Getting Personal Or Time To Get Personal

You are browsing the archive for Customer Service.

Getting Personal Or Time To Get Personal

December 8, 2011 in Attitudes & Behaviours, Communication, Customer Service, Sales Relationships

‘Getting Personal’ was voted as the Number 12 Sales Trends for 2011. Despite the advances in technology and the rise of the Internet, customers still want personal and single contact satisfaction. Contrary to some pundits who believe the role of salespeople is becoming obsolete with the proliferation of Internet and mobile technology, effective sales professionals and a personal approach to selling remains important to successful business this year and in the years to come.

Smart salespeople are offloading functional and transactional activities to better concentrate on the personal aspects of selling, including understanding the customer’s business and providing more personalised service. Our client surveys show customers who know their salesperson by name are 90% more likely to stay loyal!

But it’s more than just being ‘nice’ or friendly. Customers do like “nice” but they want more. Good salespeople recognise that customers buy from people they TRUST and that TRUST supersedes LIKE. Sure it helps to be likable but a buyer is looking for someone they can trust and work with over time.

If you think it’s a simple walk in, present your product and walk away…think again. Companies with a purely transactional mindset “walk-in-walk-out” mentality are finding it harder to sell and stay in business.

turnover of sales people

Companies with large turnover or salespeople with short tenures are in a difficult position to achieve customer familiarity and loyalty. One example is the business banking sector, especially in the SME business space. Here, there seems to be a revolving door policy when it comes to business bankers and relationship managers. The moment you think you have secured a good business banker, they’re gone and replaced with a new one and you find yourself starting over, explaining your business all over again. This presents a real problem for SME’s, especially in big cities. I hear many complaints from SME business owners about their frustration at the lack of care or interest shown by business banking. The only exception I can see in this are the business bankers living and working in regional and rural Australia. These guys seem to be more dedicated and committed. Their jobs are entwined with their lifestyle choice and they are genuinely part of the communities they work with. Their relationships extend beyond their jobs and they “get personal” with the people they service.

By contrast business bankers in the capital cities are dime a dozen and don’t have to have interest in you because they can disappear into the crowd never really having to practice what they preach. In short big city business banking is impersonal and simply not as effective. This lack of a personal approach means city based SMEs are missing out.

Everybody lives by servicing someone

The banks and other “transactional” based businesses are missing the fact that the customer wants to work with someone who will add tangible value to their business or life. These businesses need to start interacting strategically with their customers; offer beneficial solutions based on value and be consultative (listen and assist beyond the product).

Almost every business is now in the service industry. Consultants, medical practitioners, professional services firms, the list is endless. Any business that sells expertise and time knows the importance of working to maintain healthy relationships with their clients because if they don’t bill anything they don’t earn anything.

Product business, if they are to maintain their margins and build value in their client relationships beyond the product need to develop a ‘service business’ mindset and get personal.

I know what I prefer. The business bankers I’ve met in regional and rural Australia are by and large decent people, who are genuine and interested in people beyond their jobs. Personally, I’d love to receive the regional and rural business banker approach in our big cities. What a difference that could make on all levels.

Getting Personal is so much more

Getting personal is more than just showing up and being pleasant. “Getting personal” is about being personable, substantial, and authentic and applying these traits with your knowledge, experience, skills, creative problem solving and business acumen.

To “get personal”, you need to work with your client with the intention of delivering results and caring about the outcome. Buy in to the possibility of making a difference to your clients’ businesses and personal lives and great things can happen. Getting personal is not some soppy, ‘wet’ idea, it’s what’s at the heart of all genuine relationships.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

No Comments »

Procurement & Value Managed

September 15, 2011 in Culture, Customer Service, Procurement, Value Creation

‘Procurement & Value Managed’ was voted as the Number 8 for Sales Trends for 2011. In 2011 we are seeing the development, thinking and sophistication of the Procurement Profession accelerate. This progression will surely see procurement on the front foot of supply chain management. Around 60 percent of major global corporations now have Procurement and Supply at the executive table alongside sales, marketing, finance, production, HR, IT, etc. Security of supply, environmental credentials, sustainable business practices, integrative processes and business cases will be up for discussion at the executive level and procurement are right in the centre of key decisions making. Smart procurement professionals will centre much of their thinking and advice around Value Management rather than Cost Management.

Contrary to popular myth that all procurement people want to negotiate the lowest price, the procurement profession is presenting itself as far more sophisticated than most sales people give it credit for.

Recently I had the opportunity to attend and present at the CIPSA CPO100 conference where the top 100 Australian companies were represented by their Chief Procurement Officers. The insights and findings were fascinating – a significant feature being the growing importance of having viable relationships with internal stakeholders, sales people, suppliers and customers. The procurement profession recognises that in the past, its members haven’t done the best job in building and managing viable business relationships within their own organisations or with suppliers, admitting that the end-user customer could even be forgotten.

But things are quickly changing – smart procurement professionals now recognise they need to look at the whole supply chain process. They need to have a firm grasp of the organisation’s strategy, culture and capability as well as an understanding of the intricacies of the changing needs of their customer base and their buying behaviours.

In this volatile world, it is well recognised that customers no longer buy vertically and now buy horizontally, subsequently creating havoc in traditional supply chains. For instance ‘Zara’* one of the latest fashion brands to hit our shores has a three week turnaround on new range promotions. This means that new product materials need to be sourced, made and shipped to store within 15 days. This means 16 new ranges per year. This has turned supplier relationships, procurement practices and the retail fashion business on their heads.

How does procurement respond in this instance? According to Supply Chain Management expert Dr John Gattorna they make sure they fully understand the business, its strategic priorities, its customers’ buying habits, internal stakeholders and suppliers’ capabilities. He states that sole focus on cost management will not work in this case and says that effective supply chain management is all about understanding the behavioural profiles of your customers, internal key stakeholders all the way through to your suppliers. Aligning your behavioural preferences along with your strategic intent and cultural values will get much better outcomes for all concerned.

Procurement realises that multi-disciplinary work clusters within organisations rather than silos proves more effective. This means that people actually get to talk to each other and really connect about projects, production, supply and successful outcomes in the field.

Procurement professionals admit there is still some way to go as far as the reputation and actual capabilities of their profession. They know they need to reposition and rebrand procurement as a strategic partner offering ‘value’, as suppliers also need to. Many procurement professionals are fast realising they need to adopt the same skills they value in highly effective sales people or account managers.

The irony is that often the professions of Procurement and Selling have been pitted against each other when they have all the while really been trying to achieve the same thing – bring value to their clients and/or stakeholders.

Rather than work against each other smart procurement and sales professionals work together each understanding their goals and objectives and where they can find common ground and viable business relationships. Smart procurement and sales professionals are business people looking for viable solutions that serve the end user – the customer, as well as the businesses of both client company and supplier.

This is why I’m building bridges between the two professions. I have invited Craig Rooney, Group Procurement Manager for Porter Davis Homes and former Coles Group Procurement Manager to discuss what 21st century procurement professionals are looking for from sales people that’s beyond the price discussion at the CSE11 Sales leadership conference on 10-11 October 2011. This will be the first time a procurement professional has presented to the sales profession in Australia. As I have been given the opportunity to speak at CIPSA conferences on several occasions I thought it would be good to hear from procurement.

So the sales profession could do itself a favour and pay attention to these changes and ditch the ‘Us versus Them’ scenario when it comes to dealing with procurement. 2011 and beyond is about working with procurement to build viable relationships manage real value.

*It should be noted that Zara has come under scrutiny for breeches of working conditions as it has been accused of using slave labour in Brazil. Their procurement practices are currently under investigation.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

No Comments »

The New Age Customer

August 4, 2011 in Customer Service, Procurement, Sales Leadership, Social Media

In a world still recovering from the GFC and grappling with the buzz of social media, we are now in the midst of a war between retail and online shopping facing daily decisions about purchasing locally or overseas, and B2B sales teams challenged with moving from selling product transactions to being business people who can sell value and ideas.

It’s no wonder that businesses are grappling with the new age customer who has emerged looking somewhat different in this new climate.

New Age Customer

Sales leaders often struggle with the changing dynamics of the customer relationship. The Sales Industry has spoken for years about the importance of aligning every aspect of sales, marketing and the whole of an organisation around The Customer, yet we see sales forces and organisations at large consistently missing the mark.

That is why CSE11, Asia Pacific’s Premier Sales Leadership Conference is focusing on getting customer relationships right. As part of the conference program I am speaking in concert with a leading procurement professional about The New Era of Professional Selling: The Pathway from Supplier to Partner which is an industry first.

Conference or not, we need to adapt and improve our relationship dynamics. Sales leaders need to ask key questions such as: ‘how do we change our customers’ perceptions around the type of relationship we have with them and the value we bring to their business?’ and ‘how do we move away from being seen as a vendor who ‘sells stuff’ to that of a ‘hard to substitute’ Business Partner who adds critical value to their business?’

Today’s customer is smarter, savvier and more socially aware. They know what they want and can easily find where to get it. They have access to information at the click of a button and are mindful of price. They’re not averse to discussing with strangers the merits of a product or service online and they’re not afraid to name and shame. Competition is high and expectations even higher. The changing role of the customer means that sales people and business people need to adapt or get out.

For business, it’s six times more expensive to acquire a new customer than retain an old one so it is critical that businesses educate all their people on how to work with clients even if they are not in touch with them every day. Interestingly 68 per cent of customers stop dealing with a business because they’re upset with the treatment they received from the sales people, customer service person or someone else in the business.

Prior to the internet most used to suffer in silence and simply go elsewhere. Now customers are making themselves heard via the internet through social networking sites and blogs. Prior to the internet studies revealed that one unhappy customer told 11 others, who in turn told five other people. With the Internet and the variety of blogs available, the flow on effect of an unhappy customer could number in the thousands and be devastating to your business.

The new age customer expects more than ever before but this doesn’t mean you can’t keep up and deliver. It doesn’t need to cost you more but you will need to take time out to revisit your business strategies and reevaluate the way you deal with your customers.

Key areas of importance are:

Customer service
Are you delivering quality customer service both online and in person?Many businesses don’t take enough care with online customer service believing that as a quick and effective communication tool the job is done. Untrue. In fact, more care needs to be taken. By communicating online with your customer, you lose the personal phone or face-to-face opportunity. You therefore need to make more effort with your presence online. Responding quickly to customers with the right information they need is key. Handle queries simply and easily. Make sure you clarify and solve people’s problems and communicate in a positive, professional manner. In some markets you have less than two hours to get back to people before they move on.

Listening
Listen to your customers. Stop talking about yourself and your business. What do your customers want and need? Are you giving it to them? Listening doesn’t need to just be one-on-one. Take time out and explore the web. What is being said about you and your brand? Or what is being said online about your competitors? By reviewing the web you will gain insight into customer’s expectations and will find it easier to give them what they want.
Consistency
People don’t like change but we are resilient creatures and we do adapt to change. We much prefer it if we know it’s going to happen and can prepare ourselves which is why businesses should communicate potential change to their customers and give them time and help to adjust. If you aren’t planning change, make sure your sales team and your customer service people know your processes and are all providing the same advice. Your customer wants to know what to expect when they deal with you and doesn’t appreciate a sudden change of service.
Dialogue not monologue
I always encourage sales people to have dialogues rather than monologues with their customers. The new age customer doesn’t have time to be preached to. They want to talk and they want to be heard. They’re in touch with you because they’re interested in what you have to offer, but they probably have others waiting in the wings to take their business. Long gone are the days of sales monologues, today’s new age customer has completely outgrown this tactic and now want to be listened to. Let your customers do the talking, ask them questions, find out what they are after and then work with them to give them what they want and/or need.

Smart businesses and sales teams know there are many ways to work with our customers and develop deeper value based relationships that are based on true partnerships.

If you can, join us at this year’s CSE11 conference which brings global and local industry case studies of organisations getting customer relationships right. The conference will focus on uncovering the enablers and blockers that will either derail or enable the acceleration of sales performance in today’s market. Over 200 industry sales leaders will be sharing their insights supported by keynotes.

This will be an incredible learning experience with no doubt a few gold nuggets to walk away with! Barrett will also be hosting tables for our clients and contacts to ensure you get introduced and connected to key stakeholders and international speakers. If you would like to attend please download the registration form or please register your interest and we will get an information pack sent to you ASAP.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

No Comments »

Why selling is now a team sport

March 17, 2011 in Collaboration, Communication, Customer Service, Marketing, Procurement, Sales Relationships, Sales Training, Teamwork

Subjected to marketing and sales monologues for the better part of 40 years in the form of blanket advertising, product brochures and ‘your call is important to us’ busy signals, customers have taken the lead and are way ahead of us when it comes to having sales and marketing dialogues. Far more informed and sophisticated, and posting blogs, Facebook ‘Likes’, Tweets and reTweets, customers are engaging in their own sales and marketing dialogues about our products, our sales people, our promise, our customer service proposition and our brands, and they are affecting how we are perceived and valued in the market place.

At its very best, customers can be our finest sales team, advocating our products, services, people and brand with their endorsements. Customers can drive more sales and business to our door or, in this day and age, our online shopping carts. By contrast, the impact of their disapproval of our brand, products, customer service and sales people can be swift and devastating, sending people away in droves with their digital complaints and jibes in cyberspace.

It is apparent that Marketing is no longer in complete control of the brand and how it is represented in the market place – customers are taking our messages, tuning and translating them to suit their own needs while some tech savvy people are even manipulating brand images, emails, websites, Facebook pages and Tweets to their own advantage to potentially misrepresent companies, brands and products for good or for bad. Marketing is no longer static, one way or bullet proof.

Coupled with this, Selling has now become a social enterprise where everyone (employees, customers, suppliers, communities, etc.) can be, and often is, involved in the sales and customer service processes, and in some instances, the procurement process. Smart sales people are using their advocates to engage with their prospects and customers, encouraging and influencing them along the buyer’s journey. Linkedin in the B2B space, Facebook in the B2C space, and in some instances the B2B space, along with Twitter are rich in group conversations which need to be listened and responded to, monitored and used as signposts for new innovations, satisfaction levels and collaboration.

It’s like the Wild West and this new age of selling and marketing is really challenging the way businesses control and represent their image, values and reputation. Like pioneers forging new frontiers, Sales and Marketing teams need to rethink their strategies and start working together if they are going to effectively influence and communicate with their valued customers and advocates. It’s now time for Sales and Marketing to collaborate. For too long, too many organisations have had a standoff between sales and marketing: an ‘Us versus Them’ finger pointing culture of one-up-man-ship to the detriment of customers and businesses alike.

Sales and marketing need a new partnership.

Is everyone in your business on the same page or are your sales and marketing teams still operating in silos?
Do you really speak to and actively engage with your customers and relevant communities or is marketing still producing marketing material that is too product centric and the sales team still engaging in product monologues?
Are your sales people trained in the fundamentals of marketing skills and strategies?
Are your marketing people trained in the fundamentals of selling skills and strategies?

Get everyone in the same room

Why not involve your marketing team in your next sales training program or at the very least get the sales and marketing teams together for 1 day and discuss what needs to happen to ensure you are all on the same team and working for the betterment of all. Look at your key messages, advertising strategies, discussions groups, websites, social media, product mix, direct and emerging competitors, and your everyday public presence.

Why not go one step further and include all your staff in the discussions: get your customer service, finance, production/operations, IT and procurement teams in the same room and map your customers’ buying journeys. Explore how everyone in your business can affect your brand, customer experiences, sales results and overall business performance.

One thing is clear: Successful selling now requires new and more meaningful collaboration between sales, marketing, customer service, operations, finance, IT, customers, suppliers and communities. We’re all in it together.

Remember everybody lives by selling something.
Author: Sue Barrett, Sales Training at Barrett at barrett.com.au

No Comments »

Why we should take customer service more seriously

September 15, 2010 in Customer Service, Ethics & Values

I propose that customer service is an assertive act, a proactive role that has an incredible impact on the attraction and retention of customers. It represents the ‘front door’, the daily face of a business, ideally setting the scene for productive, healthy relationships. I propose that customer service can often be a much harder, more gruelling role than selling; dealing with the many variables that confront a business, sorting out problems, providing advice, answering technical/distribution/supply questions, coordinating and liaising with various departments, contacting suppliers and, dealing with crises; all the while being polite, friendly, effective and efficient on a consistent daily basis.

The types of people who perform customer service best are people who are interested in people, like regular interpersonal communication, value being part of a team, like organising and sorting things out, get real enjoyment and satisfaction from helping people get what they need, and are resilient, calm and thick skinned whilst being sensitive to the feelings and needs of others. Who do you know that is like that?

Why then is customer service often seen as a lesser role, a ‘servant’s’ role, a role where you are required to put up with abuse and bad behaviour, and a role where you are expected to put up with things most other people would not tolerate? Why do many customer service people feel they have to suffer in silence?

I am in the midst of working on a Customer Service Excellence program roll out with a well respected and innovative manufacturing company in the building industry sector. They take being ‘excellent’ very seriously and as such are ensuring their customer service team are well trained in skill as well as the ethics and vision of a customer focused, quality business. As part of our work, we discuss how to deal with rude and angry customers. It was revealed by some of the female customer service staff, on our initial program, that some of the customers (male) were making inappropriate comments of a sexual nature over the phone to them and this was causing them distress – rightly so. The management team (all male except for one female) who were also on the initial program were shocked at the news, and all agreed that their staff should never have to put up with this or any other type of abusive behaviour.

Asked why they hadn’t spoken up previously about these incidents, the female staff stated that they were worried that if they stood up for themselves and told the customers concerned to stop, then they might lose their business. Credit to these staff for putting the business first however, it should never have to be at the expense of their dignity or professional behaviour. Management were adamant that this type of behaviour, abusive language or threats from customers or anyone should not be tolerated under any circumstances and if it did happen again the staff were advised to report it immediately to their manager.

We need to make sure that all our staff are safe – free from abuse, bullying and other inappropriate behaviour. I too often see customer service being undervalued by businesses and trivialised as fluffy, or being nice and ‘the customer is always right’ stuff. It is far from that. It’s a tough job. It saddens me that people, especially women, do not think they can say something when inappropriate and abusive behaviour surfaces. A recent newspaper article put paid to the issue that bullying was due to low self esteem, instead it stated that research found that bullies had an over inflated view of themselves and thus set about demonstrating this in various ways including bullying.

Perhaps we should be able to give our people, especially customer service staff, training and coaching in how to address bullying and other challenging behaviour alongside the more traditional customer service skills training. And then, back this up by a code of conduct; a charter on how we deliver customer service and what we stand for.

I defy any senior manager to sit in the chairs or stand in the shoes of their customer service staff and handle that role for a week and see how they fair. The program on channel 10, Undercover Boss, gives us a glimpse of senior executives taking on the roles of their staff, often service staff in the front line. They are usually shocked at how hard these roles actually are and realise that without their customer service staff they do not have a business. Whether your staff are servicing customers via the telephone or in a restaurant or over the counter, we need to make sure that we back them, keep them safe and help them be at their best, and that includes having the skills and the right to address inappropriate and abusive behaviour without the fear of losing one’s job.

Customer service is the back bone of any business, driving home our values, messages, vision and the state of our relationships with each other and our customer community. Let’s take customer service seriously.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

No Comments »

Barrett Sales Blog

You are browsing the archive for Customer Service.