Beyond the Vacation: Engage Your Owners

Matt Morris, Matt Morris

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Beyond the Vacation: Engage Your Owners
By: Robert A. Kobek, RRP, President
CustomerCount

Many of you focus on loyalty programs, but remember that loyalty programs are just one component of customer loyalty, not the end game. Customer engagement is another.

Developers and HOAs are keen on engagement in three critical areas: collection of fees, referrals, and on-site activities while on a vacation. But what is stopping you from offering products and services to our owners while they are not on vacation, in collections, or being contacted for referrals?

There are five key cornerstones you should consider in your owner engagement:

1.Relationship. Hear what your owners and members are saying. To do this, you must ask and be willing to listen. Every one of your owners and members has something to say that will help you deliver better service to them as individuals.
2.Benefits. Offer your customers true benefits that can be used throughout the year—so they have fewer reasons to want to walk away from the product.
3.Technology. Collecting data is not enough. Collect actionable data and know what to do with it—critical for customer engagement.
4.Convenience. Use your onsite Wi-Fi to deliver and capture information. Offer convenient methods of making the entire vacation experience a continual one—before, during, and after.
5.Priorities. Put the preferences and needs of the owners as the highest priority and thus a centerpiece of all sales, marketing, and management programs.

And in the end, remember the real goal is to gain their loyalty, not through loyalty programs alone, but also through intelligently deploying engagement initiatives all throughout the year. Not just when owners are on-site


Got Enough Data On a Question? Make a Change.

Matt Morris, Matt Morris

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Got Enough Data On a Question? Make a Change.
By: Marc E. Carlson, RRP
CustomerCount© Business Relationship Manager

Is it time to revisit your existing survey and determine if if it needs to be tweaked? From time to time customer survey questions should be reviewed to determine if you have compiled enough data on that question or simply change things up a bit so the survey does not come across as stale to repeat customers. Some managers of customer feedback programs believe change should come after a certain period of time. Others consider a change to survey questions when a certain level of data has been accumulated. . Remember, you can refresh a question by asking it a different way or use an alternative question type.

When discontinuing a question, make sure that your customer feedback solution can archive the historical data in order to retrieve that information when the need arises. This way, you can revert back to the historical data when needed or have the question ready to use again in the future. As for populating a new question into your survey, this task should be relatively easy for your survey vendor and not subject you to an additional invoice. CustomerCount clients experience no interruption in their survey process when we make these changes. Changes are generally made within one business day of their request depending on the time we receive such a communication from a client. We also do not charge for such an amendment to the client’s customer feedback solution that we are managing for them. Why would we? It is part of doing business with a program that must change with the times.


MVP’s CustomerCountSM Makes Significant Impact at Breckenridge Grand Vacations

Matt Morris, Matt Morris

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MVP’s CustomerCountSM Makes Significant
Impact at Breckenridge Grand Vacations

Online Feedback System Used to Survey Post-Stay and Post-Tour Feedback

Indianapolis, IN – October 2012 / Hospitality 1ST / Breckenridge Grand Vacations (Colorado) has been using “CustomerCountSM“:https://www.customercount.com as a tool to monitor and measure guest and resort experiences for nearly three years. According to Kit Armour, Executive Director of Resort Operations at Breckenridge Grand Vacations, of one of the most successful individual timeshare developments in the industry, says that CustomerCount has been “invaluable in providing immediate feedback while surveying post stay and post tour feedback.”

Mobius Vendor Partners, an Indianapolis-based company that provides business process design, management and performance improvement services to companies, associations and non-profit organizations developed the system for a major client and now makes the platform and services available to companies throughout the world.
The CustomerCount online enterprise customer feedback system, developed by MVP specifically for the timeshare industry, collects and measures customer feedback through branded, customized surveys formulated to measure the quality of the entire customer experience from sales and reservations through the vacation stay itself. CustomerCount tracks three primary components: the reservation experience, the sales experience and the vacation experience.

Kit Armour says CustomerCount “was selected to use for immediate customer feedback to provide summary data to help establish our ‘net promoter score.’ “

The Net Promoter® score allows you to categorize customers into three groups based on their willingness to recommend your company or product to a friend, family member, or colleague:

Promoters (score 9–10) are loyal enthusiasts who will keep buying and refer others, fueling growth.
Passives (score 7–8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.
Detractors (score 0–6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.

“If we receive a score that is less than 6 (on our 1-11 scale) the CustomerCount system immediately generates an email to the department manager. This allows the customer to receive an immediate response from that manager in an effort to rectify the situation,” says Armour. “This tool allows us to ‘close the loop’ right away and we can see from further follow up that our immediate responses are very impactful.”

“We also use CustomerCount to help target actionable goals and targets,” she continued. “Improvement in scores can be used as incentives for departments and specific employees. You can’t know what you need to do unless you are continually measuring, and CustomerCount does just that!”

Bob Kobek, President of Mobius Vendor Partners, a company which has been around for 14 years says “we developed the on-line feedback system with a thorough knowledge of timesharing and its various components.”

CustomerCount is fully transparent to members, owners and guests. The process begins with Email invitations and reminders and continues through to on-line reporting and analysis 24/7. It may be customized for use by shared ownership resort developments, as well as other businesses.

Mobius Vendor Partners is a thirteen year old business process design and management company specializing in servicing the needs of the timeshare industry. Mobius principals are active in ARDA through sponsorships and committee memberships. Follow their blogs at “www.CustomerCount.com/blog”:http://www.customercount/blog or follow them on “Twitter @CustomerCount”:https://twitter.com/customercount or “Facebook.com/CustomerCount”:https://www.facebook.com/CustomerCount.

Located in Breckenridge, Colorado, Breckenridge Grand Vacations was formed in 2007, serving as the developer, owner and operator of three Breckenridge Resorts; Gold Point Condominiums, Grand Timber Lodge, and its newest resort, the Grand Lodge on Peak 7.

For more information visit www.CustomerCount.com or call 317-816-6000.
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Contacts:
Bob Kobek
Mobius Vendor Partners, LLC
371-816-6000
or
Georgi Bohrod (Media)
GBG & Associates
619-255-1661


Beware the Legacy

Matt Morris, Matt Morris

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Beware the Legacy
By: Robert A. Kobek, RRP, President
CustomerCount

In my life as a consultant I learned many years ago to play a game called “follow the report”. As I would begin the assessment process I would ask stakeholders to bring in one report they use every day as a matter of course of their business. I would take that report and go backwards until I found out who actually generated the report.

The questions I would ask are how are these reports generated, who generated it, and why is it generated, and the big one, what do you do with them. At first, I was rather astounded at the answers but after time came to know the answer as a matter of course. It was here when I got here, I get it from the x department and I don’t really know why or what to do with the information.

This is the legacy trap. And, there are so many of them it is very hard to distinguish which are legacy traps and which has any real value.

Each time there is a new executive hired into a department, they bring with them the tools they used at their old job. Those tools may be more expensive, less efficient, and deliver no real value to the person that follows them. What is the real face value and just because that exec brought it in, is it the right process? Adding to that is the rarity of getting rid of the old processes.

We see it every day in our business, and perhaps you do as well. When we are talking about customer feedback to our prospects there may be something already being used, but no one can iterate the why. “It was here when I got here” is the most common with “the IT department built this a long time ago” following as a close second.

Want to get rid of the legacy junk, follow the report backward and see where it ends, if you want to increase some of your frustration level that is. But, you will, in the end, reduce the cost and increase the efficiency of your business, allowing your valuable human assets free to provide for the core functions of your business.


Ah, the Aroma

Matt Morris, Matt Morris

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Ah, the Aroma
By: Robert A. Kobek, RRP, President
CustomerCount

“If You Can Smell Yourself Other people have smelled you for 3 days” – Arkansas folk talk.

If your customers are ticked off at you, it will be posted on Facebook and/or Twitter, and all the rest of the world will know before you do. That is a shame. Millions of people are made aware of your company’s short falls and flaws within minutes and you may fix the problem but the smell is already there and cannot be quickly eliminated. And, you can’t mask it, hide it or cover it up.

All along there was a cleanser close by, one that yes has the perception that it costs money, but keeps you clean and approachable. It is called “customer feedback”:http://www.customercount.com. Sometimes, perception is not reality. Sometimes the perception of cost is overruled by reality where profit is concerned.

Sounds simple… but interestingly enough, we find there are entire industries that really don’t care or don’t want to know. Certainly there are exceptions but as a rule and at the risk of sounding too commercial, we have not had much success in some verticals selling our feedback system that, frankly, is a very inexpensive way to find out about problems before they reek and offers an inexpensive opportunity to contact your customers.

Customer feedback is a most valuable way toward process improvement, tracking Key Performance Indicator’s and improves loyalty, all that have significant and positive impact on the bottom line.

Ask your customers, and don’t stop asking your customers. Getting Tweeted or Face Booked about can be a good thing, and you control it. Don’t let a bar of soap get in the way!