Tag Archives: customer engagement

How to Create a Great Customer Experience

By James D. Roumeliotis

Creating a great customer experience is essential for building customer loyalty, satisfaction, and positive word-of-mouth. Here are key strategies to ensure a memorable and positive customer experience:

1] Understand Your Customers: Invest time in understanding your customers’ needs, preferences, and pain points. Conduct surveys, gather feedback, and use analytics to gain insights into their behaviors.

2] Define a Clear Customer Journey: Map out the customer journey from awareness to post-purchase. Identify touchpoints and ensure consistency in communication and service at each stage.

3] Personalization: Tailor your interactions based on customer preferences and behaviors. Personalized experiences make customers feel valued and understood.

4] Effective Communication: Communicate clearly and transparently. Keep customers informed about their orders, services, or any changes. Use multiple channels to reach out, including email, social media, and phone.

5] Train Your Customer-Facing Staff: Equip your customer service and sales teams with the necessary skills and knowledge to provide excellent service. Customer-facing staff should be empathetic, knowledgeable, and solution-oriented.

6] Quick Response and Resolution: Respond promptly to customer inquiries, whether through email, phone, or social media. Resolve issues efficiently and make the customer feel heard and valued.

7] Consistency Across Channels: Maintain consistency in your brand messaging and service quality across all channels, including in-store, online, and social media. This builds a unified and reliable brand image.

8] User-Friendly Website and Apps: Ensure your digital platforms are user-friendly, intuitive, and provide a seamless experience. A well-designed website and easy-to-use apps contribute to a positive customer experience.

9] Proactive Problem Solving: Anticipate potential issues and address them proactively. This can involve providing FAQs, troubleshooting guides, or reaching out to customers before problems arise.

10] Reward Loyalty: Implement a loyalty program to reward customers for their repeat business. Offer discounts, exclusive access, or personalized perks to show appreciation.

11] Solicit and Act on Feedback: Encourage customers to provide feedback and actively use that feedback to improve your products or services. Demonstrating that you value customer opinions fosters trust.

12] Surprise and Delight: Occasionally go above and beyond by surprising customers with unexpected perks, discounts, or personalized gestures. This creates a positive emotional connection.

13] Community Engagement: Build a sense of community around your brand. Engage with customers on social media, respond to comments, and create opportunities for customers to connect with each other.

14] Empower and Train Employees: Empower your employees to make decisions that benefit the customer. Provide ongoing training to ensure they are equipped to handle various situations.

15] Measure and Analyze: Use key performance indicators (KPIs) and customer satisfaction metrics to measure the effectiveness of your customer experience initiatives. Analyze data to identify areas for improvement.

By incorporating these strategies into your business practices, you can create a positive and memorable customer experience that fosters loyalty and contributes to the overall success of your brand.

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The Best Strategy For a Luxury Business to Attract and Sell to the 1% ─ Also Known As The Ultra-High Net Worth Individuals

James D. Roumeliotis

Attracting and selling to the ultra-high net worth individuals (UHNWIs), often referred to as the 1%, requires a strategic and personalized approach given their distinct preferences, expectations, and purchasing behaviors. Here are some effective strategies for a luxury business targeting this exclusive market:

  1. Personalization and Customization:
    • UHNWIs appreciate personalized and bespoke experiences. Tailor your products and services to meet individual preferences and offer exclusive customization options.
  2. Exclusivity and Limited Editions:
    • Create limited edition products or services that are exclusive to UHNWIs. Limited availability enhances the allure of your brand and products.
  3. VIP Services and Privileges:
    • Offer VIP services such as priority access, private viewings, and exclusive events. UHNWIs value unique experiences and providing them with privileged treatment enhances their connection to your brand.
  4. Private Consultations:
    • Provide private consultations or concierge services where UHNWIs can receive personalized attention and guidance. This can include private shopping experiences or dedicated advisors.
  5. Exceptional Quality and Craftsmanship:
    • UHNWIs seek the highest quality and craftsmanship. Ensure that your products or services are of unparalleled quality, using the finest materials and skilled artisans.
  6. Brand Heritage and Legacy:
    • Highlight your brand’s heritage and legacy. UHNWIs often appreciate the history and traditions associated with luxury brands.
  7. Collaborations with Influencers:
    • Partner with influential personalities or celebrities who resonate with the tastes and lifestyles of UHNWIs. Their endorsement can enhance your brand’s desirability.
  8. Exclusive Membership Programs:
    • Introduce exclusive membership programs that offer unique benefits, such as access to limited editions, private events, and personalized services.
  9. Art and Cultural Connections:
    • Align your brand with art, culture, and philanthropy. UHNWIs often have a keen interest in supporting and engaging with cultural and charitable initiatives.
  10. Digital Presence with Discretion:
    • Maintain a sophisticated and discreet digital presence. UHNWIs value privacy, so ensure that your online interactions and communications respect their need for confidentiality.
  11. White Glove Service:
    • Implement a white glove service approach, going above and beyond to meet the expectations of UHNWIs. This includes seamless and personalized customer service.
  12. Networking Opportunities:
    • Create exclusive networking events where UHNWIs can connect with like-minded individuals. Building a community around your brand enhances its appeal.
  13. Tailored Marketing and Communication:
    • Craft marketing messages and communication materials that resonate with the aspirations and lifestyle of UHNWIs. Use high-end publications and targeted platforms.
  14. Innovative Technology Integration:
    • Incorporate innovative technologies or cutting-edge features into your products or services to demonstrate a commitment to staying at the forefront of luxury trends.

In the end, building trust, maintaining discretion, and consistently delivering exceptional experiences are key elements in attracting and retaining UHNWIs. It’s not just about selling a product; it’s about creating a lifestyle and a sense of exclusivity that aligns with their values and aspirations.

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Filed under 1, Luxury, luxury branding, luxury lifestyle, luxury storytelling, selling luxury, what is luxury

How to Create a Customer-Centric Strategy for Your Business

By James D. Roumeliotis

Building a customer-centric business is essential for long-term success and sustainable growth. A customer-centric way of doing business is focused on providing a positive customer experience before, during, and after the sale.

According to CX solutions at SAP, 72% of customers will share a positive experience with 6 or more people. On the other hand, if a customer is not happy, 13% of them will share their experience with 15 or even more. Most customers don’t tell you they’re unhappy. In fact, only 1 in 26 unhappy customers actually complain. The rest simply stop doing business with the organization.

Here are eight steps to help create a customer-centric business:

1] Understand your customers and anticipate their needs: Develop a deep understanding of your target audience by conducting market research, surveys, and customer feedback. Identify their needs, preferences, pain points, and expectations.

2] Offer only quality products and/or services – avoid competing on price and offer value for money: Focus on delivering high-quality products or services that solve customer problems and provide value. Consistently exceed customer expectations.

3] Create a seamless customer journey at every touch point: Ensure a smooth and consistent experience for customers across all touchpoints, whether online, in-store, or through customer support. Eliminate friction points in the customer journey.

4] Empower your team: Empower employees to make decisions that benefit customers. Encourage a customer-centric mindset throughout your organization, from leadership to frontline staff.

5] Reward customer loyalty: Implement a loyalty program that rewards repeat customers. Recognize and appreciate their loyalty with exclusive offers and incentives.

6] Continuous Improvement: Never stop looking for ways to improve the customer experience. Regularly assess and update your processes and services to stay aligned with customer needs (proactive vs. reactive).

7] Measure and Analyze Data: Use data analytics to gain insights into customer behavior, preferences, and trends. Data-driven decisions can help you fine-tune your customer-centric strategies.

8] Innovation: Stay ahead of customer expectations by constantly innovating and introducing new features, products, or services that meet evolving customer needs.

Building a customer-centric business is an ongoing process that requires a commitment to putting the customer at the center of all your decisions and actions. It not only enhances customer satisfaction but also drives loyalty, referrals, and long-term success.

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The Total Holistic Customer Experience: What Is It All About?

James D. Roumeliotis

A holistic customer experience refers to the comprehensive and integrated approach a business takes to address the entirety of a customer’s journey, interactions, and perceptions across all touchpoints and channels. It emphasizes the need to understand and cater to the customer’s needs, desires, and expectations at every stage of their relationship with the business, from initial awareness to post-purchase support.

A holistic customer experience recognizes that customers interact with a business through various channels, such as in-person interactions, websites, mobile apps, social media, phone calls, and more. It aims to create a seamless and consistent experience across these channels, ensuring that the customer feels valued and supported regardless of how they choose to engage with the business.

Key elements of a holistic customer experience include:

  1. Customer-Centric Approach: Placing the customer at the center of all business decisions and strategies. This involves understanding their needs, preferences, and pain points, and aligning the organization’s efforts to meet and exceed their expectations.
  2. Omni-channel Integration: Providing a consistent experience across multiple channels and touchpoints. This involves ensuring that customers can seamlessly transition between different channels without losing information or experiencing disjointed interactions.
  3. Personalization: Tailoring the customer experience based on individual preferences and characteristics. This can include personalized product recommendations, targeted marketing messages, and customized support based on customer data and insights.
  4. End-to-End Journey Mapping: Understanding the customer’s journey from the initial point of contact to post-purchase interactions. This involves identifying and addressing pain points, optimizing each stage of the journey, and ensuring a positive overall experience.
  5. Employee Engagement: Recognizing that employees play a crucial role in delivering a holistic customer experience. Engaged and empowered employees are more likely to provide excellent service and create meaningful connections with customers.
  6. Continuous Improvement: Regularly analyzing customer feedback and data to identify areas for improvement and implement changes. This involves monitoring key metrics, conducting surveys, and actively seeking customer input to refine and enhance the customer experience over time.

By focusing on a holistic customer experience, businesses can cultivate customer loyalty, increase satisfaction and advocacy, and differentiate themselves in a competitive market by delivering a superior end-to-end experience that meets and exceeds customer expectations.

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The Business of Independent Contractors: Skilled at their Trade but Flawed in Their Business (How to Repair This)

By James D. Roumeliotis

For the last couple of years, I and several other people I know have been complaining about what it takes to reach out to a contractor for home renovations and landscaping. The idea of getting frustrated trying to obtain a quote or to initiate the work agreed upon is ludicrous. After all, shouldn’t a business be eager to get new business and build, as well as retain its reputation? Then there are contractors who do shoddy work, leave a big mess behind, and/or constantly delay completing the work.

While contractors are skilled, it does not necessarily make them great businessmen. As independent tradesmen, they evidently have not received much, if any, education on entrepreneurship including communications, sales, marketing, and customer service/customer experience. What they do practice is being all over the place with several simultaneous jobs, with no focus in sight, coupled with the present scarcity of skilled tradespeople to fulfill the work demand. They are a special breed of businesspeople. “Half upfront and I will get back to you.” Is their typical modus operandi. 

What Gives?

Many wannabe entrepreneurs (in this case ─ independent contractors) have too much on their plate while they lack adequate coordinating and communication skills. They are buying, selling, ordering, coordinating workers, suppliers, tools ─ and if they have a family, this also requires their attention. You get the idea. Furthermore, add to the equation the work truck which may have broken down. If your job is of less value than somebody else’s, you may be placed on the back burner or your request for a bid can be completely ignored while they work toward collecting money from another project. Sometimes obtaining parts specific to a job can be difficult to obtain due to the challenging supply chain. This causes long delays in receiving the necessary supplies. While waiting, the contractor, who needs to continue earning his income, goes elsewhere to work but will return to finish up a job once the item is in. “Juggling” and “prioritizing” is their default work ethic. That said, the customer is at their mercy.

Solutions to Reforming Their Business Conduct

The following are things contractors do that customers despise and how those missteps can be avoided.

  • Failing to Communicate

There is nothing worse than having a contractor with whom you can’t communicate or who does not respond to your messages in a timely manner. It lacks courtesy.  Not only can this affect customer relations issues, but also impact the entire construction team working on the project.

Solution: Be accessible and responsive to potential and existing customers. This is one of the best ways to gain their trust and build your reputation. Either obtain assistance from a family member, or better yet, hire someone to handle all communications.

  • Subcontracting

When a contractor delegates his work to someone else, the homeowner has directly no control of this. The customer has made plans with the initial contractor and the subcontractor may not have all the details and turn out to underperform.

Solution: A contractor should vet the subcontractor diligently and be on the same page in terms of the work specifications required to be completed along with a follow-up inspection.

  • Producing Low-Quality Work

Lack of communication and subcontracting can both attribute to low-quality work. If customers paid for a specific service and it was executed poorly, in their right, they expect to have it redone ─ and not have to pay for it again.

Solution: Contractors should only work with trusted and highly rated contractors, avoiding the cost and trouble of low-quality work.

  • Extending the Timeline

Before work on a project begins, an estimated completion date is usually given so the customer will know how long the job will take with the ability to plan appropriately. Disappointingly and often, a contractor will extend this time period not once but maybe even twice. It may be deemed acceptable if the weather has been worse than anticipated (such as a lengthy harsh winter), or there has been an unforeseen predicament. Oftentimes though, that isn’t the case. Usually, it’s a lack of being organized, issues with subcontractors and/or supplies, project challenges not envisaged during the onset, or undertaking too many jobs simultaneously.

Solution: Contractors should be well aware of the above outcomes and do a better job planning for the conceivable.

  • Lacking Cleanliness

Often, you will hear about how contractors and their crews leave behind a giant mess after they are done with their project. Homeowners should not have to pick up after the contractor’s workers, who can leave behind hazardous items, such as nails and broken glass to name a few.

Solution: Once the work has been completed, contractors ought to make certain they don’t leave their mess behind. A job well delivered is deemed professional and will lead to customer satisfaction along with referrals and a stellar image ─ priceless!

  • Unexpectedly Adding Fees

When all is said and done, customers get appalled soon as they discover that they are paying more than was initially established. There are times when these contractors won’t even have a reason for the price increase.

Solution: The work estimate should be worked on very carefully considering the worst-case scenario rather than spitballing.  Customers don’t care about your issues and underestimates. They want an all-inclusive and solid quote ─ in effect for at least three months).

  • Safety Negligent

Homeowners don’t appreciate when a contractor doesn’t ensure that his crew is following proper safety protocol. Not only are the workers subject to being injured, but the homeowner and his/her family coming and going from the house could also get harmed.

Solution: Safety should be a priority and contractors should maintain high standards including the safest, most up-to-date practices and procedures. They should be a member of a construction/renovation trade association.

  • Dividing Work & Attention

Contractors tend to be busy with multiple clients at once, thus their phones are always ringing. However, customers obviously hate it when contractors behave as if another customer and job seem more important than theirs.

Solution: Contractors should place their complete and total focus on the job at hand, as well as be honest about their workload. Once again, communication is key.

Bottom Line

It seems that the self-taught business ethos of independent contractors is: If they don’t need work right now or in the next few days, they don’t feel obligated to respond. From the consumer point of view, it’s definitely bad business. An MBA is not necessary to arrive at this conclusion. A small contractor has to wear different hats, but this person is usually only qualified to wear one of those hats. Here is how they get into this mess. Take on more jobs than can mentally and physically be handled/juggled at one time. Every customer wants it done now. “When can you start” or better yet, “When can you finish?”

The solution is to hire a full-time salesperson to price and provide service. Perhaps even hire a person to schedule work. In other words, separate jobs. However, the problem is that this may not be affordable for the contractor starting off. If applicable, a trusted member of the family, such as the spouse can be considered the best person to answer phones and undertake the scheduling until the business can begin to afford hiring staff. It’s the only way the business can scale properly.

The contents of this article were presented from a customer point of view and business advisor, along with frequent observation tempered with the knowledge of how many other businesses operate.

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The Master Salesmen of Self-Help: Pitching Vague Concepts, Which Can’t be Measured, by Means of Savvy Messages and Emotional Tactics

By James D. Roumeliotis

In a Mad Men episode (Season 5, Episode 12: “Commissions and Fees”) actor Don Draper stated: “What is happiness? It’s the moment before you need more happiness.” Life should be a “do-it-yourself project.” Each level has its obstacles and perks, and you will be required to have a plan in order to navigate through it. With that said, the business of selling hope has been here since the bible. According to Marketdata, estimates are that the self-improvement market was worth $11.6 billion in 2019 ─ profiting off people’s problems. Not totally against this as it may actually help some individuals. However, most of the information provided is far from objective. The extravagant promotions (i.e., hype) utilized to stoke-up interest for the overrated and undervalued costly courses, as well as the 2-3 day “success concerts”, disguised as a business event with secrets to offer, along with all the hoopla on display, seem to be working for their intended target audience ─ mainly those with insecurities and inferiority complexes who believe they have been offered something of value and anticipate getting inspired. Needless to say, not everyone is a good fit for the schemes being sold.

Sadly, the euphoria, from success preaching concerts and sessions, wears off after several days, thus the attendees return to their pre-session selves. Evidently, you can’t be motivated by not being dedicated. Think of what was gained watching/listening to the “masterminds.” Possibly doses of motivation and common sense with a placebo effect.

Sold are also rehashed success “blueprint” programs where methods to become triumphant, on paper ─ in theory are scientifically unproven. Such recommendations are not blanket solutions to everyone’s challenges which one may be actually facing.

Then there are the coaching sessions which most of the time are not conducted by the extremely busy and prohibitively priced charismatic motivational “guru” himself or herself. Instead, the coaching task has been outsourced to a trained soldier who, despite his or her best effort and intention, does not possess the same persona compared to the one who had you sold on the overpriced sessions in the first place.

Master Salesmen at Manipulation & Emotions

There is a big difference between telling people what they like to hear and telling people what they need to hear. The new-age motivational gurus know exactly how to create a sense of urgency. Their charisma, voice inflection, observable passion, stage animation, audience engagement, and presentation skills are traits that create the buzz and draw crowds. They are most certainly very clever in marketing and packaging their personal image/brand. They put on a fancy light show accompanied by dramatic sound designed to evoke an emotional response in oneself creating the belief you are getting transformative change. There is no evidence to support the idea that those types of seminars have long-term positive changes in people attending them. People go to them because there is something about themselves that they want to change. There are other options and modes of therapy that are far less expensive that have been proven to be efficacious (think clinical psychology). What does it mean, for example, “to have a date with destiny”? Feel-good advice is a vague concept and an illusion. It does not solve anything or explain “how to” do something such as to overcome adversities in life or in a business.

Success trainers, income experts, and business coaches preach personal success systems. They supposedly know and share methods/strategies that will help you dream big and achieve your goals along with a substantial income. They do so by encouraging their audience to look at things from a different perspective and to become more attentive to their own talents and abilities. Yet most personal development coaches at motivational events often sell products including courses, books, and coaching. Apart from this, most built their success by selling rehashed advice. 

The Use of Verbal Jujitsu

Straight talk and common sense only go so far. Apparently, sometimes it pays to overcomplicate a simple message by using simple terms into scientific or eloquent lingo as a good way to sell ideas. As a result, this should make the success guru a thought leader or mastermind on that specific subject which in turn will cause his or her reputation and authority to surge. They use this in their favor to communicate to their audience what it must do to achieve success by seeing things from a different viewpoint using vague concepts which can’t be measured. It sounds good!

Alternative and Practical Complimentary Advice

On stage, the ‘Masters at Manipulation & Emotions’ deliver glorified common sense, stirring tales of how they attained success, as well as package their most important concepts and turn them into a compelling manifesto.  On social media, they deliver videos speaking about how they earned their millions. Likewise, those (self-proclaimed) success authorities use remarkably effective strategies to sell them in the form of books, talks and consulting engagements. Essentially, the takeaway from them should be how to approach personal branding with splendor.

Consider that life should be viewed as a “do-it-yourself project.”  Be proactive and responsible for your own destiny. No one has a silver bullet to offer you or do for you what’s necessary to progress in your life. Furthermore, no one owes you anything! Every single one of us (barring those with physical or psychological handicaps) is capable and should be responsible for self-development and for each of our outcomes.

There are some who have stated that they have spent a reasonable amount of money on Tony Robbins books and watched free videos on YouTube. They didn’t spend anything on his costly and at times reworked courses. Perhaps this is how people should learn from such popular motivational personalities. Avoid joining and following pricey cults and simply avoid parting with your money.

As a process, this is how one should essentially consider when working on thyself (from my perspective):

1. Define/find your purpose. Discover what drives you and pursue it…relentlessly.

2. Define your goals (short and long-term).

3. Deconstruct your goals into stages and steps.

4. Create a plan with specific date targets.

5. Execute consistently. Keep pushing yourself!

6. Fail, adjust and improve.

7. Persist until achieved along with the aid of practical resources (a tenacious mindset

    development is an important benefit).

8. Move on to the next.

As a final point, consider applying the SMART goals acronym to assist you in guiding your goal setting. It stands for Specific, Measurable, Achievable, Relevant, and Time-Bound. Details of this here.
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Beyond Loyal Customers: How to Develop Customer Evangelists

By James D. Roumeliotis

Loyal customers are always good for business. But there are customers who are a notch better than them. Before I dive into this category, I will define what a “loyal customer” is. It’s one who regularly purchases from a particular store or chooses a certain brand repeatedly. Although they are repeat customers, their loyalty may be driven by low prices, convenience, and/or a frequent positive customer experience. A business should strive to not merely create happy and loyal customers but the type who are so enamored by your company or brand that they are willing to go out of their way to become your advocate – even if you may have disappointed them once or twice. They forgive those occasional services and quality issues but let you know when quality slips. They are beyond loyal and make purchases for themselves and others. They passionately recommend you to friends, relatives, colleagues, and others, as well as provide unsolicited praise or feedback. This is the “customer evangelist” category of customers.

Customer Evangelists as Your Indirect Salesforce

Customer evangelists influence and, in some cases, become part of a company’s volunteer salesforce and/or brand ambassador. They will not hesitate to want others to benefit as they have. The term “evangelist” is derived from the religious believers who roamed the backstreets of the world to spread the word of their faith. Beliefs are based on emotional connection, profound convictions, and arise through experiences. Strongly held beliefs impel many to tell others about theirs.

Customer Acquisition: Word-of-Mouth Still Rules

Evidence shows that acquiring a new customer is five times more expensive than keeping a current customer happy. Moreover, customer profitability tends to grow the longer a customer stays with you as it costs less to keep a customer coming back for more. Results of a study reported in 2001 by Euro RSCG Worldwide, one of the largest advertising agencies in the world, regarding the influences on buyers of consumer technology products, found how consumers get most of their information about technology products: 13 percent from advertising, 20 percent from Web sites, and 34 percent from word-of-mouth (WOM). Furthermore, 78% of people rave about their favorite recent experiences to people they know at least once per week. These results are testament to the power of what is also referred to as “word-of-mouth advertising,” WOM marketing includes buzz, viral, blog, emotional, and social media marketing.

Social Media Customer Advocates & Influencers

An “influencer” is someone who, either through his or her professional or personal brand, has a large following or audience on his or her blog and/or social media accounts such as Facebook and Twitter, whereas an “advocate” is an actual customer who has a passion for the brand and expresses that love by sharing his or her experience with others. Influencers may have a large social media following but not necessarily create the ability to drive action ─ rather it gives the ability to drive awareness. Effective influential results require audience and advocacy. Thus, advocacy is driven by the depth of conviction, and influencers typically are less committed to the product or brand than are actual customer advocates.

Loyalty or Reward Programs

There are also reward or loyalty programs specially designed by companies and brands to incentivize customers who frequently buy their products or services to be their first choice each time. Cases in point are with rewards programs such as with Starbucks where each purchase brings a customer closer to free drinks and food, Virgin Atlantic’s Flying Club a frequent flyer program that allows members to earn tier points. There are three loyalty tiers – Club Red, Club Silver, and Club Gold, each of which provides different benefits to the most loyal customers. Then there is Amazon Prime ─ a premium Amazon membership, for a certain annual cost, which provides its regular buyers with a bunch of benefits including free 2-day shipping on a wide range of products. Research shows that an effective, fair, and well-managed loyalty program works. According to Yotpo, 52% of American consumers will join the loyalty program of a brand they make frequent purchases from, and according to Bond, 84% of loyalty program members have made a redemption from the program. However, to stand the best chance of success in tough market conditions, programs must enhance the overall value of the product or service if they are to incentivize the customers to make their next purchase.

In the End

Customer or brand evangelists are customer advocates who stay loyal to a brand and make it recognized to the public on social media or word of mouth. This doesn’t simply occur on its own. It’s a process that a company/brand must design and manage through trust-building, positive customer experiences, and marketing activities. This should lead to an organic pool of natural advocates as satisfied customers are often very happy to share their experiences. Programs should also be considered and created to reward and incentivize these advocates. This is often a good return on investment. Additionally, finding and choosing people with authoritative opinions, who are followed closely by the company’s target demographic, called “influencers” may turn them into supporters as well.

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The Sensuous Brand: How to create allure with products and user experience

by James D. Roumeliotis  

Sky Vodka - Sexy Brand

Why are visually appealing products rare which make purchasing it a delight and worth talking about? Common sense dictates that product design should be attractive – perhaps possess sex appeal if the brand behind its product(s) seeks to make a sales impact. Although beauty is subjective, there are common standards of attractive packaging, which are smart and demonstrate the intrinsic value of the product’s attributes.

However, many will agree that smart design looks timeless, expresses character and is visually seductive.

Barring lingerie labels such Victoria’s Secret (now defunct) or Agent Provocateur – which in and of themselves will ooze with sexiness, most other brands and their products from non-seductive sectors can still create and possess a sense of styling along with desire.

A brand that caters to all the senses, begins with an appealing brand identity, followed by creative industrial design of its products – which are complemented with a positive customer experience in every touch point.

Artfully articulating what your brand and offering represent

Adding personality to objects and human interaction are quintessential to customer envy and desire.

There are brands that design and churn sensuous looking products. However, there is one that most will agree is top of mind for the refined consumer electronics market –- Apple. It’s all about the appealing logo, the attractively designed and “feel good” products, the alluring packaging, the intriguing ads, and the overall positive customer experience at their retail level, Needless to say, it’s a contemporary brand that undoubtedly gets it. It’s no wonder it created a strong following, or as marketing maven Seth Godin would describe as a “tribe.”

When consumers are delighted by a particular brand experience, they begin to bond emotionally with the brand. They become brand loyalists and advocates – buying into the brand repeatedly and recommending it to others. This behavior serves to build the brand’s image and reputation.

Product design is key to a great brand. Design is the elemental differentiator with competitors. Allure builds the emotional bond and turns owners into enthusiasts.

“It’s all about integrating design and brand,” says Joe Doucet, founder of Joe Doucet Studio.

We need to cease thinking of them as different disciplines. The essence of the Apple brand comes through its design. Take the logo off a BMW and you still know it’s a BMW.”

Design also needs to be part of the strategic plan from the start, embraced by the CEO and across the Board.

A brand is not your logo or ID system,” says Robert Brunner, founder of the design shop Ammunition and author of ‘Do You Matter: How Great Design Will Make People Love Your Company.’

It’s a gut feeling people have about you. When two or more people have the same feeling, you have a brand. You get that feeling via smart design, which creates the experiences people have with the brand. Everything you do creates the brand experience; ergo design is your brand.

The holistic approach to customer attraction and retention

Consumers today are more brand conscience, yet there are companies which continue to spend money advertising and selling product rather than brand. They place emphasis on price and quality as differentiators despite these two being overused by many copycats. Successful brands take a holistic approach to selling by exploiting the 5 senses which now constitute the brand. This is accomplished by what I regard as “ambiance marketing” and “sensory/sensorial branding”, through a captivating designed setting, yet alluring. This adds character and invites clients to truly feel the brand experience.

To put the aforementioned into perspective, consider the following:

  • Visual – lighting, décor, colors, layout…you can get a real sense of movement using these elements.
  • Auditory – music, effects, volume, vibrations…you set the tone and the energy of the room with your sonic selections.
  • Tactile – textures, comfort, climate…this is all about how your guests interact with the environment.  This is a big thing to consider when you are designing the layout.
  • Olfactory  fragrance, emotion, ambiance…this sense is under-rated and powerful. Of all our senses, the sense of smell is most closely linked to emotion and memory. You can use something as simple as burning incense or candles to something far more complex like computer controlled scent machines to enhance your environment. This could just be the extra touch needed to set the mood.
  • Gustative – with food establishments, the challenge is in finding the perfect balance between sour, salty, sweet, and bitter during menu designs and beverage selections.  The presentation also makes an impact on the overall image.

Creativity, quality, storytelling and above all, customer experience

Standard products and mundane user experiences don’t offer compelling reasons for consumers to do business with certain brands. If a business can’t articulate its USP (unique selling proposition) ‒ as to why anyone should do business with your brand, your product and/or service merely becomes a “commodity” whose price will be the sole determinant in any transaction.  Being formidable and considered top of mind in your B2C sector requires a philosophy – a certain culture which will develop a following by consumers who share your values.

Quality materials, assembly and final product look increase a company’s competitiveness. The quality of a product may be defined as “its ability to fulfil the customer’s needs and expectations”. If the characteristics and specifications of a brand’s product line are equal or superior to its competitors, along with a fair price-value equation, the brand will turn out to be a preferred choice.

Storytelling, on the other hand, builds relationships by the stories that are well told. Stories add personality and authenticity to products which customers can better relate to and feel affinity with. Luxury brands tend to boast their pedigree since their discerning clientele desire a deeper level of involvement and understanding of the history and heritage of the brand when it comes to their luxury purchase. This is referred to as “experiential luxury.”

It is essential that the sales professional be product proficient and adept at assisting and guiding the client to the purchase making use of flattery, romance and showmanship. To illustrate, when selling a niche automobile such as a Porsche, the sales consultant can talk about racetracks, describe road-holding capabilities, build-up a fascinating story – after which time he/she can bring-up reliability and the technical details which confirm to the discerning client what he/she is already aware of.

When consumers are delighted by a particular brand experience, they begin to bond emotionally with it. They become brand loyalists and advocates – purchasing the brand more often and recommending it to others. This behavior serves to build the brand’s reputation.

Be first, different & daring – above all, visually stimulating

Plan and execute flawlessly the following to differentiate and develop into, as well as remain an enviable brand through artistic design and function:

–       The brand logo and company presentations should possess flair, consistency and be memorable;

–       Focus on a specific target audience/niche market rather than divert to several markets or the general population;

–       Innovative and “feel good” product design (both visually and tactile): Get inspired by designs from Philippe StarckPininfarinaPorsche Design and Bang & Olufsen. Architecture by Frank Gehry and the late Zaha Hadid and automobile design trends by Audi, Tesla, and in the last few years, Hyundai with its entire model makeup. Kohler Group doesn’t simply design functional bathroom and kitchen sinks and faucets, but rather bold designs and technology to an otherwise lackluster plumbing product sector.

Perhaps product customization and personalization should be available as an additional offering.

–       As for service related domains, place emphasis on employee attitude/personality, empowerment, constant training, effortless accessibility for your clients, flexibility when solving issues and presentations with style, as well as finesse. Each and every customer should be treated with personal care – a sign of individuality;

–       The Total Customer Experience: Be easy to do business with – accessible – at every stage of a transaction from initial contact/pre-sale, during the sale and post-sale (follow-through and customer service). Zappos, Nordstrom, Ritz-Carlton Hotels and American Express (to name some of the finest examples) are renowned for their obsession with customer service and total customer experience;

–       Soothing sounds and striking visuals: Consider sound branding complimented with refined standout visuals (audio, images and video). Surround your brand and its products/services with fashion, beauty, design and attractive models – without any marks of tackiness;

–       Packaging design should be visually appealing, distinctive, tastefully decorated, and equally inviting to open.

–       Sponsor, collaborate and/or associate with a fashion related brand and/or the arts. Both brands can benefit from combined exposure (PR and advertising). Luxury goods brands such as Versace, Bulgari and Fendi have teamed up with property developers to offer upscale designer hotels. Their trademark at hotel properties, in a select number of affluent cities worldwide, offers their loyal clients something new to get excited about.  It’s a collaboration which celebrates a shared fondness in design and luxury experiences.

–       Create and own a captivating name and category for your product or product line. Luxottica, is the world’s largest eyewear company, controlling over 80% of the world’s major eyewear brands (eye glasses and prescription frames) including Ray-Ban and Oakley sunglasses, along with Chanel, Prada and many other designer labels. It re-invented eyewear which were once considered a “medical device” and developed them into a fashion statement. They no longer label their products as “glasses” but as “eyewear” and “face jewellery” (for a lack of a better term/descriptive);

–       Marketing collateral and ads should be: (i) slick, (ii) minimalistic, (iii) emotional, (iv) portray a lifestyle, and (v) apply the “less is more” mantra. Arouse curiosity. Effective marketing campaigns should also include elements of: Imagination, Mystery and Memory;

–       Be a visionary and innovate – anticipate what your sector will look like in 3-5 years and begin to plant the seeds/strategize in a timely manner. Avoid complacency. Blackberry is an excellent case study exemplifying what they should have done a few years ago to remain relevant amongst iPhone and the Android platform smartphones.

Lessons from luxury brands: creating a lifestyle brand through emotional attachment

Brand loyalty is about building an emotional, and in some cases, irrational, attachment in a product. The most ideal example is when thousands of people line-up, regardless of weather conditions, to get their hands on the latest iPhone or iPad. This happens because Apple has built an emotional attachment to their products by creating a lifestyle choice rather than a product purchase.

It’s about how it makes you feel. Same goes for baby boomers, whether accountants or attorneys or business executives who purchase a Harley Davidson motorcycle and ride them for about four or five hours every Sunday afternoon. The bike makes them feel like a rebel – sort of an escape.

A brand that is designed for a lifestyle should have a much higher emotional value to consumers than one based on features like cost or benefits alone. The goal of a lifestyle brand is to become a way that people can utilize it to relate to one another. Those brands are an attempt to sell an identity, or an image, rather than a product and what it actually does.

Lifestyle brands have gained an increased share of the luxury market including prominent brands such as BMW (ultimate driving experience), W Hotels (avant garde designer hotels for a younger audience, along with whatever you want, whenever you want it, as long as it’s not illegal), Louis Vuitton (prestige and opulence), Rolex (representing the pinnacle of achievement; fulfilling and perfection in one’s life) and Aston Martin (power, beauty, soul and heritage). Those brands have given way to consumers to buy their products that they associate with a “luxurious life.” They are essentially a status symbol.

Hermes Equestrian Fashion Photo

The final take: Elegant & intelligent design

Beauty and design in all things is artistic, engaging, stimulating and creates a sense of comfort. It’s also a very personal thing. Creativity is beauty in art form. It starts from nothing, utilizes mind exploitation, imagination then something awe inspiring is produced which stimulates the mind and senses. The approach to creativity is the way an artist might stand before a new canvas, on which a beautiful painting can be crafted. Staff who work in a creative environment should be given plenty of leeway to utilize their full potential – the freedom to flourish. Not doing so limits their artistic talent and deprives the company from taking a leap at the competition. Apple has successfully unleashed the talent from their product engineers by creating a non-stifling work environment. As for architects and industrial designers, they should definitely possess the talent and imagination to create and turn extraordinary drawings into reality.

Brand loyalty is about building an emotional, and in some cases, irrational, attachment in a product. When Apple releases a new consumer electronic device, people line-up, regardless of weather conditions, to get their hands on the latest iPhone or iPad. This is a result of Apple constantly building an emotional attachment to its products by managing the total user experience.

“Total customer experience” is not an option but rather compulsory as part of an alluring brand. It takes savvy planning, execution and perpetual refinements to stand above the crowd. It’s how you get noticed and remain relevant. Luxury brand desirability is driven by standout design, craftsmanship, as well as what is felt.

It takes vision, creativity and intuition, along with unflagging discipline and a sense of style, to keep a consumer focused company relevant and its products on everyone’s must-have lists. No brand should be complacent.

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Superior Customer Service: An Investment with Ample Return

By James D. Roumeliotis

Screaming child image

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Much is touted by companies about customer satisfaction but surprisingly only a few actually deliver on their promises. Prominent brands are not immune either. At the outset, it appears that many lack a vital customer relations policy and strategy. Inadequate staff training and stifling policies, amongst other factors, further aggravate the problem.  The frontline customer service, staff entrusted with and consented to solving various customer irks and issues, lack the empowerment to use critical thinking and initiative to offer satisfactory results – rather, the results are disappointing.

Picking up the telephone and calling certain companies can sometimes lead to an exasperating experience. Moreover, people love to hate the phone tree where you have to go through a maze of menus until you eventually get to speak to a human – assuming you’re lucky. This is totally unacceptable!

The executives who are in charge of finance and operations respectively (consider the CFO, COO including the leader of the pack, the CEO) consider customer service as an expensive, time-consuming obligation. Those leaders – most notably in public companies are under pressure to cut costs with the intention of delivering quarterly results for their shareholders.

Consequently, they will measure the calls answered per minute – regardless of the outcome. In contrast, a customer focused executive will reward those who take their time to listen, engage and solve customer issues.

The customer centric organization: solving issues before they occur

“Customer Service” is the set of behaviours which an organization undertakes during its interaction with its customers and how customers perceive the behaviours.

Going above and beyond customer expectations is focusing on customer centricity. This entails being proactive rather than reactive. It begins by developing, implementing and continuously delivering a total positive customer experience at every touch point and beyond. The costs and benefits of this practice are equally beneficial for the customers and the business. A University of Michigan study revealed that companies which received high scores in the American Customer Satisfaction Index (ASCI) consistently outperform the S&P 500. Those companies include Walt Disney and Amazon, amongst others. Those are most certainly organizations that focus on quality over quantity and measure what truly make them remarkable.

The after sales service department should be designed with an efficient infrastructure in place so as to make the entire experience an effortless task for both the customers and employees who are assigned with the responsibility. It should be easy for the client to reach a customer service agent and/or online agent to chat with. Moreover, the client should not have to be placed on hold for more than 5 minutes. Whenever the wait is more than two minutes, there should be an option to offer a simple way to be called back. The organization’s mindset should be to constantly think of ways to release tensions and give solutions to the client promptly.

Since many of the inbound calls normally concern frequently asked questions, why not have them prominently displayed on the website and/or printed on the product insert. Having them recorded as an option on your phone line, in a clear English voice (and second or even third most popular language relevant to the region’s business demographics), can eliminate unnecessary calls and waiting times with a live person.

Staff tasked with customer service should:

  • Possess a positive attitude under duress;
  • Be initially trained and occasionally re-trained,
  • Treated with respect, and
  • Be empowered to make timely customer satisfaction decisions on their own.

There is no better example to illustrate this than online shoe retailer Zappos.  What customers get to see displayed prominently on the web site:
– 24/7 1-800 number on every page
– Free shipping
– Free return shipping
– 365-day return policy

What customers will experience:
– Fast, accurate fulfillment
– Most customers are “surprise”-upgraded to overnight shipping
– Creating a “WOW” factor
– Friendly, helpful “above and beyond” customer service
– Occasionally direct customers to competitors’ web sites

What’s done behind the scenes?
– No call times, no sales-based performance goals for representatives
– The telephone is considered for them one of the best branding devices available.
– Run warehouse 24/7. Inventory all products (no drop-shipping).
– Five weeks of culture, core values, customer service, and warehouse training for everyone in Las Vegas office.
– A Culture Book
– Interviews & performance reviews are 50% based on core values and culture fit.

Empathy, strategy, training and empowerment

Any business, regardless of industry, should be concerned about keeping customers content. It is their fundamental responsibility to retain them. Rather than treat them as a cost, the customers should be treated as an asset as it costs more to attract a new customer than to keep them loyal.  Think about it! A customer who feels snubbed and disrespected, may take his or her business elsewhere, receive a better experience and never return. What would be the ultimate cost of this outcome?

Four nouns applied can make a difference.

Empathy: This takes into account a focal job in making a palatable client experience by exercising genuine sympathy to the needs and concerns of the client, front and center.

Strategy: A plan is a start in defining the standards of service and customer care that is offered to customers and sets the requirements for meeting those standards.

Training: It is the act of educating employees what “customer service” means, the standards it comprises and how to offer a confrontational-free customer support and satisfaction. It is a process which comprises of teaching the competencies, necessary skills, and tools required to better serve customers so they derive more value from products and services which create the positive customer experience.

Empowerment: This means giving your front-line staff the proper training, tools and encouragement to use their instinct and critical thinking skills to do the right thing for customers without much delay. This entails not waiting for management to give approval. For example, the the Ritz-Carlton Hotel group, the gold standard in hospitality service empowers its employees to spend up to $2,000 to solve customer problems without asking for a manager.

Customer centricity should be everyone’s job in an organization. It’s to be embedded in the internal culture. It begins with the top leadership and permeates through the entire organization. Implementation of new and refined strategies and tactics equate to daily and long-term success in building profitable customer relationships. Been helpful with your customers, even if there’s no immediate profit in it, is simply a good business practice with pragmatic thinking for the long-haul.

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Identifying and Catering to the Discerning Consumer: Quality and Service Above All

by James D. Roumeliotis

Customer service - white gloves and tray

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During my days in the mega yacht charter industry, I recall dealing frequently with assertive clients who were judicious with their expectations and utterly demanding with their occasional extraordinary requests. As a case in point, a VIP couple was cruising on a chartered mega yacht in the Aegean Sea and during one morning, unexpectedly, insisted that an additional stewardess be brought on board to increase the service level. He also requested five cases of Louis Roederer Cristal champagne. Despite the minor challenges, both requests were fulfilled within a few hours. My staff and I arranged for a stewardess to be flown in from Athens to the island where the yacht was docked that particular day. As for the champagne with its limited supply, I couldn’t locate all the quantities from any major purveyor in Athens. Consequently, I secured the remaining cases from Salonika – a city 188 miles (304 km) north of Athens. All five cases were eventually delivered to the yacht on the same day. It goes without saying that the client was elated.

The “discerning”, also referred to as the “discriminating” consumer, is characterized as showing careful judgment and savvy especially in matters of taste and judgment. This person is finicky and possesses an acquired taste habitually for premium products and services. Essentially, he/she falls short of a compromise. Going above and beyond the call of duty to meet and, at times exceed, expectations is an important principal to apply.

James - Looks like me in this photo

An Inside Look at the Discerning Consumer

More often than not, the discerning client typically possesses a high net worth. This translates to owning financial assets not including primary residence) in excess of US$1 million (source: CapGemini, “2017 World Wealth Report”). High net worth individuals (HNWI) cherish their time and know what they want, to such a degree that they would rather spend their funds for efficient results than waste the limited resource of time. They value time as a luxury, thus saving time greatly trumps saving money. This is part of the reason service is crucial for them.

In a nutshell, the discerning client can be generally described as:
– To a greater extent, belongs in the “affluent” (an investor with less than $1 million but more than $100 000) and “HNWI” (in excess of $1 Million) category;
– Seeks a higher and exacting standard with a minimum set of expectations;
– Fussy in nature;
– Values his/her time;
– Often requires customized solutions to mirror his/her lifestyle – whether a product or service;
– Takes pleasure on getting extra attention;
– Expects to be offered unique choices and experiences;
– Desires value for money under all circumstances;
– Synonymous with a taste for luxury with pedigree and craftsmanship which he/she is willing to pay for;
– Aspires an aura of exclusivity;
– Craves an experience heightened by exceptional service along with a personal relationship;
– Seeks products which are different and more sophisticated – whether it’s apparel, electronics, food or insurance.
– Wants to feel in command of his/her purchase decision without any buyer’s remorse.

Moreover, what he/she purchases is a visual extension of his/her personality, individuality and lifestyle. A well crafted product, for example, reflects his/her individual call to beauty.

Discerning vs. Demanding

There is a clear distinction between a “discerning” client and the “demanding” type.
A discerning client is one capable of good judgment. This client will typically:
– Appreciates the difference between quality and quantity;
– Carefully considers what his/her requirements and needs are and be able to prioritize them;
– Value good service and products, and acknowledge them;
– Be able to judge which consultant can be trusted and be relied upon to do great work;
– Understands that there are other clients and other priorities beyond himself/herself and his/her own.

Thus, the discerning client appreciates what is really required and feasible to obtain, understands the concepts of quality and function, and appreciates the value of good products and services.

On the other hand, a demanding client is one that could, in the worst sort of instance, be summed up by the word “demand.” This type of client could typically display one or more “imperfections”, for example:

– Simply wants everything he/she feels he/she wants or needs to be done;
– Wants everything done promptly;
– Persists in making additional requests for further work (products, changes, etc.) while reluctant to consider the issues of impacts on other factors of function, schedule, cost or quality;
– Expects a lot of attention on demand;

Hence, the demanding client expects plenty, regardless of the true value of it, whilst failing to properly appreciate core concepts such as quality and value. Additionally, his/her behavior is typical of someone who is self-centered and selfish.

Catering to the Discerning Client

It takes skill, patience, resolute and a good understanding of needs to cater to discerning customers – most notably in the luxury sector. It takes an even greater effort to keep them coming back repeatedly.

To succeed in gratifying the seemingly sophisticated client, the organization should develop a comprehensive strategy along with efficient implementation tactics. These include:
– Having a clear and unique value proposition that hooks them;
– In retail and hospitality sectors, exploiting the five senses to attract and retain them – categorized as “ambiance”/”sensorial” marketing and branding;
– Staff must be customer centric, patient, empathetic, and good listeners – remaining calm under duress during client interactions;
– Employee retention – hiring for attitude and training for skills;
– Utilizing a hands-on approach;
– Probing clients’ specific needs/requirements – know their motivations;
– Earning their trust and confidence;
– Offering a personal touch – individualized attention with customized solutions;
– Being frank and transparent with pricing, offers, proposals and promotions;
– Proposing an expansive product selection and service options;
– Outstanding and consistent levels of customer service throughout the organization;
– Reducing or eliminating waiting times – whether on the phone (reservations, customer service etc.), as well as for service or an appointment at the physical location;
– Offering customer loyalty programs – a great way to make them feel special and that they’re getting something extra;
– Asking for feedback with regards to service and product experiences and ways to improve those experiences – they’re typically strongly opinionated and relish giving it;
– Implementing the latest technology with all touch points (where applicable).

In addition, keep your brand offerings constantly refreshed. Give discerning customers a reason to repeatedly do business with you. Macy’s in New York, considered the world’s largest department store, underwent through a four year $400 Million makeover. Product is organized by lifestyle to help customers create looks and build wardrobes across categories.

Sell a distinct lifestyle which is what discriminating clients crave and gladly relate to. Be in the forefront of creativity and have all your staff, regardless of department/responsibility, on the same marketing page.

Occasionally, organize exclusive by invitation only events as a patron appreciation gesture. Being invited to an exclusive event makes one feel notable. For example, Italian sports automaker Maserati invited a select number of brand loyalists to a new experience in Europe that gave them the opportunity to sail on-board the 70 ft./21,3 m Maserati sailboat. In addition, they drove models in its current range including the new Maserati Gran Turismo Sport model.

Create/publish an upscale lifestyle magazine, every other month or quarter, which should include noteworthy information on the brand – in an environmentally friendly print format, as well as in digital format. The Bentley motors magazine is a good case in point.

Putting it All into Perspective

Discriminating customers’ purchasing attitudes are based on personal beliefs and taste for finer things in life. They are quite selective, know what they want and aspire to be catered to effortlessly. They seek the total customer experience along with pampering, personalized service and value for money. Some will argue that discriminating customers also consider transacting with companies that demonstrate corporate social responsibility.

A key difference between “discerning” and “demanding” is that the former requires what is important and expects it when it can be reasonably obtained, whilst the latter requires everything regardless of other considerations.

A brand which is involved in the business of offering a luxury and/or premium product or service should be well prepared to cater to a discerning clientele and avoid complacency. As a result, the entity will benefit through repeat business, as well as a word-of-mouth angle, since such customers are likely to tell friends and relatives about their experiences – especially in the world of social media.

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What Constitutes an Authentic Customer Experience and Which Brands Are Role Models?

By James D. Roumeliotis (with content/survey by Ian Golding)

Customer Loyalty Service Support Care Trust Business Concept

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As a big proponent and practitioner of the total customer experience, I often cringe when I and many others endure displeasure when transacting with established brands. The companies in question happen to possess deep pockets which constantly communicate about how wonderful they are doing business with. In actuality, they fail miserably in delivering on those messages. The blame goes to their frugality and/or complacency along with their dysfunctional business practices.

Building emotions into the brand’s DNA

According to Derrick Daye, partner at The Blake Project, in his intriguing article,Igniting Brand Growth Via Emotional Connectionshe states that research shows that, on average, 50% of purchase decisions are based on emotion and that a ‘Right Space’ – the core emotions a brand seeks, is what its customers should feel across every single interaction/touch point with which they encounter.  He further states that “Marketers that understand this and that harness the power of emotions are today’s true brand builders and are uncovering new opportunities for growth faster than their competitors.” A case in point used is with Apple. The brand utilizes four emotions that drive customers to loyalty. They are delight, surprise, connection and love. This video displays how Apple succeeds at accomplishing this.

Survey says

In January 2015, Ian Golding, a Certified Customer Experience Professional and Customer Experience Specialist based in the U.K., conducted an independent survey of people across the world to find out who their number one Customer Experience brands are and most importantly what makes them top of mind for this purpose. Below he reveals the findings of the research. It is fair to note that much of this material was derived from Ian Golding with his permission.

top-10-brands-customer-experience

The right customer experience is commercially rewarding

The sheer mention of ‘Customer Experience’ and ‘Customer Centricity’, is still often greeted with a rolling of the eyes by those who are more focused on sales targets, operational efficiency and tasks. The irony though is that the former makes the latter much more successful. Also, it’s no coincidence that each of the top 10 brands has recent performance milestones to be proud of:

  • Amazon Q4 14, net sales increased by 15% over Q4 13
  • Apple 39.9% profit per product (3 months to end Dec 14)
  • First Direct Moneywise “Most Trusted” and Which? Best Banking Brand
  • John Lewis profit before tax up 12% in 2014 vs 2013
  • Disney Earnings per share up 27% in year to Dec 2014
  • Air New Zealand Earnings before taxation up 20% in H1 15 vs H1 14
  • Mercedes Revenue increased 12% from 2013 to 2014
  • Starbucks Revenue rise 13% in Q1 FY15
  • BMW 7% increase in vehicle sales in Jan 15 vs Jan 14
  • Boden Shipping 12,500 parcels each day

Is it just a coincidence that the brands you are saying are the best at Customer Experience all seem to be faring well on the commercial front? It appears as though all of the brands that are ‘great’ at Customer Experience share common characteristics

These organizations have common characteristics

I wanted to know what it is that your favorite brands do to make them your #1 at delivering consistently good Customer Experiences. I asked for up to three reasons from each respondent and received 575 comments. Following verbatim analysis, 13 categories were identified, each distinct but interlinked. They were, as follows (with the percentage frequency they appeared):

  • Corporate attitude 15.9
  • They’re easy to do business with 14.9
  • They’re helpful when I have a problem 11.4
  • The attitude of their people 9.4
  • Personalization 8.0
  • The product or service 8.0
  • They’re consistent 7.5
  • The way it makes me feel 6.3
  • The way they treat me 5.1
  • They’re reliable 4.4
  • They do what they promise 4.2
  • They’re quick 2.6
  • The technical knowledge of their people 2.3

We will look in more detail at what we mean by each of these in a moment but to view at any one in isolation would risk limiting what is being achieved by these organisations. This diagram shows how interdependent each area is in aligning with the corporate attitude and ultimately organizational goals and the very purpose for why the business exists:

characteristics-of-customer-experience-brands-by-j-golding

Focusing on these attributes is what moves companies from fighting a rear-guard action to fix issues of their own making to creating a compelling a sustainable brand for the future. It also means that customers are increasingly exposed to better experiences as they go about their daily lives and that’s important because it keeps nudging the bar of expectations higher. This is why the brands that do these things are ones that people consider to be the very best at delivering consistently good Customer Experiences. Digging deeper into each of the 13 areas we can build a picture of how the companies who get it right control the way they do business.

  1. Corporate attitude

It’s another way to describe organizational culture and it underpins everything that happens to or with a customer. More specifically, in the words of those who responded to the research, companies who have the right attitude:

  • Put people before profits and non-human automation;
  • Know they’ll make more money in the long-run with this approach;
  • Test all experiences thoroughly (to eliminate unintended consequences);
  • Listen and demonstrate they understand their customer;
  • Pay serious attention to detail;
  • Empower their staff to makes decisions and act straightaway;
  • Stay true to their values, admit when things go wrong and fix them;
  • Ensure their staff are fully trained and informed;
  • Recruit for attitude and alignment to brand values.

They also said: “…they treat each customer as we would a guest in our home” and “…they balance customer obsession, operational excellence and financial rigor.”  Almost every other category is a sub-category of this one. It shows how important the right culture is.

  1. They’re easy to do business with

It’s obvious to say a company should be easy to do business with and yet that’s not always the case. What respondents meant by “easy” included:

  • There are no barriers in the way for doing what a customer needs to;
  • It’s simple to get information, purchase and use the product;
  • Needs are anticipated and catered for;
  • Customers don’t need to repeat information;
  • They can switch from one channel to another with no impact on progress;
  • Products can be returned or fixed with minimum effort on the part of the customer;
  • They are available when and where customers want; they can be reached without waiting and won’t limit the hours of their support functions to office hours if customers are still using their products and services all day every day;
  • They are proactive in taking responsibility, for example: Finding products at other stores and having them delivered;
  • Customers have no objection to self-service because it has been well thought through;
  • Information is presented in a timely, clear and relevant way.
  1.  Helpful and understanding when I’ve got a question

Being easy to deal with is critical when a customer needs help or simply has a question. On the assumption that good companies do respond (a recent Eptica survey found more than 50% of online inquiries go unanswered), helpful companies are ones who:

  • Listen to understand before acting;
  • Give a customer the feeling that they are trusted and respected;
  • Will provide an answer and additional, relevant help;
  • Provide certainty and manage expectations about what will happen next and at each stage;
  • Empower employees to make decisions;
  • Resolve issues first time and quickly;
  • Have employees who are happy to give their names and direct contact numbers;
  • Pre-empt problems and solve them before customers are aware;
  • Fix customers’ mistakes without blame or making them feel awkward;
  • Follow-up afterwards to check everything was sorted and is still as it should be;
  • are not afraid to apologize when they get it wrong.
  1.  Attitude of the people

Individual employees who are interacting with customers become a proxy for the brand. If they demonstrate the wrong behaviors the damage can be hugely expensive but getting them right does not cost a huge amount of money. Most often a function of the corporate attitude, the most appreciated characteristics are:

  • Being courteous and friendly;
  • A positive, “I’ll sort it” attitude;
  • They are good at listening;
  • It’s obvious they care about, and are proud of, the product/service;
  • They are professional and not pushy;
  • They are helpful and proactive;
  • They are genuine and humble;
  • They smile;
  • Hey are engaging and interested in the customer;
  • They have personality, not a corporate script;
  • They are patient;
  • They show respect for their fellow colleagues.
  1. Personalization

We are all individuals and like to be treated as such. Having “big data” was seen as the answer but as these companies demonstrate, it’s not only more important to have the right data and do the right things with it, but it’s also linked again to corporate attitude. Those who get the personalization right:

  • Understand, anticipate and are proactive;
  • Keep customers informed with relevant information;
  • Shows they listen and act, not just collect feedback;
  • Create a relaxed environment because a customer’s needs fits neatly into what they are offering;
  • Create a feeling of respect, that they care and have “taken the time to know me, to make things easier for me”;
  • Make it feel like dealing with a person where there’s a connection, not just a transaction;
  • Allow their customers to control the degree of personalization in terms of frequency and content;
  • Remain flexible and adaptive to the circumstances, not scripted.
  1. The product or service itself

Making it easy, personal and rewarding will be wasted effort if the core product or service doesn’t live up to expectation. At the end of the day, your business must have something of value to the customer to sell! When it comes to products and services, the #1 Customer Experience brands are those who:

  • The right mix of choice, relevance, quality and innovation;
  • Well designed, so it is easy to get it to do what it’s supposed to;
  • Quality is complemented by relevant innovation, not technical innovation for the sake of it;
  • Obsessive about the detail;
  • Paying as much attention to secondary products, such as food on airlines;
  • Good at turning necessary evils into compelling attributes – Air New Zealand’s legendary on-board safety briefings, for example;
  • Adept at keeping up with, ahead of and shaping basic expectations.
  1. Consistency

As customers we like certainty and predictability. It means that the decisions we make carry less risk because we can confidently trust the outcomes. It also demonstrates stability of, and a shared understanding of, strategy. For our respondents, consistency is about experiences that:

  • Look and feel the same;
  • Can continue easily wherever, whenever and however;
  • Match or build on the positive expectations created last time;
  • Have continuity in not only what happens but how it happens; tone of voice, quality, different locations, store or franchise, people and processes, performance;
  • Provide the same reliable answers to the same questions;
  • Integrate with other services.
  1. The way it makes me feel

Emotions are a function of how good the other two cornerstones of Customer Experience – function and accessibility – are. How they were made to feel, whether intentional or not, is what people remember. Being the personal consequence of most if not all the issues covered here, it is what drives our behavior about whether or not we will do the same next time and tell others to do the same. If people think they are part of something special, connected to a company that lives by like-minded values, they will FEEL special. And as human beings, we appreciate that. Survey respondents cited a number of great examples:

  • “Get on an Air New Zealand flight anywhere in the world it already feels like you’re home”;
  • “The packaging increases the anticipation when opening a new product” (Apple);
  • “Interactions with employees don’t feel like processes out of an operating manual”;
  • “There is (the perception of) a genuine relationship; it’s not just about them selling every time they are in touch”;
  • “They make me feel as if I’m their only customer” (Land Rover).
  1. The way they treat me

At the root of how we feel and therefore behave is often down to how we are treated. Good and great companies have experiences that:

  • Demonstrate respect;
  • Show an empathy with customer needs;
  • Don’t do things like asking a customer to repeat information if handed from one colleague to another;
  • Keep customers posted on feedback they’ve given;
  • Recognize their customers both by staff individually in-store and organizationally;
  • Have a consistency of treatment even when not spending money in-store;
  • Create relevant retail environments so that customers feel they are treated as if they are somewhere special;
  • Develop meaningful loyalty programs that acknowledge past purchases and reward future ones;
  • Are not patronizing in tone.
  1. They’re reliable

Not surprisingly, reliability is cited as a key attribute. Although we simply expect things to work as they did last time or as it was promised, we probably won’t get too excited if that is the case. However, the consequences of it not happening will result in additional time, effort, inconvenience and sometimes cost to the customer; not what a brand would want to be blamed for. There are some markets where the mere hint of a lack of reliability in its truest sense has serious consequences for a brand. More generally, reliable customer experiences are ones that:

  • Give confidence and a level of trust that what we ask for when we buy is what we get – there are no nasty surprises;
  • Understand that they are key to repeat purchases and advocacy. No-one will put his or her own reputation on the line to recommended any brand product or service that is unreliable.
  1. They do what they promise

Again, this is a character trait we appreciate in friends, family and colleagues and it’s no different when dealing with a business. It can be seen as a subset of “the way they treat me” but it is also critical at a strategic level too; the brand is what people say it does and so that has to be consistent with what it’s promising, just as its employees need to keep their own promises to customers too. There’s a real financial benefit here too where unnecessary and costly rework can be avoided. How many enquiries coming into the business are because “You said you’d get someone to call back”, “You said you’d send me a copy of that statement” or “Where’s my fridge, I’ve had to take the whole day off work and there’s still no sign of it.” Customer experiences that do what they promise:

  • Live up to the expectations they set;
  • Have employees that do what they say they will do;
  • Do it all consistently;
  • Fix it quick if they fail;
  • Are good at managing expectations.
  1. Timely

As customers, time (alongside money) is a commodity we trade with. A company who appreciates the finite and precious nature of it will create a distinct advantage. In today’s everything-everywhere-now life it’s not surprising that speed is an issue. Expectations are rising all the time where customers interacting with other brands see what can be done. Timely customer experiences are ones that:

  • Move at the right speed for customers;
  • Show respect by having have good reaction times once a customer has initiated part one of a two-way activity;
  • Manage expectations, so if it’s not “quick” as defined by customers there are also, no disappointing surprises;
  • Are not just focused on speed of delivery but are quick to answer the phone, flexibility to find ways around rules and respond to questions.
  1. People knowledge

Having people who are technically competent with their product knowledge is another character of top brands. Companies that possess employees like this have an invaluable asset who are:

  • Able to translate the concerns and questions;
  • Able to articulate complex issues in simple language;
  • Are not patronizing;
  • are proud that their knowledge can help someone else.

In Closing: Be your Chief Customer Officer

Through my personal research and experience ─ and those of the authors credited above, one arrives at the conclusion that Building and nurturing a brand is what makes an enterprise gather wind under its wings. Common intelligence dictates that the way a customer is dealt with reflects on the integrity of the brand, and the image of the company in the mind of the consumer.

When customers are treated with honesty and delighted by a particular brand experience, they begin to bond emotionally with the brand. They become brand loyalists and advocates – buying the brand more often and recommending it to others. This behavior serves to build the brand’s reputation. This approach is priceless –even though it may take longer to take positive effect.

Stellar customer experience is not only reserved for the big brands. It can exist with businesses of all sizes and stages. It is about a mindset ─ the right attitude and culture within the organization where everyone is customer centric which matters more than solely the bottom line.

As a final point, the leadership of the brand, whether with a title of president, managing director or CEO (C-suite), he or she should be the “chief customer officer.” According to a survey that The Economist Intelligence Unit recently conducted of how global companies manage their customer experience programs, 58% of companies that are much more profitable than their competitors report that the CEO is in charge of customer experience management. Indeed, the commander-in-chief of the company is the one who sets the tone and culture for the organization. If the CEO of a publicly traded company focuses on quarterly profits to satisfy its shareholders’ demands at the expense of being customer centric, everyone else below him or her will do what it takes to fulfill their boss’s expectations and requirements. It is quite a regrettable situation which occurs often with many public corporations.

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The Art of Sparking Emotions: Building Desire for Your Brand

By James D. Roumeliotis

Couple in Love

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Whether offering products or services, a business is expected to create connections and engage in conversations with its prospective clients ─ but equally important, with its existing clienteles. While these connections might come in the form of attractive print ads, or utilizing social media/digital platforms, or even face-to-face interactions at various touch points, they should all be tailored to initiate meaningful conversations between brand and consumer. Conversations that can achieve sales targets along with obsessive fan followings which ultimately boost the popularity of the brand.

Customer engagement: the essentials

More than 20 years ago, a popular method for companies to obtain sales was to utilize a sales force and apply pressure tactics. Some companies used the telephone as their tool of choice for cold calling. This was a typical marketing and sales approach. Sales staff where trained in persuasion and closing techniques including answering the most popular objections. This is what is known as a “push” strategy. Today, customer engagement works in reverse. It is the customer, whether an end-user or a business, who decides if and when to communicate with a company. The typical contemporary consumer has the power of the internet and word of mouth in determining great deals and which brands they should be transacting with. Moreover, on the consumer side, there are countries with strict national regulations concerning telephone solicitation. This has had companies scrambling to stay relevant with the times and is considered a “pull” strategy. There is also a refined marketing method known as Permission Marketing” (opposite of interruption marketing) which was coined by marketing maven Seth Godin. As a result, marketers have been adjusting their strategies and integrating them with online and offline marketing activities, along with a laser focused approach with their specific audience. This has resulted in deep customer engagement.

Customer engagement is not a single outcome ─ it is an ongoing dialogue. They have come to expect more personalized interaction, customized solutions, timely results and most certainly a “bang for their buck.” This requires brands to be customer centric ─ with everyone in the organization on-board, in addition to being well versed in the digital age. This includes blogging, Twittering, Instagram posting and viral marketing among others. One other notable trend is towards widespread audio and video production and communication. From podcasting to mobile video, audio and video is predominating in our digital world.

Push vs. Pull marketing

Push marketing and pull marketing are different yet complementary marketing methods for promoting a business – most notably online.

Push marketing is more traditional methods of advertising – essentially, you are pushing your message to your audience, regardless of whether they want to receive your message or not. Push marketing focuses on product features and awaits the audience to respond. Examples of push marketing include email marketing, website advertising, and cold calling.

Pull marketing is more proactive, pulling the customers toward your brand/product with targeted messages they care about. Pull marketing is all about brand building. Examples of pull marketing include media interviews, public speaking, and word of mouth advertising.

The holistic approach

Consumers today are more brand conscience, better informed and with more options. Despite this, there are companies which continue to spend money advertising and selling product rather than brand. They place emphasis on price and quality as differentiators despite these two being overused by many copycats. Successful brands take a holistic approach to selling by exploiting the five human senses which now constitute the brand. This is accomplished by what I regard as “ambiance marketing” and “sensory/sensorial branding”, through a captivating designed setting, yet alluring. This adds character and invites clients to truly feel the brand experience.

The five senses, when applied toward the customer, are regarded as follows:

  • Visual – lighting, decor, colors, layout…you can get a real sense of movement using these elements.
  • Auditory – music, effects, volume, vibrations…you set the tone and the energy of the room with your sonic selections.
  • Tactile – textures, comfort, climate…this is all about how your guests interact with the environment.  This is a big thing to consider when you are designing the layout.
  • Olfactory – fragrance, emotion, ambiance…this sense is under-rated and powerful. Of all our senses, the sense of smell is most closely linked to emotion and memory. You can use something as simple as burning incense or candles to something far more complex like computer controlled scent machines to enhance your environment. This could just be the extra touch needed to set the mood.
  • Gustative – with food establishments, the challenge is in finding the perfect balance between sour, salty, sweet, and bitter during menu designs and beverage selections.  The presentation also makes an impact on the overall image.

Storytelling along with the total customer experience

Standard products and mundane user experiences don’t offer compelling reasons for consumers to do business with certain brands. If a business can’t articulate its USP (unique selling proposition) ‒ as to why anyone should do business with your brand, your product and/or service merely becomes a “commodity” whose price will be the sole determinant in any transaction.  Being formidable and considered top of mind in your B2C sector requires a philosophy – a certain culture which will develop a following by consumers who share your values.

Quality materials, assembly and final product look increase a company’s competitiveness. The quality of a product may be defined as “its ability to fulfil the customer’s needs and expectations”. If the characteristics and specifications of a brand’s product line are equal or superior to its competitors, along with a fair price-value equation, the brand will turn out to be a preferred choice.

Storytelling, on the other hand, builds relationships by the stories that are well told. Stories add personality and authenticity to products which customers can better relate to and feel affinity with. Luxury brands tend to boast their pedigree since their discerning clientele desire a deeper level of involvement and understanding of the history and heritage of the brand when it comes to their luxury purchase. This is referred to as “experiential luxury.”

It is essential that the sales professional be product proficient and adept at assisting and guiding the client to the purchase making use of flattery, romance and showmanship. To illustrate, when selling a niche automobile such as a Porsche, the sales consultant can talk about racetracks, describe road-holding capabilities, build-up a fascinating story – after which time he/she can bring-up reliability and the technical details which confirm to the discerning client what he/she is already aware of.

When consumers are delighted by a particular brand experience, they begin to bond emotionally with it. They become brand loyalists and advocates – purchasing the brand more often and recommending it to others. This behavior serves to build the brand’s reputation.

In the end

With a plethora of marketing noise, differentiation in the delivery of non-evasive communication, personalized service and focus in niche markets will be the determining core value equation for success in attracting and retaining clients.

When consumers are treated with honesty and delighted by a particular brand experience, they begin to bond emotionally with the brand. They become brand loyalists and advocates – buying the brand more often and recommending it to others. This behavior serves to build the brand’s reputation. This approach is priceless –even though it may take longer to take positive effect.

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Filed under Business, business development, Business success, customer engagement, customer experience, customer service, Marketing, pull marketing, push marketing, sales strategies, sensuous brands, sensuous products, total customer experience

The Customer Experience: Building a Customer-Centric Organization

by James D. Roumeliotis

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It doesn’t take a genius to realize how few companies these days actually “Walk the talk”. What does this mean, you ask? I refer to “the total customer experience”.

Richard Owen, vice president of Dell online worldwide, says: “It’s the sum total of the interactions that a customer has with a company’s products, people, and processes. It goes from the moment when customers see an advert to the moment when they accept delivery of a product and beyond.

Sure, we want people to think that our computers are great. However, what matters is the totality of customers’ experiences with us: talking with our call-center representatives, visiting our Web site, buying a PC, and owning a PC. The customer experience reflects all of those interactions.”

You can claim that Richard Owen would say this considering the customer centric position of Dell and the nature of their business. However, his poignant statement is applicable to any business of any size. Having a vitally active and dynamic Customer Relations Policy is should be crucial to your business.

If your staff is inadequately trained, this lack of insight into CRM only aggravates the problem. When we act as clients ourselves, we can clearly see this process in action. Just pick up the telephone and call a company, which does not value CRM. It can be an exasperating experience.

People love to hate the phone tree where you have to go through a maze of menus until you eventually get to speak to a human. To make matters worse, there are companies that outsource their call center offshore to a country where employees have a peculiar accent and pronunciation not well understood by the average North American or European – and who simply follow a script they can’t deviate from.

Common intelligence tells us that it shouldn’t be this way. How a customer is dealt with reflects on the integrity of the brand, and the image of the company in the mind of the consumer.

Out of 362 leading companies surveyed, 80% believe they deliver a superior customer experience, but only 8% of their customers agree, states Bain & Company, a leading management consultancy firm. Moreover, the larger the market share of the firm in question, the greater the risk that this firm will take its customer base for granted.

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