e-Commerce: struggling to deliver international customer experience

Written by Monique Jansen for Buljan & Partners Consulting

Just a week ago I tried to make an on-line purchase. It was a gift, I was in a good shopping mood and I decided to make the on-line purchase on a French website, as I thought it would be easier as my friend the gift was for lives in France, and my guess was that it would increase the chances of a correct delivery.

I searched for the gift, found it, made some comparisons with other items on offer on the same website and made my final choice. So far it had been an excellent experience: It was a quick process, with clear instructions (useful because my French is very poor). The item was added to the shopping kart and was sitting there attractively, waiting for me to press the BUY button.

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Who’s the one enjoying an unforgettable experience the most?

Written by Raquel Calleja for Buljan & Partners Consulting

Who enjoys a show the most? Spectators or artists? The latter see how their effort, their creativity and their coordination can be touching, even for the most severe critics.

Who enjoys the longest? Those who watched the show for several minutes or those who planned it for days/years and brought it to stage trying to anticipate the emotions it would generate?

In short, who enjoys the most? The receptors of an experience or the creators of it?

For us, the answer is clear: we are happier when we make our work an art that moves others.

Customer-centric leaders: be excited to excite

Written by Raquel Calleja for Buljan & Partners Consulting

They are the motor which moves the company; they are key gear between strategy and implementation to the client but they are frequently also the most ignored.

Middle managers, so far protagonists only on the paper, acquire visibility and relevance when we are looking for “whom” can empower employees to make the choice of exciting customers and make them stay because they choose to be loyal.

They are the bosses par excellence, and in some cases by demand, not by vocation. So, they go “from one promotion to the other” but without the knowledge or proper recognition to excel in creating memorable experiences to their partners and these to customers.

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Key Performance Indicators (KPIs) in Customer Centric Organizations

Written by Björn Neumann (follow me on @CCMTechnology) for Buljan & Partners Consulting

While changing your company from a product or service driven to a customer centric organization you might have come to the question of “How to measure, monitor and improve the new structure?” Especially as decision maker you must ask yourself, if the currently established metrics are still valid and are an adequate toolkit for the new strategy.

You might have found that your KPIs in Marketing, Sales and Service related to

  • campaign costs
  • quantity or quality of prospects currently worked on
  • customer kept or lost during a specific time frame

tell you more about your company, your products or your services than about your prospects and customers.

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Customer Centric Management in online business models

Written by Luis Hergueta for Buljan & Partners Consulting

Today, we are facing a mindset change from offline business models to offline-online combined business models. It is combined because online business models often start with the website and social media and forget about all the rest.

To consider the importance of an online business model is that B2C, B2C etc, process are changing: time and distance barriers are modified through DSL contact. But online processes have an impact on the offline one and for those used to the traditional offline processes this is frequently an issue. Many traditional business models are no longer active since they have been replaced by trendy models. So it is important to change minds and again, see the whole from our customer’s perspective: through Customer Experience Management.

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How is CCM understood in other parts of the globe?

Written by Buljan & Partners Consulting

“A few months ago, I experienced a great jungle trek in the Northern of Laos. The agency I was trekking with was very professional, not only during the experience itself, but also at every stage of the “customer lifecycle”, from the follow-up on the first information provided to the customer satisfaction survey they provided after the trek. Yes, it seemed definitely possible to develop a customer relationship management in remote place like Northern Laos, with neither CRM systems nor good Internet connections… simply with a great team. 

Coming back from the trek, I was amused (as the other Western participants) to see the following message on the counter of the agency: 

 “If you had a problem with your trip and want to talk about it. We ask that you follow some simple advice before discussing it with us: Continue reading

Know your customer

Written by Ignacio de Andrés for Buljan & Partners Consulting

Know your customer: easy to say, much harder to perform. It’s been a while since the first time I heard about “know your customer” as a key factor in many Sales & Marketing strategies. In most of the cases, the excitement seemed to stop right after implementing an IT solution and filling it with loads of data. Why?

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“I am my own Company”

Written by Antonio Igarza for Buljan & Partners Consulting

For the customer, the seller is the company.

The client does not distinguish between the seller or the sales manager and the organization for which they work.

Customers do not know what happens behind the doors that say “Only for company personnel”. They don´t know the areas of responsibility, the descriptions of the functions of the office, or what the salesman can or cannot do for them.

The customer “just” wants to be treated the way he / she considers best.

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All we need is LOVE?

Written by Silvana Buljan for Buljan & Partners Consulting

A recent study in German households reveals that financials in a partnership are more important to women than to men. Whereas women prefer their male partners to gain more money than themselves, men don´t really care about financials, 71% say the only factor that matters is LOVE. Amazing.

When did we start to openly talk about love publicly? And what could this mean to our business environments, where we are usually taught to avoid showing emotions or to talk about them?

If we want to engage with customers it will be difficult to achieve a relationship if we don´t talk about emotions and love. “Love your customer” is a slogan that we can find in any loyalty and CRM book, but what does this exactly mean in a professional relationship? How do define LOVE “professionally” if we even can´t give it a standard definition in our private lives?

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The loyalty card is back!

Written by Monique Jansen for Buljan & Partners Consulting

During the late 90’s and the early years of the 21st century, in many of the CRM mindset training sessions I delivered for our clients, I used to ask participants to get out their wallets and purses and start counting loyalty scheme and membership cards. They usually had many. Then I would ask them to name the companies and brands that they felt really loyal to.  The common outcome was that they mentioned only a few, and in many cases those brands were NOT the ones they carried the cards from.

A few years later this training trick did not make too much sense anymore, loyalty schemes were cancelled, went bankrupt or prioritized out, because they failed to prove return on investment.
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