Monday, August 31, 2009
Some of the reasons the post describes why people are leaving the famed social networking site is the fear of stalkers, how the site makes them "nosy", how the scene has turned desperate, and how some believe that their privacy has been compromised. Even though Facebook seems to be on top of its game now, it can not forget about all the above mentioned points, unless it plans to become a ghost town in the near future.
Chris Brown of brandandmarket.com writes about the recent re-branding of Radio Shack to The Shack.
She writes, "I just can’t believe that they dropped Radio to keep Shack. Actually, Radio isn’t that great either. Why not abbreviate it to something like RS. Wonder if they did any research at all?"
What sort of market research went into changing the popular electronic retailer's name?
Knowing Your Target Market: Radio Shack Rebrands to The Shack
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Previously Deb was responsible for world wide marketing of HP’s personal computers, work stations, hand held products, and mobile and wireless solutions. Deb has held a broad range of marketing positions over her 20 year career. Her experience spans management of software, service, hardware products, channels, and partners, marketing communication, marketing research and business development in HP’s America and European Gail and worldwide organization.
Tell us a little bit about yourself and your roll at HP.
What changes have had the biggest impact on customer centricity over the past few years? What do you think will change the most in the future?
Deb: Today, technology plays a fundamentally different roll in business. Technology today isn’t just supporting the business, but powering the business. Think about any business process whether you’re taking an order, replenishing inventory, even communication. It’s all powered by technology. And that means that today our customers, so CIOs, Chief Information Officers and their teams, they’re not just running IT projects, but they’re running business initiatives. They’re not just managing silos of applications and operations and strategies. They’re really managing and integrated IT platform that drives business change. That means that they need to measure technology results by the ability to either accelerate a company’s growth to help lower costs, something everyone is really interested in right now, or mitigate risks. And that means technology decisions today are really business decisions.
Now for the future, we think that customers will have even more choices about how to get accesses to different business services. And we refer to this trend as “Everything as a service.” And that means that anything from just raw computing power to a business process to personal interactions, I mean, think about your consumer life, whether that’s email or other services that you get out of the cloud. That everything will be available to you whenever and however you want it. That means that customers will get to choose based on the best value. And therefore understanding and really anticipating customer needs and preference are will be very very critical.
Why is it so important for a company to have two way communications with their customers today? How has this relationship changed?
Deb:In today’s environment, we are lucky to have so many options to have a two-way dialog with customers. It’s not mass communications environments of previous decades. Today the explosion of media channels really gives the ability to have a true two-way dialog with customers. We don’t have to guess what customers want anymore, they’ll tell us. Social media has given us so many more listening points that where we can get feedback and have interactions with customers. This means it’s really critical for any organization to be enthusiastically engaged with all of their stakeholders and be a part of these dialogues going on. In fact, for us, we know that our target audience the enterprise business it buyers are actually some of the most active users of social media. We actually did research with Forrester that looked at all the different roles that people play in social media. And they said that our customers are actually off the chart as far as social participation, whether it’s someone who is creating content, so publishing a blog or publishing our own webpages, all the way up to one who is just reading and accessing information through this wide plethora of media we have. So at HP, we’re responding to our customer’s adoption of this exciting set of new social media and we’re changing how we engage with our customers whether that’s through different online interactions, blogs and podcasts such as this. We’re changing how we buy media, we’re changing the breadth of people that are participating in that so that we have the folks inside of HP that customer want to talk to like our technical engineers and presales folks. (This is so these employees can ) directly interact with customer about the technology and our technology solutions. And our goal is to have business conversations that lead to business.
Tell us a little about what you’ll be presenting at NACCM this year.
Deb: My talk is about preparing for customer centricity over the next couple of decades. And I’ll share some ideas about what you can do today to help get people, processes and technology ready for whatever the future brings. As a part of this, (I’ll be speaking about) deploying effective strategies for listening to customer and communicating with them in ways that meet their needs now and in the future. And I’ll talk about what a company needs to focus on to achieve customer satisfaction and loyalty, which has changed rather dramatically over the last five years, and will continue to change. Before, in our space, quality, deliverability and reliability were the number one drivers of customer satisfaction and customer loyalty. But today, these are really just the anites to enter into the game. So I’ll talk about what HP is doing to increase and measure customer loyalty. And finally, I’ll discuss some of the things we’ve learned at HP about when and how to stick to business basics and when to embrace new methods and technology to maintain a strong customer focus.
Is there anything else you'd like to share?
Deb: It’s been a pleasure talking to you Jenny, and HP is a whole company that is really focused on delivering great experiences to customers. In today’s environment, we have a lot more tools to do that and to be able to have a two-way dialogue. I often hear about how some organizations feel threatened by social media, or feel that it’s a risky journey. But we really view it in a different way. We think it’s a super opportunity to be engaged real time to find out what’s on customers minds. And I’m really excited about speaking at the Customers 1st Conference in November, and it’ll be a great opportunity for me to hear from others to hear about what they’re doing to be engaged with customers.
We’d like to thank Deb Nelson for speaking with us today and a very special thank you to our listeners. Be sure to follow us on Twitter at twitter.com/customerworld.
See you in November!
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Friday, August 28, 2009
However Linton makes the point that as long as you have a brand that stays relevant and listen to customers needs. He also points out that it's important to stay relevant in your customers mind when it comes to value and pricing.
Everyone is hurting today in this economy. How are you ensuring that your customers are going to receive the best price and value from you?
Shocking? Hardly. Over at Mashable they've highlighted this in their coverage of the NY Times piece here, and had written about this just a few weeks ago. In the NY Times piece they highlight a couple of obvious reasons why, first, that the nature of the technology, much more public than social networks like Facebook, is less enticing to teens who are more comfortable interacting and sharing with their friends rather than random strangers coming across their streams. This in turn, looking at it from a professional perspective, offers adults a means to find interesting and useful topics and discussions relevant to their interests.
But very simply as a segment of the population, the 'Teens' demographic overwhelmingly uses social media/networking compared to other age groups. In a sheer numbers comparison, there's not many more users to attract to the technology while other age groups, all you have is room to grow. In fact, in the case of Twitter, that may be what will eventually happen for 12-17 subset of users. But for me, what is fascinating is how fast the comfort level is rising in the adoption and ongoing usage of social media by older users - not so much that they are leading the charge in using technology, but rather its overall importance as a tool among many tools they use. In the past, in the early days of the dot com boom and bust, web usage was still highly segmented. For social media today, its usage overall is beginning to top even the frequency users access their emails:
In fact in a follow-up piece on their technology blog, BITS, they look at this growing adoption and usage by older demographics, citing recent Forrester reports and data. Clearly, as a communication and interaction medium this growth in usage by older segments of the population raises some questions. For marketers, particular brand managers, the hope that the power of tv, radio and other traditional mediums to influence purchasing decisions will somehow remain strong is increasingly questionable. Why? Well, looking at advertising dollars and ROI through those mediums seems shaky at best. I'm sure any media buyer out there would say not so, but I am biased. And as we pointed out this week, clearly marketers see the numbers and the level of adoption by all age groups and customer segments, and its not a question of should we use social media, but when.
But looking past marketing, the impact of social media on the business landscape raises even more questions. How does it impact customer service, if increasingly customers feel they are able to get better and faster responses via social media a la Twitter, case in point, Comcast and Southwest Airlines to name a few. How might it impact product development, market research, sales, etc, etc. Of course, I may be simply preaching to the choir.
But then again, every time I work with direct marketers and product managers in certain industries, I continue to hear, well our audience just isn't that tech savvy. When I hear that, my eyes glaze over and mind drifts away and I think, for your sake, I hope it's true.
Thursday, August 27, 2009
Chadwick Martin Bailey provides custom marketing research that helps leading companies solve their most challenging business problems and attack their best opportunities. Specializing in segmentation, brand, sponsorship/event ROI, customer experience, product development, and employee research, we focus on identifying the specific actions our clients can take to get, keep, and grow customers.
Hear more from Chadwick Martin Bailey and other leaders in market research at The Market Research Event this October 18-21 in Las Vegas!
The New York-based telecom unveiled its Verizon In-Home Agent, a computer program subscribers can download to help them trouble their own television or Internet connections without having to call the company’s customer service.
The application, which for now is only compatible with the Windows operating system, gives users the ability to run the same troubleshooting applications technical service agents run when customers call them. In addition, the program can help users set up their Wi-Fi connections, configure e-mail accounts, set up voice mail.
Will Verizon fix its customer service woes by allowing customers to fix things on their own--or will it be more of a disaster for the telecommunications giant?
1. Tell us about a project you are working on or recently completed that you are proud of?
Macko: We are just putting the finishing touches on a fantastic new segmentation here at Hyundai that exceeded all expectations. Not only is our target segment consistent with our brand direction, but if you plot current Hyundai owners on the map according to whether they bought for the right reasons (up and coming brand, quality just as good as the Japanese) vs. the wrong reasons (price, deal), the pattern points almost directly at our target segment!
2. Think ahead 5 years, what major changes for MR/Consumer Insights do you see?
Macko: I expect to see more behavioral research. We are looking at doing large-scale copytesting soon, and the techniques out there are mind boggling. I think Marketers are looking for better answers out of how an ad performs than what can be captured via surveys, so we are talking with cutting-edge companies that are scanning the brain, recording eye vacillations, facial coding, eye tracking, etc. to monitor advertising response. In the end, a hybrid approach is where I’d want to end up.
3. What inspired you to get in the field? What keeps you motivated?
Macko: The work continues to be fascinating, especially for a rising brand like Hyundai. Looking ahead, this field can take you down many paths. These analytical skills can take you into Strategic Planning, Advertising, Brand Strategy, CRM, etc. It’s a great tool to have in the kit, and who doesn’t like getting their hands dirty in a bit of data to uncover that little pearl of wisdom!
There's been buzz this week about the rejection of Twitter by teens. And Jeff Bertolucci of PCWorld asks, "Just how uncool is Tweeting?" Bertolucci writes that according to ComScore, only 11 percent of Twitter users are aged 12 to 17, the New York Times reports.
Bertolucci thinks that the reason teens aren't down with Twitter may be because its too public, whilst texting allows for more privacy.
What do you think?
Wednesday, August 26, 2009
1. It's important to know when customers want to buy. There should always be a point in your site that can get consumers easily back to the shopping cart, and it should be easy to navigate to as well.
2. Customers should not be aimlessly searching your site. There should be easy navigation, a clear call to action, and prominent offers should be visible.
3. Make sure to offer alternative to consumers and that they alternatives are easy to find.
4. The web doesn't close, its a 24/7 business so even if you're not around there should at least be a FAQ page with commonly asked questions and answers to help consumers when they are stuck.
As we operate with smaller teams and fewer dollars, ensuring that fundamental skills and training are in place are more critical than ever. Market research and consumer insights has the potential to unlock innovative solutions to challenges posed by our tumultuous economic situation. Yet to uncover them, you need to be equipped to over deliver.
Not only will you be exposed to the best minds in the industry in an intimate classroom-like environment, but you will have a network of contacts and mentors for the duration of your career. As the industry evolves quicker than ever, the need to build connections that will be key to staying ahead.
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Tuesday, August 25, 2009
Muhammad Saleem, director of social media strategy for the Chicago Tribune's Chicago Now commented on the situation:
"Even if the idea was a good one and truly was promoting black cultural heritage, it really does come off as manipulation and stereotyping. It's part of a larger problem — McDonald's doesn't have the sort of brand loyalty and trust to be able to have this sort of campaign and have it be embraced."
McDonald's responded that this is a social networking website for individuals to come together and share experiences about how McDonald's has changed their lives.
What do you think about McDonald's actions to reel in the negative coverage they're receiving over their social networking website?
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Hello and welcome to the NACCM: Customers 1st podcast, I’m Jenny Pereira and today I have the pleasure of speaking with Dan Wiersma. In 2000 Dan Wiersma joined Sony Electronics in 2000 as Senior Vice President for Professional Services was promoted in 2005 to Senior Vice President for Consumer Service. He retired from Sony this past June. He will be participating in the panel “It’s Not Business as Usual: Leading Loyal amidst a Disruptive Business Environment.”
And with that said, I would like to welcome Dan.
Congrats on your recent retirement from Sony last month. You were the Senior Vice President of Service Platforms for Sony Electronics. Tell us about your tenure there, how did you see service evolve, how did customer needs and expectations evolve?
Dan: Well thanks; I appreciate the invitation to do this podcast today. You know I spent nine years at Sony, responsible for the professional service group from 2000-2005, and then the service platform organization from 2005 until my retirement on June 1st of this year. You know the service at Sony evolved from the traditional break/fix service of the 90s to into more of a integral part, and the overall business in the nine years of my tenure there. I think in the professional side, value added services and manage service became a bigger part of the service in that overall business in that period. Things like remote monitor had long been used in the IT world, and became part of the broadcast and professional world as that market became more digitized. The need for lower costs, outsourced services and networked systems required new approaches to customer service needs. I think on the professional side, that’s what evolved there. In the consumer world, customers networked and applications required servicers to upgrade their capabilities to be able to solve much more difficult and integrated situations as well. Tools like log-me-in became a much more common use for solving customer service issues in a networked world. Not just for PCs but any network-based programs. Customers became much more able to search using the initial web 1.0 approaches, so we had services; we had to provide better support tools to help them find what they are looking for. Drivers became synonymous not just with PCs, but literally every product in the digital world. You know the web 2.0, whatever it is in the future, 3.0, 4.0, changes the game again as customers can now use social networking to communicate with each other with their experiences. So we had to change again with the implementation of some social networking capability, which was just getting underway in my organization when I retired June 1st. So overall, I’d say the expectations of customers increased significantly over my nine years at Sony. Much more information was available to them, they could find out about our products and services. You could not keep things kept up inside any more they became much more available externally, and you had to share those externally. We had to be open, you had to talk to customers, which was a really great thing because they could tell you what you’re doing right and wrong, so it gives you the opportunity to improve what you do and your products and services, assuming you’re listening to them. Of course, that’s what we’re working strongly to do at Sony. So that’s how I saw things evolve in my nine years at Sony.
What's been your proudest moment at Sony?
Dan: Wow. I’ve had many. But I would say my proudest is working with what I thought was the best team of people you could hope to be a part of in the organization. And I think it’s really part of the company’s success, the people. Everyone in our organization stepped up four years ago when I became head of the service platform. We created a strategy and looking back over that period, by all of the measures we had that related to customers, our loyalty scores improved in every sector of the organization. We adopted the Net Promoter Score methodology, I’m assuming most of the listeners here are familiar with. And we did it not only for service, but for all of the consumer business in the organization, and people around the world in other regions and corporate areas started paying attention to the methodology and started adopting it. I was extremely proud of this since I was the one senior executive leading the effort in the company. This couldn’t have happened without the incredible dedication of the people that I had in the organization. And I was extremely proud to be a member of that team, and that really dramatically improved the customer service of the organization over the four years.
What are you most passionate about when it comes to customer-centricity?
Dan: I’d say paying attention to what customers are saying. In order to do that, you have to have an organization that can listen to when a customer is “hot” and not to loose your cool or critical in really telling you that you messed up and maybe you don’t feel that you did. So it’s really listening to the customer. And this goes back to my previous comment about my pride in the company. It’s really related to the people that I have the privilege to work with in the organization. We train our people to be really good at listening to customers, spent a lot of time over and over and gave them additional tools and capabilities. We’ve spent hundreds of thousands of dollars training our employees to be good listeners. It wasn’t always perfect, but our front line people, and our national frontline customer relations team, they were just the best at this. Without them and the support of the organization to that approach, we couldn’t have accomplished the performance that we did. So I’m really passionate about people first in the customer centric equation.
Second, I’m really passionate about the measures and the analysis of the measures to tell you what to do. In the past, we had a lot of measures but we didn’t pay much attention to the measures and what they were telling us. We began establishing a regular monthly customer experience meeting with our entire management team, and that included not just the operations level, but human resources, IT, admin, literally everybody in the organization and their supervisors to focus on the measures and the action plans that we needed to use to improve the customer facing performance. People knew I was really serious about this and came well prepared to address the issues and implement changes. Some of them came quickly, and others took time. And quite honestly we did some experimentation. And people were excited about the idea of trying new things without feeling that if they didn’t work, they were going to be punished for them. I applauded all of the efforts that they did on a regular basis and we learned from that over four years, and we continued to improve our results as part of that process. So the people and measures are two key things that I was incredibly passionate about in terms of customer centricity.
Where do you think companies go wrong with delivering the best service to their customers and how can they overcome that?
Dan: I think, and maybe this goes back to a little bit of the history in some respects in regards to the service organizations and maybe depending on who you are and what company your in. This may be right or wrong, but I think many see service as an expense. Especially, in my experience, those product-centric companies don’t see service as a value-added opportunity to delight customers. Not only can companies fix “busted stuff” but they can also gain valuable customer feedback that the product people can use to improve the quality of the products and the customer experience. I don’t think companies take advantage of “rich data” that is available to them via the customer service groups in using it to improve the overall customer experience. At least at Sony, we were probably the organization that got more one-to-one face customer information than any other group including the sales and marketing organization. So that information is really rich in customers telling you what’s going on. And I think the concepts of Net Promoter Score, when used deeply; provide you the opportunity to use that information. I think we proved it, at least in one product area within the company made significant progress by using our data as well as some of their own to really focus on some of the customers and solve some real customer issues at the sales, marketing, out of the box, service experience level. It defiantly panned out. I think companies may go wrong as not thinking of service as a significant part of the data repository for customer information and use it to help them improve their business.
You'll be speaking at the NACCM Customers 1st event on Leading Loyalty amidst a Disruptive Business Environment, how do you get the whole company to embrace loyalty as a strategic business initiative?
Dan: It’s not easy. Even with our successes, there’s always some resistance. And one way, the way that I’ve found that most initiatives of any type get traction is to the top executive or executives in the company, believing in what you’re doing, and in this case, believing the loyalty of customers is really critical to the business success. I was fortunate and Sony was fortunate because the president and the chief operating officer of Sony Electronics saw this value and made it part of the overall strategy and action plans for their total business. And even with that, not everyone reached out and embraced it. And for those that did, the results came clear and improvement was evident to everyone. I think in what I call the new economy, the one we’re moving into, I believe in order to maintain success, you have to have the loyalty of customers, which means not just products but also content, networking and service, they all have to play together to take care of customers because they’re all an integral part of what the customer purchases. And I think NPS is a great tool, it’s a concept around loyalty as a measure but it’s also a process that you can use to look across the entire organization and focus on improving your customer loyalty, and I think that’s one of the key things on my mind in the changing business environment you have to think much more broadly than what I call silent.
Is there anything else you'd like to share?
Dan: Just one last thing, which I’ve talked a little bit about in this discussion, but it’s something that over my nine years and even before that, I think there’s some key tenants for success in the service business. And the first one as I’ve already articulated is make sure you have your people in your organization empowered, and feeling like they can make decisions and helping them understand what the strategy of that organization is in getting that focus together. Empowered workforce is empowered people. I think secondly is really focus on your customers. Make sure you have enough performance data and metrics and use the information to really help develop what you need to do to keep your customers loyal as far as the service goes. Operational efficiency and effectiveness. And then last one comes as part of the business but it’s also part of the process, and what I call is shareholder satisfaction or profitability. I think without those other three before them, it’s hard to make the last one successful without your people being excited and your people working closely with customers and making your operation as efficient and effective as you can. I think that’s my final comment from an overall direction from a service perspective. Probably those are tenants that would withstand the overall test of time whether it’s the overall new economy or old economy.
We’d like to thank Dan Wiersma for speaking with us today and a very special thank you to our listeners. Be sure to follow us on Twitter at twitter.com/customerworld.
See you in November!
Monday, August 24, 2009
They provided a few key ways to segment your customers and create loyalty among your regular customers:
-- Identify key customer segments
-- Create target groups of similar segments
-- Prospect for look-alikes in target markets and your customer database
-- Deliver differentiated messages and experiences
-- Implement the approach throughout the departments within your organization
-- Measure the effectiveness and adjust your strategy
The New York Times, however, is perhaps the most active social-networking newspaper. Its main Twitter account, which notes nearly every story posted on its main site, surpassed one million followers in June; its Facebook page boasts about 460,000 fans. In late May the Grey Lady appointed its first social media editor, veteran newswoman Jennifer Preston. While some staffers worried she was going to be something of a Twitter and Facebook cop, Preston says her job is to coordinate all uses of social media.
How do you think that social media fits in with the goals of a newspaper? Is it important for newspapers to embrace social media? We'd like to hear your thoughts.
Friday, August 21, 2009
1. Get back to your customers within 24 hours because it can seem like an eternity to your customer.
2. Give your customers unexpected bonuses. This will help build loyalty and keep your business fresh.
3. Be prompt with refunds because it will only lead to potential headaches if you take too long.
4. Lastly, create quality products and services because ultimately that is what the customer is looking for.
It was only natural for Facebook and Twitter to sync up like this, just wondered why it took so long for the integration.
It seems that the iPhone is somewhat buffered from the chilly economic climate. What would be interesting is to see how the Palm Pre changes the game, if any to really compete with iPhone's market share.
RIM Owns Half Of U.S. Smartphone Market
Thursday, August 20, 2009
Re: Social Media & Community 2.0 Strategies
Event Date: May 3-5, 2010
Location: Boston World Trade Center & Seaport Hotel
Deadline Extension: Tuesday, August 25th
Social Media and Community 2.0 Strategies
The New Era of Profitability: Cashing in on the Conversation
Submission deadline has been extended until Tuesday, August 25th for Social Media & Community 2.0 Strategies - THE interactive forum designed for savvy Market Researchers, Innovators, Brand Managers, and Marketing Communications Enthusiasts seeking practical business applications to leverage the transformative power of social media connectivity as a business driver.
For 2010, we are looking practical applications from corporate practitioners that illustrate action-focused deliverables that produced business results. Submit your case study on how you implemented community/social media in your corporation to drive results for:
• Innovation, NPD, R&D
• Market Research, Customer Insights
• Conversational Marketing
• Brand Building & Loyalty
• Customer Engagement & Support
If you are a corporate practitioner, we invite you to submit a speaking proposal directly to Kelly Potanka, Conference Producer, on or before Tuesday, August 25th, 2009. Send to email@example.com or call 646-895-7330. Please note: abstracts are reviewed and selected on a rolling basis, so please submit early. For consideration, please include:
• Proposed speaker name(s), job title(s), and company name(s)
• Contact information including address, telephone and fax numbers and e-mail
• Talk title
• Summary of the presentation (3-5 sentences)
• What the audience will gain from your presentation (please list 3-5 key “take-aways”)
Due to the high volume of responses, we are unable to respond to each submission. All those selected to participate as speakers will be notified shortly after the deadline.
Thank you for your interest in Community 2.0. Check for updates and discussion related to the event at http://bit.ly/C20CallforPresenters.
In this economic climate, no one can afford to lose a customer. Rather than halting spending, smart customer service executives will use this economic downturn as an opportunity to regroup and reprioritize. What should they focus on? Top customer service recession-busting strategies that cut costs and generate more revenue include: proactive chat, agent-customer co-browsing, online customer communities, unified communications, and multichannel knowledge management.
Read the full white paper here.
1. Tell us about a project you are working on or recently completed that you are proud of?
Heyman: I recently wrapped up a validation study using the iCE (Infosurv Concept Exchange) prediction market and was proud of the results. We setup a "virtual stock market" to test 15 new lottery ticket concepts for a major state lottery, comparing the results of the market to the actual in-market sales performance of each concept in order to measure the predictive validity of this new concept testing tool. The prediction market accurately predicted the sales performance of 14 of the 15 new product concepts -- not bad.
2. Think ahead 5 years, what major changes for MR/Consumer Insights do you see?
Heyman: I'm pretty bullish on the prospects for prediction market for market research. They've been used for years to accurately forecast election outcomes, movie box office receipts, sporting event outcomes, and corporate financial performance. It's just a matter of time before market researchers are using them regularly to predict new product sales performance.
3. What inspired you to get in the field? What keeps you motivated?
Heyman: I got into the field over a decade ago because I loved the ability to answer business questions objectively -- with data, not guesses. What keeps me motivated is the innovative new research techniques that we're watching emerge -- things like neuroimaging, emotional measurement, and prediction markets.
Wednesday, August 19, 2009
Since 1931, Burke has provided decision support solutions to companies across all major industries. Burke's areas of focus include: Custom Marketing Research, Customer Loyalty & Relationship Management, Employee Engagement & Retention, International Research, Linkage & Integration, Online Research & Reporting, Qualitative and Burke Institute, the leading provider of research training and education.
Visit Burke's website here.
Hear more from infosurv and other leaders in market research at The Market Research Event this October 18-21 in Las Vegas!
Take a moment and view this video by Socialnomics.
Social Media Revolution
The Ultimate in Customer Centricity: Chief Customer Officers Describe How Everyone Can be a Loyalty Leader
Author, THE KEY TO CUSTOMER STRATEGY: THE RISE OF THE CHIEF CUSTOMER OFFICER & President, PREDICTIVE CONSULTING GROUP
For more than 15 years, Curtis Bingham, the President of the Predicting Consulting Group, has helped companies dramatically increase customer acquisition, retention, and customer profitability. He's the author of the forthcoming book published by HRD Press, The Key to Customer Strategy: The Rise of the Chief Customer Officer that describes how a consistent and unified customer strategy can grow revenue, profit, and loyalty. He's uncovered millions of dollars in hidden profits for companies like Intuit, Microsoft, Standard & Poor's, Cardinal Health, and numerous smaller businesses.
A recognized authority and thought-leader on Chief Customer Officers (CCO), Curtis has published the annual Executive-Level Customer Champions report covering companies such as Cisco, HP, Sun, Monster.com, and Disney that includes the roles, responsibilities, and best practices of CCOs around the world to increase customer loyalty and profitability.
Curtis has worked with a variety of industries including enterprise software, telecom, semiconductor, marketing automation, publishing, corporate gift, and Internet advertising in addition to various non-profit organizations as well. He is a contributing editor for Sales & Marketing Excellence and a regular contributor to the Handbook of Business Strategy.
Holding both an MBA from Lehigh University and a Master’s in Computer Science from Brigham Young University, he has taught Demand Chain Management at Bentley College in Massachusetts, plus he is a member of the Institute of Management Consultants.
Curtis is also heavily involved with the Boy Scouts of America. Evenings and weekends are usually spent enjoying his second love (after his wife and family, of course) in the outdoors and helping develop character, citizenship, and life skills in each Scout.
Biography courtesy of Predictive Consulting.
Tuesday, August 18, 2009
1. Take ownership. Keep focused on the true mission, making the customer service, and avoid letting marketing and sales control the agenda. Understand what they need, but don’t skew what you’re doing to accommodate tactical problems. If you handle customer service properly, it will naturally help sales.
2. Figure out who you want to reach and set out specific goals. Don’t just experiment.
3. Focus on the customer experience. In particular, make sure there is support for a two-way conversation. Where possible, let the customer do the talking on your behalf by engaging and developing “super customers.”
4. Understand the role of different technologies. In all likelihood, your strategy will rely on multiple approaches. You need to figure out what’s best for your audience AND you need to keep on top of the new tools that will doubtless be at your disposal in three months.
5. Figure out the costs and build a real business case. Even if some of your perceived benefits might be intangible, you can assign them a value and weigh them against the start-up technology investment you might have to make. You need to know the risks and when to cut your losses.
Kara also mentioned that there are already 1.7 million comments on the site monthly, but if it expands its reach with social news that number can easily expand even further. It will be interesting to see where tv news will head in the future once online communities and social networks take control.
PDAStreet reports that downloads from all app stores will reach 6.67 billion applications by 2014, up from two billion this year. Downloads from all app stores will reach 6.67 billion applications by 2014, up from two billion this year.
Gandhi said the following factors are fueling the download app growth: free content subsidized by mobile advertising and mobile commerce; high-quality user experiences driven by next-generation devices and advanced networks; strong support from key industry players; the vast inventory of apps appealing to a broad and diversified segment of users; and operator acceptance.
Get the full story here at InternetNews.com and PDAStreet.com
Monday, August 17, 2009
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Hello and welcome to the NACCM: Customers 1st podcast, I’m Jenny Pereira and today I have the pleasure of speaking with Tom Nightingale. Tom Nightingale is vice president, communications and chief marketing officer for Con-way Inc. In this position, Mr. Nightingale is responsible for the oversight of the global branding of Con-way and its business units as well as enterprise sales management. He and his team are responsible for strategic marketing, public relations, advertising, digital media, communications and market research for all of Con-way's subsidiaries: Con-way Freight, Con-way Truckload, Menlo Worldwide Logistics, and Road Systems Inc.
Tom will be a speaker at this year’s NACCM: Customers 1st Conference this November 2-5 at the Pointe Hilton Squaw Peak in Phoenix, Arizona.
And with that said, I would like to welcome Tom.
Tell me about your role at Conway.
Tom: Sure absolutely. The role as you would expect, as CMO it’s easy to point to the branding. But I think in reality, it’s much broader and deeper than that. And at the end of the day, what my role comes down to is to ensure that we do there things as a company exceptionally well. Those three things are first, to reduce the cost to acquire and retain customers, second to attract and retain the best and brightest employees, and third to position the company for growth. In the end, a great brand is a critical enabler of those three things, but in and of itself, a great brand isn’t the goal. The goal is to do those three things and do them exceptionally well. A brand just happens to be one of the best ways we can do those things but it is just one of the big ways we can do it. Despite the fact that’s one of the areas people point to frequently in my role.
What is Conway’s main differentiator?
Tom: Well really, Jenny, what Con-Way is known for, is really two things in the industry. First is a very high service level in the proposition in the marketplace. Regardless of which part of our portfolio you look at, you or any customer would find that we provide that we provide exceptionally high service levels at each part of the business unit. And really each of the three business units big business unites as well as the manufacturing subsidiary is focused on high levels of service.
And the second thing, and it’s really directly related to the first item, is the fact that our people and our value system we have in place, supports that enterprise commercial value proposition. So really, our people live out or values everyday and those are the enablers to help them delivery that high service value. For example, our core values integrality, commitment, and excellence really come out in every single action that our people take. And as a high service business, really a service business in general, that allows us to deliver on the brand promise of high service set of return,
Tell us about your “living the brand” environment.
Tom: Absolutely. As I mention before as a service company, we don’t make iPods. I wish we did, but we don’t. It’s critical for us that each of our employees manifests and lives out our brand in the marketplace every day. They are our brand. At almost 28,000 employees, we touch lots and lots of customers every day whether it’s a direct extension of our brand or as an extension of our customer’s brand. If we want that brand to be real, it starts and stops at our values. Our employees are drawn to our values and those values become one of the critical pillars for making us the destination employer in our industry. Those who don’t align with our values probably don’t stick around with us for too long. We were fortunate a few years ago, we made a significant acquisition and we acquired a really phenomenal brand line, in the process of the acquisition. So in going through the due diligence process of that acquisition, it became one of the things that I really was salivating over, and because it really helped tie together our employer brand as well as our customer value proposition in the market place and that brand line which we’ve adopted corporately is “Never settle for less.” We felt that “Never settle for less” unified the concept of high service to our customers and our very clear and unambiguous value system that our employees live the value every day. It really helps them underpin how they live the brand out in the marketplace.
How do you keep your people motivated to live to brand every day?
Tom: It comes down to two big things: communication and consistent reinforcement. I think there are a lot of companies that do a great job of creating initial communication when they roll out their values. But then they let it fall off pretty quickly. Kind of flavor of the day, it’s interesting, you hang the posters up, the CEO gets into it, and then you move on. At Conway, we have a legacy. And that legacy existed long before I ever got to the company. I’m a fortunate CMO to have inherited that. We’ve consistently communicated and reinforced those values. We recommit to them annually by signing a constitution. Which is kind of a fun exercise, we have a specific week each year, everyone within each of the business units and operating locations puts their John Hancock on something we call the Constitution. And that constitution underscores our values, we weave them consistently into our executive communications. We publish a book every couple of years with stories about our employees living out those values (of) living out our brand in the marketplace. And lastly, what we’ve done, and I can’t claim responsibility for it, the recipient of it, we’ve created a peer to peer recognition system that enables our employees to recognize each others action as we live out that brand everyday in the marketplace. It’s really catching people doing things right. We do that and we give them the tools to recognize if things are going right. It’s really done a phenomenal job of reinforcing our values and intern getting our employees motivated to live out the brand every single day.
To end on a positive note. While the recession has brought on much negativity, there’s a lot of new ideas and lessons with how businesses operate and communicate with their customers. What do you think will be some of the best positives changes that will come from this recent downturn?
Tom: It’s interesting; I think some of the best positive changes to come out of this is going back to basics. You know in our industry, branding starts with employment branding. That’s why my team is responsible for recruitment marketing. We want people to be attracted to our employment value proposition, who will intern live it out. And we continue that theme because my team is also responsible for the internal communication within the company. That reinforce in providing consistent messages to employees after they’ve been hired. Our entire branch system is wrapped in from cradle to grave, right on through retirement communications, as well, throughout my organization. And that becomes the bedrock, the foundation of what we do. And then from there, we obviously do commercial marketing. That’s what most people think of when they think of marketing. But in our business, because it is in the service industry, and very high service business, that commercial marketing presence is always underpinned by this employee marketing, and how we brand ourselves to our employees, and in turn how our employees extend that brand into the marketplace. And we again try to enable that through good solid professional consistent communication from pre-employment to postemployment right on through retirement. It’s worked out very nicely for us, it’s what we’ve become known for in the industry is that the service level and the commitment that our employees show every single day in the marketplace.
We’d like to thank Tom Nightingale for speaking with us and a very special thank you to our listeners. Be sure to follow us on Twitter at twitter.com/customerworld.
See you in November!
Look more in-depth into his customer-saving philosophy here.
Friday, August 14, 2009
Overall, customer care performance has improved to 735 on a 1,000 point scale. That’s up 12 points from February. Seventy-six percent of calls to customer service were resolved on first contact, up from 66 percent in February. Hold times also average 5.55 minutes, down from 6.58 minutes in February, according to J.D. Power.
Very interesting news for iPhone and Palm Pre users.
Among social networks being embraced by all marketers, the top sites used are:
- Facebook (74 percent)
- YouTube (65 percent)
- Twitter (63 percent)
- LinkedIn (60 percent)
In 2009, the most effective newer media platforms were as follows:
- Search engine marketing (SEM) (65 percent)
- Own Web site (59 percent)
- Search engine optimization (SEO) (55 percent)
- E-mail marketing (45 percent)
New ANA/B2B Magazine Study: Marketers Embrace Newer Media Platforms
STUDY: Two-Thirds of Marketers Now Use Social Media
Thursday, August 13, 2009
Some significant number changes include average wait times changing from 6.58 minutes to 5.5 minutes and the percent of calls that were resolved on first contact changing from 66% to 76%. Here are other trends identified by JD Power on the ZDNet post:
- A third of contacts are about the cost of service.
- Among customers that contact their carrier two to three times to fix an issue, 17 percent are likely to switch carriers. If a problem is solved in one contact, 10 percent are likely to switch.
- Fifteen percent of contacts are due to calls or text messages from carriers.
Robert takes a different approach to following people on twitter, he focuses on following only a certain amount of people intimately. Among those people followed are obviously family but then early adopters, influencers, and thought leaders. Everyone though has a different mindset in terms of twitter followers. What's your approach to following people on twitter?
But lone research firm Austin, Texas-based DisplaySearch, a division of the global market research firm NPD Group, predict the worldwide manufacturing capacity for solar cells will expand by 56 percent this year over 2008 levels. 2009 is seen as one of the weakest market years this decade, with even DisplaySearch admitting that demand is down by some 17 percent this year, while others see a decline of up to 30 percent.
Will the market research prove to be true for this fledgling market, or will we see a loss in solar energy across the United States?
World Solar Industry Appears Headed for a Shakeout
Wednesday, August 12, 2009
If customers needed help when searching through the site, 36% preferred email as a contact means, 26% said they would visit the FAQ section, and only 19% said they would call a customer service number. Many UK websites still haven't provided adequate means of contacting customer service through the internet. They will have to do a better job, as well as utilize live chat to have an effective online customer service strategy in the future.