Be Different or be dead

October 14, 2010

Why a customer beating is something to be cherished

Source: Unsplash

Why a customer beating is something to be cherished.

The ability to take a punch is one of the most critical strategic issues facing organizations these days and yet few view it as an opportunity to thrill their loyal customers.

It’s not particularly pleasant when you are on the receiving end of your customer’s wrath. It can be terrifying, intimidating and painful.
Someone else is in control and your first impulse is to try and deal with the situation and escape FAST.

Get it over with and escape the pain seems to be the favoured response by companies these days.

The ‘get it over with’ phrase usually involves quoting company policy as the explanation for the customer’s annoyance that they should accept.
This NEVER works as it was probably a company policy that made the customer go postal in the first place.

It’s not the frontline employee’s fault that customer complaint moments go very wrong.

Organizations generally don’t understand the latent power they have if they respond the right way, and even if they did they rarely go as far as defining the specific way the situation should be dealt with i.e. the behaviours required to successfully handle the situation.

Enlightened organizations strive to serve their customers in a remarkable way and make themselves indispensable get it.

They are able to turn the other cheek and realize the benefit of being bullied, harassed and beaten up by their most precious assets.

‘Take-a-punch’ opportunities

◾️ Realize its nothing personal. Your fan is pissed at your organization and the way it’s have treated them. If you can’t get to an objective plane you simply won’t be able to take care of the situation.

Put yourself in the customer’s shoes and look at the circumstances from their point of view. Wouldn’t you be upset if you were treated the same way?

◾️ Treat this experience as a source of learning. You are getting the real deal. The customer is telling you how they really feel. You are getting their secrets in no uncertain terms.

Listen and Learn how to change policy and procedures so they serve what the customer wants instead of infuriating them.

◾️ Look at this as a gift of service recovery that will actually build customer loyalty.
Create a dazzling moment for them by not only solving their problem but also adding the surprise factor - something thoughtful they did not expect.

◾️ As long as they are screaming at you they haven’t left. If your organization wasn’t serving them in any meaningful way, they wouldn’t be chastising you.
They would be gone. And they would be telling everyone they connect with how rotten you are.

Bottom line… develop your own take-a-punch strategy for serving customers if you want to enjoy the financial fruits of loyal and caring fans.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 10.14.10 at 11:00 am by Roy Osing
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October 4, 2010

Can new breakthrough technologies make you successful?

Source: Unsplash

Can new breakthrough technologies make you successful?

Does your business plan declare your intent to use technology to differentiate your organization from your competition?

There seems to be an abundance of technology push in the marketing world these days. Almost an obsession with the cool things technology can do; the complicated tasks it can perform as opposed to the value it creates for people.

Technology is a means to an end

PERIOD. It’s a means to create value for those you choose to serve. The emphasis needs to be on the solutions it produces rather than on the technical characteristics of the delivery machine.

Technology myopia inhibits the successful execution of a value creation strategy. It takes your eye off the prize: creating meaningful compelling value which enriches peoples’ lives.

It results in product flogging which emphasizes what you supply and not what the benefits the customer covets.

Marketing seems to be asymmetric in its approach to technology vs. value creation. Marketing practices follow technology advances rather than lead them

Technology gets most of the attention which explains why businesses have so much difficulty carving out a position that will distinguish themselves from the herd.

Technology can be copied. And it will. It’s easier to push technology than create a unique value proposition that addresses the high priority needs of your customers.

My advice: be mindful and thoughtful when you techno-speak.

Carefully undress your technology to expose the capabilities you need to deliver value to your customers.

And take it further to expose the experiences It can create for your customers.

Focus on these elements of the technology as opposed to the myriad of potential things it can do.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 10.4.10 at 12:00 pm by Roy Osing
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August 20, 2010

Why the right customers to target should not be a marketing decision

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Why the right customers to target should not be a marketing decision.

An interesting Seth Godin blog postulates that the marketer’s choice of which customers to target is determined by the marketing toolset.

“Yes, you get to choose them, not the other way around. You choose them with your pricing, your content, your promotion, your outreach and your product line.”

The implication is that the the marketing toolset determines where the organization invests its scarce resources, and I have a different perspective.

In my view Seth doesn’t go far enough.

Customer selection is much more than a marketing task. It is a fundamental element of an organization’s overall business plan. And the targeting selection decision needs to be integrated with the overall direction the company intends to take.

My strategic game plan process is the way organizations can make the decision on which customer segments to target.

The process involves answering these two questions which are inextricably linked and work hand in hand to decide who you choose to serve.

1. HOW BIG do you want to be?

Start with your overall growth goals. Do you want to grow top line revenue by 10% over the next 12 months or 25%? It makes a difference. A 25% growth target is more aggressive and more risky and will require a different strategy than a 10% growth goal.

2. WHO do you want to serve?

This is the customer selection decision. And it needs to b made within the context of the HOW BIG question. This is where Seth oversimplifies the issue.
The customer choice needs to be made within the context of HOW BIG. It can’t be made on its own using micro-marketing tools. A 25% growth goal requires a customer group that has the latent potential to deliver that type of growth.

Selecting a group of customers based on any other criteria will result in missed financial targets.

Choose a group of customers that has the inherent capability to satisfy your growth goals

THEN use marketing tools to attract and keep them.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.20.10 at 12:00 pm by Roy Osing
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August 18, 2010

12 proven ways to fix a colossal service mistake

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12 proven ways to fix a colossal service mistake.

Mistakes are a way of life in every organization notwithstanding the attempts to achieve an error-free working environment. Mistakes, however, can be a source of opportunity — enhanced customer satisfaction and loyalty — if the right steps are taken when a screwup is made.

Dazzling service recovery = (Fix the OOPS! within 24 hours) + (Surprise the customer with something they don’t expect)

It’s a leader’s responsibility to put in place these 11 elements necessary to execute an effective recovery system and make it a way of life in their organization.

1. Service strategy — amazing service recovery doesn’t happen through serendipity. It requires a comprehensive strategy defining the outcomes expected and the way to achieve them. Focus on execution;

2. Togetherness — the relationship between the customer, the breakdown event and the organization must be tight. Seamless recovery demands all teams in the organization working unbelievably well together;

3. Connectivity — hyper-communications is essential to enable the recovery process: customer contact when the disaster event happens, follow up, status reports and final resolution;

4. Secrets — you need to know the secrets of the person being screwed over if you want a recovery that will blow the customer’s mind;

Find out what would the customer would NOT expect. Remember, a Dazzling Recovery = Fixing the mistake + Doing the Unexpected: the surprise factor;

5. Problem solving — service recovery isn’t about applying the rules and policies of the organization to make things right for the customer; rather it’s about solving the problem that the mistake has created. Make sure your recruitment process looks for proven problem solvers;

6. Celebration —to reinforce the behaviours expected of people in recovery, make sure that you recognize and reward service recovery ‘heroes’ consistently and that you make a big deal of what they do to recover from a blunder and and how they do it;

7. Story telling — further to #6, use storytelling as a way of making explicit the actions that employees must take to affect a successful recovery. Storytelling is an effective way of ‘painting a picture’ of what an expected recovery process looks like. Establish a recovery storytelling channel in your organization and make it a big deal;

8. Training — give employees the skills to execute dazzling recovery as a high priority;

9. The right to act — empower people responsibly to ensure that the earth is moved to enact the recovery process. This is a critical point. Recovery is successful and customer loyalty enhanced only I’d the process is completed within 24 hours of the mistake. Speed is required which means that traditional approval processes must be circumvented by allowing people involved in the recovery to make decisions to get it done. Waiting for a manager’s approval to proceed will not only render the recovery useless, it will also demotivate the employee and the overall strategy will be compromised;

Empower people to act and trust they will do the right thing

10. Measurement — service recovery must be seen as business as usual throughout the organization and in order to support this objective, recovery objectives must be set, monitored and displayed throughout the workplace. For objective setting, set a target for the % of mistakes recovered in 24 hours or less and over time move the target close to 100%.
For the surprise factor, ask your victims if they were blown away by something an employee did that they didn’t expect; move this target to 100% as well;

11. Accountability — to make service recovery matter to the entire organization, put recovery expectations into every leader’s performance plan and make it equally important as other balanced scorecard categories such as financial performance and Human Resources;

12. Recruitment — Finally, make sure you have people in the recovery process that ‘like humans’. Employees who innately care about others and who are passionate about rectifying the breakdown event and going the extra mile to blow the customer away are needed to make your recovery strategy come to life.

These 12 steps are not only essential in building a successful service recovery process, they are also instrumental in creating a service culture that really does exist to serve customers.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.18.10 at 10:36 am by Roy Osing
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