Posts Tagged ‘Customer’

Assessing the landscape

When examining your customer in Social Media these are the two specific needs each company has:

1. We need to know where our customers are before we define how we engage with them
2. We need to understand what our customers really care about before we tell them what our solution may be

Here are also some tips to achieve the two specific needs:

1. Identifying relevant places and spaces by searching for your existing, previous or future customers in person
   • Look for people you know (first, last name)
   • Look for networks of relevant people
   • Look for people in relevant companies
   • BUT LOOK FOR PEOPLE
2. Identifying our customers challenges, topics, excitement and frustrations the issues and sentiment – based on the people you defined
3. Identifying the influencer Read the rest of this entry »

Net Promoter Score (NPS) Services

Why is Net Promoter Score important?

Net Promoter is a customer loyalty metric developed by (and a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix. It was introduced by Reichheld in his 2003 Harvard Business Review article “The One Number You Need to Grow”. The most important proposed benefits of this method derive from simplifying and communicating the objective of creating more “Promoters” and fewer “Detractors” — a concept claimed to be far simpler for employees to understand and act on than more complicated, obscure or hard-to-understand satisfaction metrics or indices. In addition, proponents claim the Net Promoter method can reduce the complexity of implementation and analysis frequently associated with measures of customer satisfaction, providing a stable measure of business performance that can be compared across business units and even across industries, and increasing interpretability of changes in customer satisfaction trends over time.

How is Net Promoter Score applied?

Companies obtain their Net Promoter Score by asking customers a single question on a 0 to 10 rating scale: “How likely is it that you would recommend our company to a friend or colleague?” Based on their responses, customers can be categorized into one of three groups: Promoters (9-10 rating), Passives (7-8 rating), and Detractors (0-6 rating). The percentage of Detractors is then subtracted from the percentage of Promoters to obtain a Net Promoter score. A score of 75% or above is considered quite high.

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A good friend of mine shared this with me: – it is a classic case of:

This is where the donkey comes into his own and says,

‘won’t and you can’t make me’,

which is quite true;

they are so strong several strong men

can’t make a donkey move if he doesn’t want to.

Over time I stopped evangelizing social media and helped people to identify the need by experiencing its power.

1) Ask your client to take 50 customers of theirs and check if they are in LinkedIn, Facebook or Twitter, find out what’s on top of their mind.

2) Take their brand name, search in Google and tell them what you found

3) Take their biggest competitor and do the same

4) Find what people say about their product

Show your client that what you just did – is done by 60-80% of people when they are exploring new products or services.

If they are still not interested – hey – not everybody can be a winner. You better not engage anyway because they probably can’t pay your bill.

People need to experience its importance – then the degree of potential efficiency gain, ROI, increase in revenue yade yade yade is like asking for the ROI of doing bookkeeping, the efficiency gain of a nicer package, and the revenue increase through well trained sales people.

If all that doesn’t work send them to this video link:

Input defines the following actions for organisations intending to outsource:

1. Understand what you want, and why. Define what is needed, determining what is most important and what is least important.  Determining why you want something often helps in better understanding what you need;

2. Set measurable criteria.  Ensure that the Service Level Agreement includes clear and measurable criteria and objectives so that both results and progress can be properly evaluated. Corbett (1998) describes a “scorecard” approach to objectively measure and capture the key determinants of success. The scorecard presents six to twelve measures;

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Why call at the ‘C’ Level?

• Gain immediate access to decision-makers
• Obtain insight into the real issues
• Bypass your competitors who are not calling there
• Simplify the selling process: fewer people, fewer levels and fewer steps
• Expedite introductions to the rest of the organisation
• Position yourself to sell broader and deeper

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