Written by Björn Neumann (follow me on @CCMTechnology) for Buljan&Partners
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.
Written by Buljan&Partners
“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
Written by Silvana Buljan for Buljan & Partners
When it comes to Customer-Centric Leadership supported by sophisticated technology I have learned something new about the current standard of customer analytics. All of us agree that we need to analyze all the data we have available for our customers to give them a better service: transactional data, profiling, behavioral data, etc. And most of us agree about the enormous efforts made in customer analytics: after a complex process of parameterization and qualification of data it sometimes takes weeks for marketing professionals to receive target group segments in order to conduct personalized campaigns. It seems that this will be redundant in the near future with recent developments at big database technology vendors, who are all going for the same concept: in-memory storage. My reduced knowledge of database technology did not keep me from understanding the new functionality of the new SAP 360 customer application based on HANA at the annual SAP Sapphire event in Madrid. If what I have seen is really how it works, it is an amazing step towards “democratization” of the availability and analysis of customer data across the organization. Even marketing and service professionals will be able to segment unstructured customer data – in real-time – without having to make internal requests for data queries to their IT departments.
Written by Silvana Buljan for Buljan&Partners
Imagine you lose all your hardly earned savings you invested in promising financial products, that were sold to you not informing you about the risk or just by blurring your eyes with promises that could not realistically be fulfilled… It is true that the responsibility is shared: the bank you trusted in has not been transparent in transactions, and you were looking for a high ROI without analyzing in depth the risk that these kind of products have. The fact is though that you are furious about your bank, and the client manager dealing with your money, and the government because they did not prevent this from happening, and and and.
You feel betrayed. And lost because suddenly life as retired person in the future has another image than the one that you were working on. What could the bank do to not lose you as customer? What would YOU make trust them again?
We live in financial times, yes, but we also live in a society whose “rules of the game” are being redefined / reinvented / questioned. Have we missed a fundamental discussion on such basic things like ethics or human values? Every citizen knows that a bank is making money with his money, it´s part of a bank´s business model. And every citizen knows that borrowing money is more expensive than lending it. That´s fair and nobody complains. But is it fair to not offer any recovery if things work out differently than thought? Definitely the money lost in your individual case is “peanuts” for the bank, but still you are the one taking over 100% of responsibility as you signed a “carte blanche” regarding liability rules.
Written by Monique Jansen for Buljan&Partners
How can a company provoke both love and hatred from their customers? What is the thing that attracts us to them even though we know we will be “tortured” along all customer path and at all touch points, while making a booking, while boarding, during the flight, at arrival? Are they brilliant or just lucky, this is what I would like to find out to solve the Ryanair mystery.
Many blogs exist in which Ryanair is analyzed to the bone and usually in a bad way. There even exists a blog call “I hate Ryanair” http://www.ihateryanair.org/. And what made me write this is a tweet from the Economist I saw on low costs airlines charging exuberant extras for paying with credit card while paying with credit card is the only payment method offered.
Written by Silvana Buljan for Buljan&Partners
Last week I spoke about CEM at a CRM-vendor sponsored event in Barcelona, and was positively surprised about the audience´s complicity and continuous nodding during my speech. At the same time I could feel their desperation and helplessness, because in their own organizations decisionmakers tend to be deaf about longterm, customer centric strategies that support profitable growth. The more blue-chip you are, the bigger and shareholder value driven you get. I wonder if shareholders really only look for short-term results and not manage their investment portfolios with a longterm interest behind. It might be that they are used as perfect excuse for managing business with a 3-month-horizon focused on sales and controlling, which it´s easier to push and requires less strategic leadership!
Anyway, coming back to CEM in Spain and – as already emphasized in previous blogposts – the direct link and natural dependency between excellent customer experience and employee engagement, I confront myself again and again with the same question: is the cultural discourse of a country relevant for coherence between “wanting” to deliver exceptional customer experience and “needing” to motivate employees to do so?