It’s Easy Peasy!

Matt Morris, Matt Morris

bob

It’s Easy Peasy!
By: Robert A. Kobek, RRP, President
CustomerCountSM

You just joined a new company to lead an initiative that has been struggling for years. Then, the starter’s gun goes off and just like that, you are off and running!

Or are you?

I have noticed a lot of chatter on LinkedIn, Facebook, Twitter and other sites about the relationship between new leaders getting imbedded into old cultures. There are a lot of opinions about the responsibility of the organization, and some about the responsibilities of the new leader once that leader has been brought on.

You have to study the culture, the culture has to study you and then somewhere in the process the three types rear their heads: The nemesis, the supporter and the “whatever” personalities. And almost in that order these distinct types begin to appear and attempt to frame your path. It is called “Boss Training”, and whether or not you are a leader when you come in, you risk being a follower.

Leaders manage but managers do not necessarily lead. There are all sorts of intellectual approaches that delve very deeply into the question. I have one: The next time you are interviewing for a leadership position in a company, ask two more questions. Simple ones really.

“Is your culture primarily one that is process driven or relationship driven?”
“Are you hiring me to lead or manage”?

Find out up front, before you take a job.


The Perils of Loyalty and NPS

Matt Morris, Matt Morris

bob

The Perils of Loyalty and NPS
By: Robert A. Kobek, RRP, President
CustomerCountSM

If you are not in the business of creating and maintaining loyal customers then you are in the wrong business. You may think that you are in the business of providing a product or service, but at the end of the sales day, you should be focusing on customer engagement and loyalty.

Be aware, danger lurks in the whole Net Promoter Score and Customer Loyalty Initiatives.

There is a tendency to take our loyal promoters for granted. Maintaining their loyalty and promotion with vigor, the danger is when they (we/I) get disappointed. When they are disappointed they can become the most vocal detractors imaginable.

I have seen this happen in charity and nonprofit, B2C and B2B. And, it has undoubtedly happened to everyone that is reading this. We endorse our loyalty and promote companies or organizations as being customer/client centric and we are unselfish about it; until the organization screws up.

When it does, as many business relationships will, customers call it to your attention. The tendency by business is to give the defensive answer with no acknowledgement that loyalty was in jeopardy. There was no real attempt to understand why this is an issue. Only the “that’s what we do” excuse. No matter how many times the issue is explained it can fall on deaf ears.

It is inertia at work; every action has an opposite and equal reaction. The variables that can cause your most ardent and loyal supporters cannot be managed entirely, but they certainly can call attention to just how fickle our customers can be.

The safety net is simple; maintain customer/client loyalty by letting them know they are top of mind. Keep them top of mind and ensure that they know they are top of mind. You worked very hard to gain that loyalty, don’t screw it up!



Collecting Customer Data is One Task, Then the Work Really Begins

Matt Morris, Matt Morris

Picture of Marc Carlson small

Collecting Customer Data is One Task, Then the Work Really Begins
By: Marc E. Carlson
CustomerCountSM Business Relationship Manager

Organizations collect an immense amount of customer data these days. They strive to obtain all kinds of data for the purpose of relationship development,to identify future selling opportunities and build a reservoir of data for future marketing campaigns to name a few. There is money to be made with any and all customer data, we just need to segment data better and more often to monetize our past efforts and share the results enterprise wide. The more eyes looking at the data is surely to result in an “aha” moment which can be shared through proper communication channels for further analysis. Segmentation and data analysis is the key in monetizing customer data, but far too often we do not spend enough time in this task because we give priority to other responsibilities. Ask yourself; “what other way can I segment our customer data that would substantiate or dispel data analysis findings?” Adding one more data segmentation to your Voice of the Customer program will give you that edge in the marketplace you are looking to achieve.


Find Root-Cause of Customer Actions by Asking One More Question

Matt Morris, Matt Morris

Picture of Marc Carlson small

Find Root-Cause of Customer Actions by Asking One More Question
By: Marc E. Carlson
CustomerCountSM Business Relationship Manager

Asking an additional question dependent upon a survey respondents’ answer allows you to gain further granularity and get closer to the root-cause of the respondent’s satisfaction or concerns. Just think about what you could uncover by asking a strategically placed follow-up question on your customer survey.

This function will allow your organization to further segment customer data which the analysts in your organization will love. Who knows, maybe they will be able to coin the next greatest metric for your organization that will inevitably propel your company to new heights. Call your survey vendor(s) up and find out if they can incorporate follow-up or “skip-pattern” questions. If not, find a vendor like CustomerCount who can sooner than later.