Category Archives: Marketing
If you are regular reader of this blog you may remember that I set-up a business bank account with Barclays Bank and shared my experience:
- Barclays Bank: what are the customer experience folks up to?
- Barclays Bank: what are the customer experience folks up to? (part II)
If you read those posts and come away thinking that my experience was one of disappointment then you’d be correct. So where do I stand today with regards to Barclays Bank?
Barclays Bank: a customer experience that leaves me delighted and grateful
Recently, I changed the name of my consulting company to Bold Intent. Given this change I was expecting to have to get together various documents, make an appointment with a Barclays Bank branch, and then take in the paperwork to get the account name, cheque book, and credit cards etc changed. Being human, I thought about doing it when the official name change document came through the post. And I put off doing it as it just showed up as too much hassle.
A few days later I got a letter from Barclays Bank. Upon opening it I found myself surprised and delighted. Why? Barclays Bank had worked out that I had changed the name of the company and issued me with a new cheque book and a new paying-in book – both reflecting the new company name. What did I say to myself? “Wow, this is great!” A few days later I received another couple of letters. These letters contained the updated credit cards. How was I left feeling? Actually, a better question is how do I feel towards Barclays Bank, right now? I feel grateful. Why? Because Barclays Bank helped me out – saved me time, effort, concern – without me even asking them to help me out. They anticipated a need and met it.
So if you want to delight your customers then do the unexpected. Anticipate and meet customer needs in way that simplifies-enriches your customers lives. Take actions that generate gratitude and invite reciprocity. Like Virgin Atlantic did when they upgraded me from Economy to Business Class many years ago. Like Halfords did when they made it easy for me to return a product to the local store when I had bought it online. Like my local garage did by not charging me the quoted amount when the found the fault was simply a loose wire – which they fixed at no charge…..
Sky TV: how to use marketing to interrupt and disappoint a customer
I used to buy a landline, broadband, and TV services from Sky. Some time ago, I stopped subscribing to the Sky TV ‘product’. Why? Because Sky TV insisted on doubling the price. And this gave me a great excuse for not buying Sky TV. Thus, helping me obtain two objectives. First, giving me greater access to the lounge. Second, helping me ensure that my children watched less television (in the lounge).
Is Sky celebrating with me? No. Sky continue to send me direct mail with a view to enticing me back as a customer. At the start I used to open this mail just to see what the offer was. Now, I don’t even do that, the direct mail arrives and I put it in the waste paper basket. Whilst, I can live with this as it is not that intrusive, it is a different matter when it comes to the regular calls. What calls?
Clearly Sky has an outbound tele-marketing team and members of this team ring me regularly. Each time they have a special offer for me. Each time I tell them that I am not interested. I even spell out why I am not interested: I don’t watch television and when I did have Sky TV my children did nothing but watch Sky TV! Does this stop the outbound tele-marketing team from calling me? No. I continue to get calls. I continue to be made aware of a product that I do not want. I continue to be told about offers that I don’t care about.
What broke this camel’s back and prompted this post? This Monday it was Early May Bank Holiday here in England. I was outside doing some gardening in the glorious sunshine. Who calls? Sky! What does the young lady want to talk about? A great offer about Sky TV. I say, “Do you know that it is a Bank Holiday? How is it that you are calling me on a Bank Holiday?” I was expecting an apology for being interrupted once more about a product that I do not want, on a Bank Holiday. Did I get the apology? No!
The young lady clearly had a mission and a script. She ploughed on with the pitch/script. So I told her what I had already told her colleagues: I don’t want Sky TV, it is a blessing that it is gone, I cannot be tempted to buy it even if you offer it to me for free. Finally, she got the message. She ended up by wishing me a great holiday. That would have been a great way to end the conversation if she had come across as sincere. She didn’t. She came across as inauthentic: what was clear from her tone was her disappointment that I had not taken up her offer…..
So that is how you disappoint a customer and rupture the bonds of any relationship: ignore what matters to your customer; ignore what your customer has told you; continue sending direct mail even though you have had no response to many mailings; and back up that with intrusive tele-marketing calls that create no value for the customer!
Issue: how do I do this online?
Travel is an essential part of my life as a management consultant and business advisor. Occasionally, whilst I am on my travels I get a call from either my wife or children asking me for help on getting some task done on the web. During these remote conversations I tend to be gripped by a sense of frustration and futility. Why? Because I get that the most effective way to help them, and not get another call, is to be by their sides guiding them through the job they want to get done online.
This week I came across WalkMe and spoke with their Head of Marketing, Boaz Amidor. He tells me that the founder of WalkMe found himself in the same boat – his mother needed the help again and again – and this is what led him to create WalkeMe.
What is WalkMe™? It is an “interactive self-guidance technology that guides prospects, customers, employees or partners through any Web experience.” As I understand it, WalkMe it sits on top of your website and as such does NOT need any integration or changes with the underlying site.
Why use it? If you use it intelligently – focussing on the scenarios/tasks that matter – then WalkMe reduces your customers’ frustration of waiting for assistance, shortens the time it takes for support personnel to handle an incoming request and strengthens your company’s support reputation. It also occurs to me that this technology can improve sales conversion as not all customers who want to buy from you call support when they cannot buy from you – some go elsewhere, I do!
How does it work? ”Through a series of interactive tip balloons overlaid on the screen, tasks are broken down into short, step-by-step guided instructions, which help customers act, react and progress during their online experience. As a result, customer support managers can empower their customers to self-task successfully even through the most complex processes.”
You can get an introduction to WalkMe by taking a look at a short demo video: http://vimeo.com/48888010
And , you can learn more about WalkMe and even try it for free. Check out www.walkme.com
What can you expect from the WalkMe team? Boaz Amidor told me that their customer support team is not called the customer support team, nor the customer services team. It is called the Customer Success team. Why? Because “The philosophy here is to make sure that our team is committed to the success of the customer. WalkMe brings the value and our team is here to ensure the success.” I say that this resonates with my idea of service.
WalkMe was founded in 2011, has offices in San Francisco and Tel Aviv. It is funded by Mangrove Capital Partners, Giza Venture Capital and Gemini Funds.
WalkMe recently WON the Red Herring Top 100 Award. Alex Vieux, publisher and CEO of Red Herring, said the following regarding WalkMe’s win: “We looked at hundreds and hundreds of candidates from all across the continent, and after much thought and debate, narrowed the list down to the Top 100 Winners. Each year, the competition gets tougher but we believe WalkMe demonstrates the vision, drive and innovation that define a Red Herring winner.”
WalkMe has been included in the list of “Cool Vendors” in the “Cool Vendors” in the CRM Customer Service and Social 2013″ by Gartner.
You Should Know
I am not a fan of complex technology, I have grappled with it (MIS, ERP, CRM, e-commerce) and it tends to be hard work to implement, and it rarely generates the promised benefits.
I am a fan of simple technologies that are easy to implement, simplify-enrich lives, and create value. This is how WalkMe showed up for me this week and this is why I agreed to write this post.
I am not being paid, in any shape or form, for writing this post. Or any other post that I have written to date. My commitment is to write from a context of service.
As with everything I write, I urge you to “try things out AND do your homework”.
From CRM to CEM: is it as easy as it sounds?
With CRM’ organisations took an’ inside-out’ approach to doing business with customers, though I doubt they knew that is what they were doing when they were doing it. When this didn’t work out as planned, some shifted to advocating an ‘outside-in’ approach and called it Customer Experience Management. I get that when it comes to writing or talking it is easy to shift from ‘inside-out’ to ‘outside-in’. What is it like in practice? What does it take to truly see the world through the eyes of our customers?
My experience is that really takes something to see the world through the eyes of another. My experience is that it is a huge ask to experience the world as another experiences it. My experience is that it is all to easy to be persuade oneself that one has shifted from an ‘inside-out’ view to an ‘outside-in’ view and yet be firmly stuck in an ‘inside-out’ view.
Aravind Eye Hospital: where ‘free’ costs 100 rupees!
What does it really take to see the world through the eyes of our customers? Allow me to share this example which I came across in a wonderful book, which I throughly recommend reading, called Infinite Vision:
While giving away free services might appear to be easy, Aravind’s experience proved to the contrary. “In the early days, we didn’t know better,”……”We would go to the villages, screen patients, and tell those who needed surgery to come to the hospital for free treatment. Some showed up, but a lot of them did not. It was really puzzling to us. Why would someone turn down the chance to see again?” Fear, superstition, and cultural indifference can all be very real barriers to accessing medical care, but Aravind’s leaders were convinced that there was more to it than that. After a few more years and several ineffective pilots of door-to-door counseling, they arrived at the crux of the issue. “Enlightenment came when we talked to a blind beggar,”….. When pressed on why he had not shown up to have his sight restored, the man replied, “You told me to come to the hospital. To do that, I would have to pay bus fare then find money for food and medicines. Your ‘free’ surgery costs me 100 rupees.”
…….. The research found that transport and sustenance costs, along with lost wages for oneself and accompanying family member, were daunting consideration for the rural patient. Aravind learned a valuable lesson: just because people need something you are offering for free, it does not mean they will take you up on it. You have to make it viable for them to access your service in the context of their realities.
Aravind Eye Hospital: it is not enough to see the world through customer eyes, you have to be moved to act
So that is the first step, genuinely seeing the world through the context of the lives of your customers. And it is makes no difference at all unless your organisations acts on what it has learnt. What did the folks at Aravind do? Let’s read some more from the book:
So Aravind retrofitted its outreach services to address the chief barriers. In addition to the free screening at the eye camps, patients were given a free ride to one of its base hospitals, where they received surgery, accommodation, food, postoperative medication, return transport, and a follow up visit in their village, all free of charge……
What difference did this make? Once more from the book:
“Once we did that, of course, our expenses went up,”…… “But more importantly, our acceptance rate for surgery went up from roughly 5 percent to about 80 percent.” For an organisation aspiring to rid the world of needless blindness, this was tremendously significant….
Aravind: two things are critical
What do the folks at Aravind say about this experience of theirs? Let’s listen and learn:
“In hindsight, we found two things are critical,”…..”You have to focus on the nonuser, and you have to passionately own the problem. You can address the barriers only when you own, not shift, the problems.” Paradoxically, that mindset led to what is perhaps the most collaborative outreach system the world of eye care has ever seen.
How does your organisation measure up? Do you really get how your organisation, your offer, shows up for your prospects? Do you really get how your customers experience your organisation across the customer journey? Is your leadership committed to doing what it takes to make it easy for prospects to buy from you? And for customers to keep doing business with you? Is your organisation up for passionately owning the problem or is it designed to hide and/or shift the problems on to customers and others?
For those of you who view me as a customer service expert, you might be surprised to know that I have an avid interest in marketing and most of my work over the last 10 years has been with, and continues to be with, marketers and the Marketing function. So in this post, I am going to address what I see as two most important challenges facing marketers and the Marketing function.
Is technology the answer to the challenges facing marketers?
I recently attended and spoke at the Technology for Marketing & Advertising conference/exhibition in London. What I found fascinating is the love of new technology. I was reminded of the heady days of CRM. Do you remember those days? The days when Siebel sales folks would open up every sales presentation with “Siebel is the fastest growing software company ever.” And the point was that CRM technology was going to change the business world and put customers and their wallets at the feet of the organisation.
What is the biggest challenge facing marketing and advertising today? Is it the lack of technology to gather up all the data on prospects and customers and use this data to fire out marketing propaganda and offers, across a variety of channels; to turn prospects into customers and customers into repeat buyers and loyal advocates? If the folks in your marketing department believe this then your business is in deep trouble.
The first challenge is that of relevance
When it comes to effective marketing the first challenge is relevance. From the customer perspective the question is “Why should I listen to you? Why are you relevant to my life? What do you offer that simplifies/enriches my life?” Please tell me how technology is going to address this crucial challenge for you.
Look, Sky keeping marketing to me through direct mail, through email, and by telephoning me regularly. What does Sky want? Sky wants me to sign up for Sky TV; I was once a customer. I keep refusing. Why? My viewing needs are adequately addressed through a combination of Netflix/Lovefilm and going to the cinema. What Sky TV has to offer is no longer relevant even if it is being offered at half price.
The second challenge is that of the Customer Experience
Marketing is a profession that is tasked with manipulating impressions and emotions through the use of image, words, sounds and story. Put bluntly, marketing to date has been the discipline of propaganda. The big problem is that this propaganda does not work. Why? The most pithy answer I have ever come across is that put forth by Matt Watkinson:
No amount of marketing can compensate for an average one-star review on Amazon. You just couldn’t talk the talk anymore, you had to walk the walk.
If you get this you get the enormity of the challenge. What this means is the marketers and the Marketing function have to pretty much turn themselves inside out. They have to transform themselves from image makers to reality makers. Their challenge is to ensure that all the organisational actors that impinge on the Customer Experience do that which is necessary to deliver a Customer Experience that matches the brand promise, the value proposition, and the customer expectations.
Please tell me who the fancy technology is going to help you, the marketers, to influence the minds and shape the actions of all the people in the organisation that directly or indirectly generate the Customer Experience?
My advice to marketers
Technology is a red herring. Technology allows you to undertake marketing activities. Technology impacts the operation/mechanics of doing marketing. What technology does not do is address the strategic challenges. Worse still the pursuit of technology distracts you from the most important strategic challenges facing you, and your business. What are those strategic challenges? Brand relevance, and Customer Experience.