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How to build trust & relationships with every customer interaction

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The deck is meant to be presented so it may not always make sense but in essence, the key points are:

1) The industrial revolution moved us away from vertical integration across small teams of people, meaning companies lost sight of the “why” they were producing what they were. A focus on operational efficiency trumped the emotional connection- where loyalty and engagement lie.
2) Customer loyalty is no longer based on a product feature or channel access- how most organizations are structured per (1) above
3) There is a physiological reasons why customer experience is so difficult to achieve- we (humans) are incapable of explaining why we love/ hate something (we just do)
4) Client, customer and consumer are not the same- credit cards are a perfect example- so segmentation is not just soci- economical but should also be behavior/ needs based
5) We have overcomplicated the experience, and there are some simple, all be terrifying to the command & control veterans, things we can do…

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How to build trust & relationships with every customer interaction

  1. 1. p r e s e n t e d t o : c o n r o y a n d r o s s d a t e : t u e s d a y , ma y 7 t h , 2 0 1 4
  2. 2. w h y d o y o u g e t y o u r ‘ f i x ’ t h e r e ?
  3. 3. p u r p o s e s e p a r a t e s g o o d , f r om g r e a t .
  4. 4. a g o o d p l a c e t o e n d …  the industrial revolution kind of screwed us up…  unique products and services are unicorns…  we are incapable of explaining why…  client, customer & consumer are not the same…  emotions are basic: so get back to basics…
  5. 5. h ow d i d we g e t h e r e ?
  6. 6. e c o n o m i e s o f s c a l e & s c o p e a r e n ’ t r e l e v a n t t o c u s t o m e r s “Customers and the market – not the factory or the product – now stand at the core of business.” * * Source: Niraj Dawar, HBR: When Marketing is Strategy
  7. 7. “… business strategy continues to be driven by the ghost of the Industrial Revolution, long after the factories that used to be the primary sources of competitive advantage have been shuttered and off-shored, companies are still organized around their production and their products. Success is measured in terms of units moved, and organizational hopes are pinned on product pipelines. Production-related activities are honed to maximize throughput, and managers who worship efficiency are promoted. Businesses know what it takes to make and move stuff. The problem is, so does everybody else… ” ~ Niraj Dawar, “Shifting Your Strategy from Product to Customer”
  8. 8. t h e r e i s … n o e m o t i o n
  9. 9. … a n d … … without…. … you won’t get… loyalty.
  10. 10. the evolut ion of economic value: 101 Commodities Products Services Experience * Source: Joe Pine, Jim Gilmour "Authenticity"
  11. 11. u n i q u e pX a n d sX …
  12. 12. have you got a compet i tor?
  13. 13. as for channel? unique? …not sustainably so…
  14. 14. … s o , w h a t i s cX?
  15. 15. d o n ’ t g e t i t w r o n g : n e e d pX and sX does it do what it’s supposed to do? can I access it when, and how I want? does it connect to values, emotions, desires? product service life
  16. 16. why ask why? What How Why Good. Great
  17. 17. d o n ’ t t a ke my w o r d f o r i t …
  18. 18. why l ive the good l i fe?
  19. 19. i t ’s n o t a b o u t a d o l l …
  20. 20. needs . want s .
  21. 21. “Asking people why they choose you over another may provide wonderful evidence of how they have rationalized the decisions, but it does not shed much light on the true motivation for the decision. It’s not that people don’t know, it’s that they have trouble explaining why they do what they do. Decision- making and the ability to explain those decisions exist in different parts of the brain.” ~ Simon Sinek, Start With Why.
  22. 22. … b u t t h e y k n o w t h e i r p a i n & g a i n p o i n t s …
  23. 23. steve a c t u a l l y s a i d … I LOVE THIS THING!!!
  24. 24. mos t s t r eamed pi e ce of content in the US (& 40 mor e ) We know everything about you… … except who you are. Big bets are now being informed by Big Data, and no one knows more about audiences than Netflix. A third of the downloads on the Internet during peak periods on any given day are devoted to streamed movies from the service Netflix looks at 30 million “plays” a day, including when you pause, rewind and fast forward, four million ratings by Netflix subscribers, three million searches as well as the time of day when shows are watched and on what devices.
  25. 25. mos t s t r eamed pi e ce of content in the US (& 40 mor e )
  26. 26. but net f l ix a l r e a d y k n e w t h a t … * Source: New York Times: Giving Viewers What They Want
  27. 27. j u s t ‘ c a u s e ( w e a r e n ' t w i r e d t h a t w a y )
  28. 28. limbic system emotions long-term memory reptilian brain reactive fight vs. flight neocortex communication creativity adaptability prefrontal lobe full- spectrum thinking anticipatory + pro-active
  29. 29. authent ic relat ionships , are loyal relat ionships .
  30. 30. what i s pr iceles s?
  31. 31. why do you go to the museum? 1) The Museum of the Arts 2) The Art of Museum 3) The New V&A 4) It’s Not Boring Old Arts 5) An Ace Café with Quite A Nice Museum Attached
  32. 32. ( n o p e , n o t T H O S E 3 c ’ s )
  33. 33. semant ic s  A customer is the entity you directly exchange goods & services with, for payment of some kind…  while a consumer is the user of your goods & services and receive benefit from them and,  a client is the entity with whom you develop a long term relationship, that is not always characterized by a purchase.
  34. 34. t h a t i s wh e r e emo t i o n r e s i d e s ?
  35. 35. “If you want your employees to drive loyalty, you’ve got to give them the wheel…” (Bryan Pearson, CEO LoyaltyONE)
  36. 36. e m p o w e r m e n t h a p p e n s w i t h a c t i o n …
  37. 37. johnny, the bagger
  38. 38. p u r p o s e s e p a r a t e s g o o d , f r om g r e a t .
  39. 39. a g o o d p l a c e t o s t a r t …  the industrial revolution kind of screwed us up…  unique products or services are unicorns…  we are incapable of explaining why…  client, customer & consumer are not the same…  emotions are basic: so get back to basics…
  40. 40. p a r t i n g t h o u g h t s …
  41. 41. p a r t i n g t h o u g h t s …  changing the mindset is step one…  get back to basics: would you care abut what you are doing?  leverage the tools, but do not idolize them… they are only tools.  put a stake in the ground and stick to it… but don’t flaunt it.  be authentic (don’t say you are).
  42. 42. t h e l i t m u s t e s t …
  43. 43. the value of the customer. “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.”
  44. 44. p r e s e n t e d t o : c o n r o y a n d r o s s d a t e : t u e s d a y , ma y 7 t h , 2 0 1 4

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