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Are Frontline Processes Ruining Your Customer Experience?
Author: Bill Cusick
January 13, 2010
Without processes, it’s tough to run a business. Things fall through the cracks. So you create processes (or as you’ve probably seen, they create themselves).
But as you think for a minute about your customer processes, here’s the question you must ask yourself:
“Are our processes designed to empower good employees, or to control the damage of bad employees?”
Great customer service companies have processes. But, as a rule, those are typically designed to help their employees exceed customer expectations. They provide options and flexibility, they let great employees be great.
So take a look at your customer interactions. If it’s possible for employees to use processes as a crutch (”I’m sorry, sir. Our system doesn’t allow us to do that), you’re probably not a great customer service company.
The 4 Keys to a Successful Customer Strategy in 2010
Author: Bill Cusick
January 4, 2010
If you’re going to dedicate any time and brain power on a real CRM strategy in this fresh, new year, here are 4 questions you need to ask yourself. The answers will determine if you’re going to be successful, or just spinning your wheels:
1. Is It Integrated? - A CRM strategy that sits on its own shelf is destined to fail. Unless you can weave the elements of the strategy into your business plan, through the operations and budgets of your various business units, don’t bother. Silos suck, but you need to figure out ways to latch them together for the benefit of your customers. Integrate or die!
2. Is It Engaging? - Without employees who actually “get it,” and give a damn, you’re CRM strategy is so much dust in the wind. Employees will see the value in the mission, and figure out ways (on their own) to deliver the brand promise, or they won’t. And if the brand promise and CRM strategy aren’t compelling, you’re done before you started.
3. Is It Incremental? - Another reason employees often don’t embrace real change like a customer initiative is that is smells like the “flavor of the month,” especially when it’s touted as “The Year of the Customer” or “Corporate Paradigm Shift” or other such tripe. You need to prove it’s real. To make it feasible and not some sort of pipe dream, the plan for improvements must be incremental. Any large company can’t turn the boat on a dime. Accept it. As you stay focused and win small victories, you build credibility, and you win advocates.
4. Is It Measurable? - “That which gets measured gets done.” It’s now a cliche but it’s also true. Build discipline around customer behavior and results. Why wouldn’t you? Retention, cross-sales, referrals, average revenue per customer, customer lifetime value. They are the key to growth and profitability. And beware satisfaction measurements. Often they don’t translate to bottom-line results.
So go forth and make your company a better place for your customers. They’ll reward you for it!
