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CRM at the Speed of Light: SoCiaL CRM StRategieS, tooLS, and teChniqueS foR engaging YouR CuStoMeRS
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also actively consults and trains, working with the likes of JCPenney, Teradata, and IBM But you know what s coolest He owns and races thoroughbred horses, including one he used to have called Thunkin Theodore, who owned my horse-loving heart for a long time Your classroom, Jeff Mini-Conversation with Jeff tanner
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Marketing is no longer about the 4 Ps As Hiram Barkdale, one of my professors said over 20 years ago, We ve been P-ed on long enough Marketing is now about creating offerings that deliver value, then communicating and delivering that value But when the sales force is the lead go-to-market channel, marketing s role is often vilified while sales is glorified Marketing s contribution to creating, communicating, and delivering value is hindered, in part by marketing s own assumption that it has responsibility and control over customer strategy Questions over who owns the customer take over the conversation, and everyone s ability to deliver value is diminished Since this book is more likely to be read by marketing types, here s how to play nice with salespeople:
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1 In all situations, the one closest to the customer should own the relationship So if you have salespeople who call regularly on customers, they own the customer
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2 That means they own the data You might own the CRM system, but until
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and unless they put data in your system, you got bupkes
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3 Prove your value to salespeople first Then ask for the data That means
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you have to buy data, make do with less, try a test case, whatever; prove your value first
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4 Automate data capture There are many others who touch customers who
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can contribute valuable data to your dataset Salespeople can also add data without pain if you can think of ways to make it easier Don t forget that customers can add data, too If you have self-serve options for customers, use those touchpoints as an opportunity to gather information
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5 Never underestimate the value of a smile and a little flattery, as well as
asking Qualitative data from salespeople can be even more valuable than hard data if gathered in a scientific and formal manner For example, trade shows may be old school, but they are still a great opportunity to meet and gather information from customers Yet, when creating your messaging for the show, consider asking salespeople what messaging they
SaLeS and MaRketing: the CuStoMeR iS the Right SubjeCt
use that opens doors for them If they can open a door with a certain phrase, use it to bring folks into the booth Use it to get prospects to open an e-mail You can t get that kind of knowledge from a database Salespeople engage customers in conversations Yes, they are directed conversations, meaning the salesperson is attempting to direct the customer toward a specific action most of the time, but they are conversations nonetheless Take a lesson from sales and treat data gathering as a conversation, beginning by asking to listen in and learnq
This may have been an overly ambitious chapter, but I think it was necessary Sales and marketing, at this point, necessarily need alignment and at some point might even be integrated We ll cross that bridge when we come to it But there is one other traditional pillar of CRM that we have to look at Perhaps more than any other, it is undergoing the most dramatic, if not the biggest transformation and has the most viral implications That is customer service and, after you catch your breath, we ll head over to the customer service department
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Customer Service Is Our Name and Our Game
n 2006, Vincent Ferrari had an agonizing exchange with an AOL representative when he attempted to cancel the account He taped it and it went viral The employee was fired In 2007, Sprint fired 1,000 customers because they were unprofitable It was later discovered by intrepid web reporters that 200 of those customers were deployed military in Iraq and Afghanistan so they were in areas where roaming had to go on Sprint was embarrassed and the accounts reinstated, as were many of the other 800, who were cut off due to excessive calls about Sprint s billing mistakes In 2009, when I go to clients and begin to examine their customer service models, I almost always hear from them that they already have great customer service representatives This is true to some extent There are some customer service representatives whom the customers love and, even more germane, trust Do you see what these stories all have in common Each of them demonstrates an immediate fix firing employees or reinstating customers or relying on individually excellent customer service representatives but none of them deals with or even considers the actual issue How do you institutionalize the kinds of practices, processes, and engagement models for customer service that will prevent the problem from happening ever again Keyword once again: institutionalize This is not a trivial issue Engaging customers to get reciprocal value because they re happy with you is one thing Dealing with those same engaged customers at their most upset is quite another What makes it worse than just going head to head with someone who s ready to smack you upside that head is that in our lovely, connected, peer-trusting world, that attempt can
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