Monday, October 13, 2014
Not All Social Media Followers Are 'Equal'...
2:15 pm edt
To succeed in business today (and in politics as well) it’s good to have a lot
of Facebook likes and Twitters followers, right? After all, a large and active social media base leads
to greater awareness and consideration, and maybe more. But, perhaps we should consider the practical consequences of
attempts to aggressively build likes and followers.
The 'Business' of Exploiting
the Social Media
Tell a dedicated employee that it’s his/her job to
generate likes and followers, and it’s likely she will go out and find a way to get them. Pressure him to produce
even more and he will get you there as well. Unfortunately, unless you have made it very clear why you want them, and
what you expect those followers to do for your brand, the results may be deceiving and disappointing.
an investigation reported recently by Darren Samuelsohn of Politico.com that casts doubt (or at
the very least some skepticism) about the large numbers of followers reported by brands and personalities. In particular,
Samuelsohn found evidence that the number of followers presented by some of the biggest names in American politics are, shall
we say, slightly exaggerated. According to analysis from Politico, eager staffers
have likely been using bots and click farms to find ‘followers’. The result is astounding:
- 46.8% fake followers for @BarackObama
fake followers for @SenJohnMcCain
- 21.9% fake followers for @HillaryClinton
- 18.9 % fake followers for @Chris Christie
Bringing It Back to Products, Brands and Services...
But you aren’t
aiming to be the leader of a country or even a member of Congress, so how does this relate to your business practice?
- You need to think quality, not quantity in your social media strategy.
Whether you have millions or hundreds of likes or followers, what you really should be looking for are more opportunities
to cost effectively communicate with your customers and prospects.
- Fake followers and users don’t actually interact with your Twitter or Facebook accounts so they
aren’t sharing your comments or content. In fact, they are actually making your ratio of followers to
shares look worse!
- While you can buy fake followers fairly cheaply, they
have absolutely no value, and actually impose a cost. If your social media followers were ever subjected to careful
investigation, the revelation of your fake followers could actually do more damage to your credibility than your
accomplishments through your legitimate followers.
Authentic Ways to Build
Your Social Media Following
There are any number of legitimate ways to build likes and followers. The common
elements among the approaches is that they involve some hard work and require that you provide some form of value. That
value can be: a chance to win a contest, a special deal or discount, having access to information about your brand not available
to the general public, getting cool content to share, and receiving entertaining content that emotionalizes your brand or
Like so many other opportunities in life, the best social media followers aren't easily obtained....
the knack is in disciplining one's self to aim for quality over quantity.
Tuesday, September 23, 2014
The Five Most Powerful, Yet Seldom Heard Words in Customer Relationship Management
9:48 pm edt
Stories of dissatisfaction seem all too prevalent. When things go wrong, it’s appropriate for customers to
complain and today’s ‘enlightened’ management seems goaled to respond. But less frequent are the stories
of satisfaction. Not because they occur less frequently. No doubt, most service encounters and customer interactions
end up with satisfactory if not delighted outcomes. But, when satisfaction is delivered, there’s less motivation
to act on it. Appropriately, customers shouldn’t feel the need to compliment a business for simply doing ‘the
right thing’. But sometimes, when a customer is unexpectedly delighted, an acknowledgment is appropriate.
We write our fair share of letters of complaint; but we also try to send letters of compliment in situations
of extraordinary outcomes. Our complaints are almost always acknowledged. But our compliments? Funny thing,
they’re almost never responded to! So ask yourself, have you ever told a customer these five words,
“Thank you for your compliment”?
Not 'Rocket Science'!
Acknowledging compliments should be one of the most obvious practices a
business can undertake. And yet, few businesses do so. Why? Well, first off, a compliment bears no troubling
threat (“I’ll tell 100 people”, etc.). Second of all, no one is in charge of compliments! Larger,
forward thinking organizations with Chief Customer Officers should probably institute “compliment departments”,
but currently we know of none.
So why our concern? It’s all about building relationships with
customers, and these days nobody doesn’t want a relationship with their customers. So, put yourself in the role
of an enthusiastic customer. He or she takes the time to reach out to a company or brand to exclaim their extreme satisfaction.
And then, what happens? Nothing! And lo and behold the bond with this customers has been weakened - if not destroyed!
An Example: We're Acknowledged
We were reminded of this issue because a month
or so ago we wrote a note of compliment on a restaurant’s database counter card. We noted that our server was
extremely attentive, very knowledgeable and a real ‘host’ for the restaurant. About a week ago (a bit late,
but still exemplary) we received an email from Alyssia, the manager of the restaurant (Biggies of Hoboken), thanking us for
our compliment. Bingo! The result? We felt: listened to, appreciated, and acknowledged. In short,
we felt closer to this business; our relationship was strengthened - we'll definitely return.
our book, Aftermarketing, first published in 1992, we’ve recommended
the following course of action for responding to compliments:
- Respond as quickly as possible and use a medium
of communication with a priority equal to or higher than that by which you received the compliment. (Don’t respond
by USPS letter to a compliment received by email.)
- Restate the exact compliment you’ve been given. This
helps reinforce in the customer’s mind the praise they’ve offered you.
- If you’re involved in a telephone
call or on-screen chat, try to elicit the compliment from the customer again (further reinforcing the compliment).
the customer for their business. (If you have affinity merchandise, send something along to further bond with the customer.
A paperweight or other item can serve as a ‘conversation starter’ allowing the customer easier entry to telling
others about their delight with your company/brand.)
- Encourage advocacy. If you have a user community or other
channels for ‘privileged information’ about your company or brand offer the customer participation. If not
include some "insider news" about your company or brand - it'll give your customer something to mention to others
(in the name of your brand).
Customers with compliments are everyday
advocates asking to be reinforced in their zeal and commitment towards your brand. Don’t
let yourself down by failing to ‘close the loop’ with them! Formulate your 'compliment
handling process' today.
Monday, September 8, 2014
Loyalty Programs: Lots of Hidden Challenges
7:13 pm edt
When thinking about
ways to increase your customers’ loyalty it’s not surprising to consider adopting some form of a rewards program. Many
have. The fact is, whether effective or not, loyalty programs are being offered by just about everyone. From your
corner dry cleaner to American Airlines, marketers everywhere seem convinced that a loyalty program is a ‘must have’.
With such universal acceptance, we didn’t find the results of the 2013 Loyalty Census from Colloquy
very surprising. According to the investigation:
- The average U.S. household is
enrolled in 22 loyalty programs; (that's a 17% increase over 2010's 18 programs).
- However, each U.S. household is ‘active’ in only nine programs!
- And, the proportion of programs in which a household is 'active' appears to have peaked (2010's 46%
exceeding 2012's 44%).
- We all know that 'averages' are deceiving. The
Hannifin Loyalty blog reports that in one specialized segment of consumers, business travelers, the
average number of loyalty program memberships is as high as an astounding 40 programs per traveler!
But Are We Asking the Wrong Question?
active or not, can be a fickle indicator of effectiveness. As opposed to mere ‘belonging’, a better question
to ask might be how many programs are ‘top of mind’ for customers? That is, how many programs are truly
engaging members of the program? More importantly, from the sponsor’s side, how many
loyalty programs are actually influencing members’ behavior - increasing spending?
We use a Value Equation as our
model in considering how customers decide about repurchasing brands, products and services. If they’re effective,
the loyalty programs in which a customer is enrolled should become components in each customer’s value equation calculation
for a brand. The more effective the program, the more weight the program component should exert in urging repurchase.
This being said, here are several actions loyalty program owners should be considering:
- Is your loyalty program stimulating active engagement, or does your structure condone passivity
- merely setting membership ‘hurdles’ but failing to involve members in your brand?
- Have you truly identified the behavior you want your program to influence?
While it sounds trivial, many loyalty programs suffer from weak or non-existent goals. Be specific.
Do you want: to retain customers; to broaden the range of products they buy from you; to increase the frequency
of their purchases? The way you structure your program can help accomplish very specific behaviors.
- Do you recognize that your loyalty program is part of the total experience
you provide your customers, not an isolated adjunct. Whatever your loyalty program offers, however it’s
conducted, all of the program's components contribute to the total experience you offer your customers.
- Are your program’s rewards significant, relevant and desired such that they actually possess
motivating power? Are your customers sufficiently familiar with your rewards so that they strengthen their
emotional bonding to your brand?
- Does your program offer
specialized rewards consistent with your typical customer’s needs and interests as determined by his/her status
in their life cycle with your brand.
- Do your program members
spend more and behave more positively toward your brand than they did prior to becoming members?
Is that increased spending more or less than the total cost of planning and executing the loyalty
- Are you certain your loyalty program is more than
just a ‘mileage program’? A mileage program will only perpetuate current purchasing. A true loyalty
program should impact many different aspects of your customers’ interactions with you.
All said and done, creating a loyalty program may be your easiest task; keeping it engaging and motivating
is the real chore. And, there's also the frequently overlooked implicit obligation of justifying your program by tracking
Thursday, July 24, 2014
Filling The Hole In Your NPS
10:28 am edt
Corporations large and small depend upon their NPS (Net Promoter Score) to evaluate staff,
compare themselves to their competitors, monitor their progress over time, and more. As you probably know it's a survey-based
process asking people how likely they are to ‘recommend’ a brand, service or company to others based on their
own personal experiences with the brand, service or company. The key NPS statistic is created by subtracting the number
of "detractors" (respondents who score their willingness to recommend at only a 1-6 on a ten-point scale, or 1-6
on an eleven-point scale) from the number of "promoters" (those who rate their willingness to recommend at a high
score of 9 or 10). Hence the construct of ‘net’ promoters (the proportion of a customerbase likely to promote
minus those unlikely to promote).
You Really Should Know
The NPS score is frequently criticized both because it only assesses ‘likely behavior’…
and because it fails to further probe qualities of the likely behavior. In short, it fails to provide enough information
to help remedy the extent of failure it identifies. In our work on word of mouth, we’ve addressed the NPS weakness
by focusing on actual recommendation behavior; and what was actually communicated. Here’s how we recommend NPS
programs can be enhanced to make them much more useful. They should be teamed with a 'follow-up' survey that focuses
the actual ‘reach’ of recommendations, by itemizing how many people the “promoters” actually
did speak to and what they actually said.
- Comparing how promoters’
messages, tonality and reach differed from those of detractors.
the type of emotion associated with the messages (i.e. “positive”, “negative”, “neutral”).
- Describing how recommendations are actually being communicated: narrowcast (through
private channels: phone, texts, emails, face-to-face) or broadcast (through public channels: Facebook, Twitter,
Way You Can Objectively Find Out
admittedly not the purpose for which we developed it, a tool like our Buzz Barometer® addresses
all these missed opportunities and increases the value of NPS programs. Our approach is simple; we would draw the email
addresses of three groups of customers who had responded to a corporation's survey that included the NPS question. One
group would be those who had rated the brand a 9 or 10, a second group would be those who rated the brand a neutral 7 or 8,
and a third group who scored the brand a 1-6.
We would invite customers in these three groups to respond to a
secondary survey. Our Buzz Barometer® questionnaire asks customers to report on their own word of mouth
behavior (frequency, valence, medium, message summary, etc.). All this information would allow us to produce qualitative
and quantitative pictures that bring promoters (as well as detractors and neutrals for that matter)
to life, to help the entire organization better understand the key drivers of promotion and detraction and how energetically
these positions are being spread.
Tuesday, June 24, 2014
When Things Go Wrong....
8:31 pm edt
“Disaster recovery” is something that large organizations - trained in quality
control principles - recognize to be a necessary component of their operations. They know exactly how they want a process
(e.g. guest registration at a hotel) to proceed, but they also recognize that occasionally things won’t go as planned.
In these few instances of failure, they provide a roadmap for employees suggesting specific ways employees can put things
right. These roadmaps (for many different anticipated failures) are their disaster recovery plans.At the Ritz
A disaster recovery policy at one time in place at Ritz Carlton Hotels has become a legendary example. Reportedly
employees were given “Ritz Carlton dollars” to help ameliorate the angst of guests who encountered problems during
their stay at a Ritz property. Maybe requested turn-down service wasn’t rendered. No problem; the housekeeping
staff or front desk personnel could offer the complaining guest a complimentary manicure or dessert. Employees were
kept in reasonable tow by being allocated a fixed number of Ritz dollars every week which they issued to guests to pay for
the proffered reparation – at their own discretion.Disaster Recovery Isn't Well Known
Despite the specifics of the Ritz-Carlton example,
disaster recovery is generally not about 'paying to restore' the customer’s satisfaction. Instead, the generally
respected philosophy of disaster recovery is to show concern that an organization didn’t live up to the needs or expectations
of a guest and is truly sorry. Obviously if turn-down service isn’t provided, there’s likely a systemic
problem with scheduling or personnel that needs to be corrected – but the more immediate “guest-facing”
solution is to show concern and regret by doing something that will be both unexpected and appreciated. The real skill
of successful disaster recovery is in making the reparation both unexpected and truly cherished.
Our reason for this particular Insights column is that while big organizations generally
understand all of this, disaster recovery may not be well understood or practiced by smaller organizations. Our case
in point, a recent dinner at a local restaurant. We were joined by several couples at a restaurant which had delighted
us on several previous meals. Upon arrival we were greeted by the hostess-co-owner and in turn we introduced our guests
as referrals we wished to have experience her restaurant.Thanks, But No Thanks!
Uncharacteristic of previous visits to the restaurant,
from our arrival the experience deteriorated quickly. It seemed that the kitchen (the hostess’s husband) was over-taxed
by a full house. Our appetizers came out in a reasonably timely fashion, but then there was an hour’s wait for
our entrées. In short, a disaster was in full bloom.
When we explained to the Hostess how unfortunate the delay was, we were treated to a defensive discourse about how
busy the kitchen was….and that we and our guests should have more patience. This response illustrates
how organizations without instituted disaster recovery plans often extemporaneously attempt to solve a problem. The
general result is to become rationally self-defensive. But customers almost never want to understand the difficulties
a service provider is experiencing. From their more emotional perspective, they simply wish to enjoy timely and perfect
service! The bottom-line? When a business lacks a scripted or well thought-out disaster recovery plan, the ad-libbed
response may often worsen the disaster rather than curing it.
This example also characterizes another failure
of many organizations. Diners at the restaurant weren’t the only ones aware of a problem; the wait-staff and kitchen
staff should have been aware of their difficulties in meeting the evening’s demand. In such situations, some organizations
will adopt an ostrich demeanor by stubbornly refusing to acknowledge the developing problem as if ignoring the problem will
make it go away. If a member of the wait-staff had confronted the problem and had actively informed us that the kitchen
was having difficulties, we would have been fore-warned and might have accepted conditions more cordially. In addition,
if a gratis appetizer had been offered it could have minimized the pain of the wait avoiding a full-scale disaster.
So the key learning here is to assume the worst - that you won’t always properly
deliver your customers the experience you wish them to have. In the few situations when you fail, you need a practiced
disaster recovery process. Staff and management need a well-planned solution that seeks to placate the angst of your
affected customers. These processes will be your disaster recovery systems.