I’m a huge fan of companies who solicit my feedback after I’ve done business with them…after all, that IS the business I’m in—ensuring that companies have information about how well they are meeting their customers’ needs.  However, I definitely think that there is a right way and a wrong way to do this.

How many of you have been asked the following question (or some variation) at the end of an interaction, whether in person or on the phone?

“When you receive our follow-up survey, will you give me a good rating?”

Sure, it’s great that customer service staff who ask this question 1) know that they are being measured based on how satisfied customers and 2) care about the measurement.  But when they ask this question, do they REALLY want to go further to ensure that I’m a satisfied customer?  What will they do when they get a ‘No’ response?

I personally think that referring to ANY post-encounter survey, except to encourage you to take the time to complete it, is just TACKY…certainly there are better ways to ensure that you have fully met a customer’s expectations such as:

• “Is there anything else I can do to help you today?”
• “Have we resolved all of the issues you called about?”

These variations still help ensure that you have a satisfied customer on your hands, but don’t come off quite as pushy or needy…but what do you think?

Guest Blogger, Gary Katz of Marketing Operations Partners.

Earlier this year I read Bill Stinnett’s excellent book, Think Like Your Customer, which should be required reading for anyone in Sales and Marketing, especially if you market high-value products and services.

A glaring Marketing Operations disconnect for many companies is our tendency to over-focus on What and How we want to sell, when we really need to develop a deeper understanding of What, Why and How our customers buy. Those of us in MO need to assert leadership in aligning our company’s sales process with our customers’ buying process.

The healing starts at home. Our collective lack of effectiveness in supporting one of our primary customers, Sales, surely speaks to the growing emphasis today on Sales and Marketing alignment.

Yes, Sales and Marketing have equal roles in this often dysfunctional relationship. Yet it is incumbent on us as marketers to take responsibility for cleaning up our side of the house if we want a shot at a healthy, mutual partnership with Sales. If you’ve been in a long-term business relationship or a marriage, you know what I mean. Our unilateral thinking and actions impact the overall health of the system, for better or for worse.

So how does all of this relate to Stinnett’s book? I’ve gleaned a couple of key insights below that are especially meaningful to me. I also discuss some possible implications of these insights, which I recommend my fellow marketers and MO practitioners seriously ponder:

1. We need to remember our customers are buying a desired outcome, not a solution. Our organizational focus should be on understanding the gap between our customers’/prospects’ current state and their desired future state – the motive, the urgency, the payback, the consequences of inaction, the means to act, the perceived risks in acting.

Implications for marketers: We can best support Sales by providing the process and means to better understand this gap. We also need to deliver collateral and marketing programs that attract prospects interested in bridging the gap. We need to continually ask ourselves some key questions to ensure that our selling process is not just aligned with the customer, but with our business goals. How well can we fill the gap for the customer and still meet our profit objectives? How can we support Sales to ensure that new sales reps are properly trained to act in accord with this customer-centric approach?

2. We need to understand our customers’ buying process and imperative to buy. Where are they in the buying process? What do they need to do next? Who else is part of the decision process? How can we enable our customer champions to take the next step in the buying process? We need to understand the motive behind the potential selling opportunity motive to support sales reps. Is the reason to buy a planned replacement, an unplanned replacement, a
new purchase to keep up with the competition or a new purchase to get
ahead? Is the initiative supported from the top-down or is it
bottom-up? How does this initiative rank in terms of priority compared to other initiatives the customer might choose to fund? If we don’t understand these fundamental buying factors, we won’t be able to support Sales with strategic intent. We’ll just be providing air cover, absent a battle.

Implications for marketers: The programs we establish, the campaigns we develop, the tools we create need to be geared toward helping Sales help our customers to buy. Does Sales believe our marketing programs, campaigns and sales tools contribute to gaining greater access to qualified prospects? Reaching “hidden” decision makers? Equipping customer champions to sell on our behalf? Is there significant tension for the customer to buy? Our credibility with Sales is at stake. Our sales reps need to trust that the leads we provide are legitimate qualified opportunities. They’ll have much greater respect for us and the quality of our leads if we take the responsibility to nurture prospects until they are truly ready to buy. This means, when the customer has demonstrated that they know what they are buying, why they are buying and how they are going to buy it. The last thing we want to do is waste our sales resources on a sourcing decision (“Who will I buy from?”) when we (and/or our prospect) don’t have a strong handle on the why, what and how.

It really comes down to aligning our internal sales and marketing process (with our internal customer, Sales) with our customer buying process. This is a fruitful area for Marketing Operations to focus. Our contributions can make a real difference in our organization’s ability to:

• Attract and win the right prospects and customers
• Nimbly and appropriately respond to sales opportunities, based on a sound understanding of where prospects are in their buying cycles
• Optimize our sales resources to focus on high-touch, ready-to-buy opportunities
• Empower our customer champions to be highly effective advocates of our value proposition
• Mobilize our marketing resources – programs, campaigns, collateral – where they will have the greatest impact

Gary Katz is founder and CEO of Marketing Operations Partners, a training and consulting firm seeking to evolve the emerging Marketing Operations discipline into a valued Chief of Staff function for the CMO. Gary is a visionary and thought leader in the Marketing Operations field, who began teaching the first known US university class on Marketing Operations at UCSC Extension in 2008. For more information, visit www.mopartners.com.

This is a blog entry by guest blogger, Reena Kapoor of Conifer Consulting.  Reena is a pre-eminent marketing strategist and this entry shows some of her key values in the work she does with clients.

Many companies fear social media.  But the good ones have less to worry about than they might fear. While SM can be intimidating (especially with all those lawyers out there chomping at the bit in our sue-happy America), the truly good companies will find that social media is a friend.  In fact it is their key ally. Why? Because Social Media may expose your vulnerabilities but it also amplifies the good.  GREATLY! Here’s why.

Four companies in the past month have so impressed me with their service that after just this one experience with each of them I am probably a customer for life!  So what did these companies do?  Simply put they:

• indulged in good old fashioned customer service
• delighted me, the customer, especially when I was down /stressed
• simply kept the promises they made in all their ads and promotional materials when they signed me up or attracted me to their business.

Sidenote; If you know my philosophy of marketing then you know I simply call this marketing.  Everything else especially when people say “yeah it’s all just marketing…” is very simply, lies.

So how did this good get amplified?

1. I am a customer for life. And what’s my life time value compared to what they gave me in terms of goods and service?
2. I am so impressed that the competitors can quit calling or writing me. No matter how good their marketing they are wasting their time — not until there are exaggerated instances of bad service from my current companies in the future — highly unlikely! A good culture, like a bad culture, sticks!
3. I am telling everyone – on Yelp, Twitter, on my blog here, everywhere… And where I used to tell 10 friends I am telling all my followers in Twitter, I have told everyone on Yelp and this blog post even shows up on LinkedIn since my posts on this multiple through all my networks.

Some old fashioned stuff is not a fashion after all; it’s a classic.  Know how to recognize it, preserve it, cultivate it with great care AND let social media amplify it for you!!

In case you’re wondering, those companies are:  Geico, America’s Tire, Enterprise Rent A Car and Zappos.

Reena Kapoor, of Conifer Consulting, (www.ConiferInc.com) helps organizations with new product & marketing strategy.  She brings over 18 years of new products & brand management experience from Fortune 100 CPG companies and venture-backed Silicon Valley companies.   Reena has deep consumer brand, product management and marketing leadership experience and brings this background to her work in helping organizations define their businesses based on a strong marketing/customer focus.

I had a great customer service experience recently and think it’s only fair to share that since, like most of us, I’m more than eager to share the BAD ones.

I traveled with my family on a Carnival cruise to Mexico 2 weeks ago (yes, we had fun and gained a cumulative 11 pounds among the 3 of us!).  We were all prepared for a sub par cruise experience since, after all, it WAS Carnival (and not the higher priced Royal Caribbean or Princess lines which we have cruised before).

Our actual experience was not that much different from our experiences with other lines…there were little things that were different, however Carnival did a great job of spoiling us and ensuring that everything was in place to have a great time.  We walked away from the cruise thrilled that we had done the trip and ready to recommend Carnival to anyone that considered cruising an exorbitant luxury.

But what absolutely DELIGHTED us was the level of service we encountered when we reported my son’s passport missing (it actually wasn’t MISSING…we knew exactly where he left it!).  Within 24 hours of filing an electronic ‘claim’, we received a personal email from the Guest Relations department, telling us that they had, in fact, located the passport and that we would be hearing back from a designated representative within a week (they had to get the passport from the ship to a post office…at that time, it was back at sea on its way back to Mexico!).

Even better than hearing back from someone, less than a week later, we actually received the passport in the mail!  I was shocked…we had the passport back only 9 days after we had left it on the boat.  And no one was hitting us up for a ‘handling fee’ of some kind—I was totally prepared to pay $20 or so to cover the extra effort required to return the passport.

What this experience reminded me of is that even though all of the work that organizations do on their ‘core product’ is important, it’s the LITTLE things (like how you handle your Lost and Found department or your Returns process or your Tech Support desk) that are opportunities to exceed customers’ expectations and really wow them.  Those situations can go a long way to helping your customers really understand how devoted you are to making it easy for them to do business with you and that you really care about their business.

It sure worked for me…I’m now a loyal Carnival Cruise Line customer!