARITY OF PURPOSE
- 44. Relentless Focus on Members Veterans Day Memorial Day Missing in Action Table CLARITY CLARITY OF PURPOSE
- 46. Former Army Ranger, Wounded WarriorCLARITY of PURPOSE 33 33
- 47. BE REAL
- 49. EmpathyCLARITY BE REAL
- 51. MSN Money ranked USAA as #1 in 2009 Customer Hall of Fame.
- 52. USAA among the top two BusinessWeek“Customer Service Champs” for the past 3 years.
- 53. #1 on Forrester’s 2009 Customer Advocacy report.
- 54. #1 in customer loyalty on 2009 Net Promoter® ranking.CLARITY BE REAL
- 55. “ USAA is the best relationship (next to my wife / she’s sitting next to me) I’ve had my entire life. “ - Survey response from 40-year member CLARITY BE REAL
- 59. CLARITY
- 60. Jeanne Bliss CustomerBliss www.CustomerBliss.com www.Twitter.com/JeanneBliss
Editor's Notes
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- As Jeanne mentioned, USAA has been around for almost 88 years. Today, we have 22,000 employees serving 7.3 million members … who are actually the owners of our association.In everything we do, we make it clear to our employees who they’re serving by putting a relentless focus on our members. And it all starts here – with USAA’s mission.“Our mission is to be the provider of choice for the military community by facilitating their financial security through a full range of highly competitive insurance, banking and investment products and services.”USAA strives to embody the same core values adhered to by the military – service, loyalty, honesty and integrity.And there’s never a question about who that is. Beyond constant reinforcement of our mission, we employ a surround-sound approach to showcase and celebrate our military heritage … and the military culture of our members … to make sure every one of our employees is fully aware of who they’re serving … no matter what part of the company they work in.
- And it starts at the top. USAA’s Executive Council routinely visits military installations and shares stories with employees about what it’s like to serve in the desert heat, land on an aircraft carrier or parachute jump from an airplane at 10,000 feet. We invite military guests to speak with employees and do lots of storytelling.
- We commemorate Memorial Day, Veteran’s Day, Military Spouse Appreciation Day, birthdays of the various military branches, and MIA remembrances … and we involve our military members in those events.
- Thanks, Jeanne. One of the key reasons USAA has been successful is that we live by a well-defined set of values … not just words, but principles by which we make business decisions. One of those is to be authentic. To be real.Starts the very first day employees come on board … where we begin to drive a strong emotional connection between them and our members … including the day-to-day challenges our members face.For example, to gain a better understanding of military life – and empathy for all that our members must endure in their military lives – new employees strap on a military helmet, 65-lb. backpack and flak vest, eat a MRE (meal ready to eat) and read real letters from troops in Iraq.
- That decision to “make it real” continues to pay off in dollars and cents:97% of our customers stay with us each year.MSN Money ranked USAA as #1 company for how we treat customersUSAA among the top two BusinessWeek “Customer Service Champs” for the past 3 years. #1 on Forrester’s 2009 Customer Advocacy report#1 in customer loyalty on 2009 Net Promoter® ranking
- In closing, let me highlight three key takeaways from what we’ve learned at USAA:Have a mission that matters.Know your customers … learn to walk a mile in their boots.Unleash your employees.When you do, amazing and wonderful things will happen.***Thank you for having me here today.
- Now, Jeanne … it’s time for a little USAA “new employee orientation” of your own.(Wayne outfits Jeanne in uniform, flak jacket, and helmet. Offers MRE, which has been prepared in advance. Discussion follows.)
- In closing, let me highlight three key takeaways from what we’ve learned at USAA:Have a mission that matters.Know your customers … learn to walk a mile in their boots.Unleash your employees.When you do, amazing and wonderful things will happen.***Thank you for having me here today.