relationship marketing: delivering on the customer experience · 2019. 12. 16. · 3 relationship...

RELATIONSHIP MARKETING: DELIVERING ON THE CUSTOMER EXPERIENCE

By Morgan Leu Parkhurst

2 RELATIONSHIP MARKETING: DELIVERING ON THE CUSTOMER EXPERIENCE

Relationship Marketing: Delivering on the Customer Experience . . . . . . . . . . . . . 3

Who’s Who in the Customer-Organization Relationship? . . . . . . . . . . . . . . . 4

One Thing Leads to Another . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Honesty is the Best Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

The Secret is in the Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

The Branded Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Cohesive Communication is the Key to Success . . . . . . . . . . . . . . . . . . .19

Sidebars

The Connected Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

More Than Just Looks: A Consistent Brand Promise in Retail Fashion . . . . . . . 12

There’s No Room at the Inn: The Case for Empowerment . . . . . . . . . . . . . 14

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Biography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

CONTENTS


According to the authors of Essentials of Marketing, “…a product with better features is not a higher-quality product if the features aren’t what the target market wants” (Perreault, Jr ., Cannon, & McCarthy, 2012, p . 154) . This simple statement says a lot about the challenges organizations face when trying to deliver a meaningful customer experience . Most businesses and the leaders who lead them don’t intentionally offer products and services that consumers don’t want . Yet, according to these same authors, “80 to 90 percent of…new brands flop” (p . 231) . Much of this failure can be prevented by delivering what the customer wants rather than what the organization wants the customer to want .

Many organizations make the cardinal mistake of treating customers the way they (the people in the organization) would want to be treated (Leu Parkhurst, 2011) . Yes, it’s true, following the Golden Rule (do to others as you would have them do to you) in business isn’t always the best idea . A successful customer experience is only successful if the customer believes it is . What the customer views as successful could be, and very often is, different than what the organization’s executives, frontline employees, and even professional communicators would expect .

To deliver on a winning experience, there has to be a shift in thinking within the organization . This shift means putting the customer first, not just with words but also with actions . A research study conducted by Convergys found that while 80 percent of employees and executives said they understood what customers experienced when doing business with them, 45 percent of customers disagreed (Bell & Patterson, 2011, p . 27) . This suggests that there is a disconnect between organizations and the consumers they serve . But it also illustrates the opportunities organizations have to improve that outcome .

This report highlights pitfalls to avoid when connecting with target audiences, examines the marketplace from the perspective of the consumer, and provides tools to create a winning customer experience . After all, it is you, the professional communicator, who will be at the helm of this transformation .

RELATIONSHIP MARKETING: DELIVERING ON THE CUSTOMER EXPERIENCE


WHO’S WHO IN THE CUSTOMER-ORGANIZATION RELATIONSHIP?

The relationship between an organization and its customer can be extremely tenuous . Greg Bennett, author of Consultative Closing, explains that in sales situations, such as a sales call, the parties involved take on roles: typically buyer and seller . Both parties begin to take on characteristics they don’t normally exhibit in their regular (non-sales) surroundings . They might speak differently, listen differently, respond differently, and so on in their roles of buyer and seller (Bennett, 2007) . This complicates the sales situation because neither party is behaving like themselves . Each has placed a barrier, the role, in the middle, making authentic communication and mutual understanding very difficult .

While you might think this is only applicable to cold-call situations or sales associate careers, Bennett’s assessment of roles can be applied in a broader sense to the organization-customer relationship . Understanding that people take on different personas in the marketplace helps explain why consumers and organizations don’t always see eye to eye . Though they have something to gain if the relationship is mutually beneficial, while in their roles as customers and sellers, they may feel preoccupied with their self or organizational preservation .

If the transaction doesn’t go according to plan for either or both parties, they also have something to lose . The organization could lose the prospective business, repeat sales, customer trust and respect, or positive word-of-mouth advertising . The prospective customer could lose time or money, or be burdened with a host of problems arising from a poor-quality product or an ineffective service . What does this mean for professional communicators who are often tasked with bridging the gap between these two parties? Communicators must learn as much about consumers as possible to understand what they want and what they expect from the organization .

Organizations that understand their customers grasp a critical fact: Those within an organization are often not the target audience . This means that employees of the organization market to and communicate with customers who are very different from them . We can never assume that what we would want in a similar situation will be what our customers want .

When organizations don’t know what customers want, executives and other internal decision-makers often make knee-jerk assumptions based on their own preferences without a methodical research or vetting process . Others within the organization don’t have better alternatives to offer so they go along with the proposed ideas . After all, the ideas are logical, well-intended and workable . At first, it seems harmless, but then the problems snowball . Underwhelming products and services reign, and consumers take their business elsewhere . Executives are none the wiser because although their ideas are well-intentioned, they are out of touch with their target audiences .

While working in health care marketing early in my career, I attended memory care training with nurses, their assistants and administrative staff . We learned about diseases that affect a person’s memory, namely Alzheimer’s . During the training, the speaker asked us what we thought the number one fear was of people just diagnosed with Alzheimer’s . We started talking amongst ourselves in small groups to come up with an answer . One nurse answered that the


fear was loss of memory . We all agreed with her, and we were all wrong . The speaker told us that the most common fear of those with Alzheimer’s was loss of control . We realized that our efforts to provide memory care for seniors weren’t going to work if we focused on the wrong fear . So we focused on the right fear . Though we couldn’t stop the progression of the disease, we could honor the person’s wishes, even when they could no longer speak for themselves, thus allowing them to maintain as much control as possible . Had we developed a marketing campaign based on our predictable, logical, but ultimately wrong answer, we would have offered a product that did not meet the needs and desires of our customers .

Another bottleneck in the process to better understand the customer is a gung-ho product mentality . Oftentimes, people in an organization lose sleep trying to create the perfect product . But no one stops to question whether a market actually exists for that product . According to the authors of Essentials of Marketing, this production-oriented mentality is outdated (Perreault, Jr ., Cannon, & McCarthy, 2012) . The mere fact that the organization thinks the product is perfect doesn’t automatically translate into consumer sales . Just because the product is available doesn’t mean consumers will be ready to buy it . The more you learn about your audience’s wants and needs, the more likely you can develop offerings they seek and are willing to pay for .

However, it isn’t always easy to gather information about consumers . In their book Wired and Dangerous: How Your Customers Have Changed and What To Do About It, Chip R . Bell and John R . Patterson state that customers today are “…picky, fickle, vocal, and vain” (2011, p . 16) . This provides new challenges for organizations that want to compete in the 21st century . Consumers know organizations gather information about them to improve their marketing efforts, but sometimes customers don’t want to share this personal information .

For example, customers might pay with cash if they don’t want organizations, especially retail organizations, gathering data about their purchases . Consumers might also refuse to give their zip code or email address to sales associates at the point of purchase . They might view this as an invasion of privacy or an effort to send future unwanted offers . Looking at the buying experience from the point-of-view of the consumer is important . Below are a few highlights to consider .

1 . The parties involved need to see value. Organizations and consumers each have roles to play in the marketplace, so it’s important to establish what each party hopes to gain from the transaction . An individual might purchase a membership at a recreation facility to improve his health and to meet new people . The facility can learn about these goals during an in-person consultation or as part of a broader market research survey . Whatever the channel used, assessing the fit of an organization with potential target audiences is critical . The more an organization knows about its target audiences, and the more transparent the organization is in the marketplace, the easier this becomes . The recreation facility hopes to make a profit from its new member, meet his goals, and would like him to spread the word to others who might also become members . Professional communicators are a critical part of the process . Whether they work one-on-one with customers or create mass communications to be distributed in the marketplace, possibly promoting a member-recruit-a-member program, communicators help define the conversation between customer and organization . They are often also the individuals who report back to organizational leaders about what consumers are thinking and how the brand is performing in the marketplace .


2 . Price doesn’t drive all purchases. Consumers make purchases for many reasons, economic factors being only one of them (Perreault, Jr ., Cannon & McCarthy, 2012, p . 112) . Emotional purchases are another common reason, as are impulse purchases, which occur without much thought or planning . To complicate matters, consumer reasoning can change frequently depending on what is being purchased, who the purchaser is and the nature of the buying process (Shimp, 2007) . While someone might usually be an economic purchaser—seeking the lowest price possible nearly every time—there may be instances when this same person buys for purely emotional reasons and is even willing to pay a premium . For instance, a homeowner might seek the lowest bid for sidewalk repairs (economical) but be willing to pay a premium for a collectible sold at auction (emotional) . She may also buy jewelry on impulse (unplanned) if she is at the sales counter buying an outfit for her upcoming interview (planned) . Therefore, assumptions about consumers must be handled carefully in marketing strategy planning .

3 . The organization/consumer relationship must have an element of trust. No matter how brief the transaction is, there must be trust between both parties . This trust often goes unspoken or is assumed . For example, when I buy gasoline, I don’t sign a contract or verbally state my intentions before making the purchase . But I assume gasoline will be available at the stated price, and the gas station assumes I will pay for what I consume . If the trust is broken then even a completed transaction can fall prey to being reversed through a product return, failed repeat business or negative word-of-mouth advertising to acquaintances . Think about arriving at a restaurant only to find your reservation has been lost and you can’t be seated on time or at all . Your confidence in that establishment has probably been lost . As a result, you may think twice before dining there again or recommending the restaurant to friends and family .

Thinking like a customer—rather than hoping they’ll see things your way—reduces the conflict between organizations and consumers . Accepting that consumers buy many different products and services for many different reasons means you have a challenge ahead of you . You have the tough task of positioning your organization in the right light for the right type of customer . But this also means you get a chance to differentiate your organization from competitors and demonstrate to customers how you can help them .


ONE THING LEADS TO ANOTHERKnowing that customers take on different

characteristics when they go into buying mode and are often unpredictable might make even the most dedicated professional communicator want to switch careers . On occasion, when you meet a customer’s need, that same customer will expect you to meet her needs all the time, regardless of how unrealistic they are . For example, if you meet a request to finish a project ahead of schedule, the client may come to expect this same result with all future projects or may make another request, such as getting an extension on the invoice they must pay . It’s a slippery slope to pulling one’s hair out . Or is it? Organizations get nervous wondering if they’ll trip over themselves trying to please the “unpleasable” customer . Customers might be “unpleasable” for a number of reasons, including not being a part of the desired target market or undergoing a change in circumstance that requires they back out of a deal .

Much like organizations don’t always know what customers want, the customers themselves don’t always know what they want . They aren’t trying to be “unpleasable .” They could be in the early stages of the purchase process, unaware they are being demanding or difficult, or overwhelmed with all of the options on the market . If a customer’s air conditioner breaks, and he needs a new model immediately, he’ll likely feel stress as he researches options for a replacement . With countless models and price differences to choose from, he may get frustrated . Furthermore, if a sales representative tries to sell him a high-performing model that is out of his price range, he may think the representative is just trying to earn more commission rather than trying to help him make the best decision .

Often the professional communicator, product developer or customer service representative will identify what the consumer wants through trial and error . To know what the customer does want (a low price), you have to figure out what he doesn’t want (top-of-the-line air conditioner) . It is easy to assume consumers are being difficult when every

THE CONNECTED EXPERIENCECreating a customer-focused

brand experience is part of a professional communicator’s job. It’s a place to get creative. And the more connected to your customers your brand is, the more confident they are about their relationship with you. Here are a few little ways to make a big difference:

• Respond quickly on social media sites no matter how positive or negative the comments are. The more you connect with audiences, the more they realize you care. Avoid being defensive and always take a proactive approach. There is no need to fear social media, but they do need to be managed.

• Post more than just the latest quarterly report on the corporate blog. Include articles with tips, hints and tools for customers to improve their lives. It’s okay to connect these helpful pieces of information back to your brand. However, the blog should focus more on the consumer than the organization. Consumers need a reason in the first place to care about the brand. Your helpful advice gives them that reason. This is about engaging. The selling comes later.

• Do a test run. If you would like to see if a potential product or service offering will resonate with customers, offer a sample to a select few people. Get their feedback before launching the entire product or service line. This empowers consumers and makes them feel like they are a part of the process. Doing so sets your brand apart from the talkers and shows target audiences your brand is a “doer.”

• Let the customer date your brand. Much like sampling, mentioned above, let people familiarize themselves with your brand before they go full-speed


product or service enhancement you offer is met with a lukewarm reception . But consumers, just like the organization, are learning too, and developing trust makes this process easier . Keep in mind, trial and error is common with relatively new products or services that customers are still learning about, with new businesses that are trying to get established, and with organizations that are trying to stabilize an otherwise shaky brand .

When developing a product or service, it’s helpful to ask consumers to compare and rank the features you are considering offering . For example, you could ask, via a survey or social media site, for consumers to rank according to importance possible features such as price, upgrades, durability, choices (models, colors, add-ons), or any other factor you are considering (Ramaswami, 2007) . If your business is service-oriented, you might ask people to rank the importance of the following items: hours of operation, location, breadth of services, cost, quality, credentials of employees, knowledge of staff, turn-around time or the quote process . The purpose of this exercise is to narrow the list to a few specific features and ask for consumer feedback on how important those features are . If you are worried you’ll miss a feature consumers think is important, consider including a blank space in your survey for people to fill in their own suggestions and rankings . On social media, companies often encourage people to provide comments with their rankings of the product or service as well as additional suggestions of features they’d like . This approach is often helpful in the aforementioned scenario of consumers wanting more after you’ve met their initial need . Asking them to prioritize their wants and needs helps educate them about their own expectations regarding your organization .

Another option is to gather feedback after providing a service about whether your product or service met the customer’s needs, wants and goals . Make sure to provide an opportunity for free-form responses in case your research-gathering tool doesn’t cover something that is important to them . Although it doesn’t work in every situation, if you’re

ahead. Offering a few discounts or introductory products or services lets consumers warm up to your brand. From there you can wow them with what else you offer so they come back for more. This also lets you see the really “committed” customers who might be seeking a brand relationship.

• Focus on your brand as a community instead of just products or services. Again, focusing too much on producing and not enough on engaging will leave consumers cold. The more your brand is a community the more the right types of customers will want to be a part of it (think ideal target audiences). Social media make this easier to do, but keep in mind there are other ways to build community offline. Think open houses, customer appreciation specials, and one-on-one communication.

These are just a few ways to stand out from the crowd of competitors. The more authentic your brand is with consumers, the stronger it becomes. Some tools will work better for you than others. The key is to figure out what makes your customers tick. What is worse than failing? Not trying in the first place.


able to gather information on the front end about what consumers hope the product, service or consultation will do for them, you’ll know how to channel your resources from the start . New client questionnaires and surveys are helpful; however, it is important not to get a false sense of security with these front-end tools . Gathering data at the beginning does not mean your efforts to understand the customer are complete . Not only can customer preferences change quickly, but you’ll also want to measure post-purchase whether you met or exceeded the expectations customers set at the beginning .

As difficult as it can be to try to satisfy customers who don’t know what they want, it can be as equally difficult to work with customers who do know but won’t tell you . As mentioned before, maintaining a sense of power is important to the customer since they are the ones who will have to give up one thing (like money) to acquire a benefit (such as a product or service) .

Often, they are afraid the organization will use their honesty against them . Consumers fear that too much transparency will allow organizations to take advantage of and abuse the relationship . For example, if a consumer is shopping for a car, she might not reveal the highest price she’s willing to pay . If she were to reveal her top price too early in the game, she could inadvertently negotiate her way out of a better deal . She might prefer to withhold information until she knows what the sales associate will offer first . From there, she can counter-offer if she chooses and negotiate back and forth until an agreement on price, terms, and conditions is reached, ultimately giving her a better deal .

The strategies mentioned earlier can still be useful when working with consumers who withhold information, but if the process to better understand that client or target audience group is unprofitable, it may be necessary to focus on other prospects or groups . Successful organizations learn to let go of audiences who will not be profitable . This flies in the face of conventional wisdom, which suggests more customers always mean more sales . But sales do not mean profit if the cost to acquire the sale or to maintain the relationship is more than the price charged . When organizations go after countless customers who don’t fit a target audience, they face backlash from dissatisfied consumers . Buyers become unhappy and more difficult, often because the organization:

1 . Makes more promises to consumers than it can keep .

2 . Isn’t honest about (or doesn’t know) what it does really well .

3 . Doesn’t have defined target audiences who share the same values as the organization .

4 . Is afraid to say no to consumers who are too expensive to acquire or keep .

5 . Makes products or services first and then tries to find consumers who are willing to buy them .

In some cases, providing what customers want is too expensive for the company to produce or the customer to purchase . As the authors of Essentials of Marketing state, “Most consumers would prefer very good service at a very low price” (Perreault, Jr ., Cannon, & McCarthy, 2012, p . 274) . Companies and consumers either have to find a mutually beneficial compromise or part ways . The more targeted the organization is with its audiences, the less it has to compromise .


Below is a grid you can use to identify your organization’s strengths and weaknesses as well as the types of audiences you’d like to reach based on your answers .

EXHIBIT 1: IDEAL CUSTOMER ANALYSIS

The grid above is just for starters . When you delve into creating a winning customer experience, you’ll want more specific data, and the aforementioned survey, questionnaire and social media tools provide excellent starters . The more specific you can be about the types of customers you would like to target, the easier your work becomes . Remember, be honest about what your organization excels at . What types of customers will appreciate your strengths? Those are the people to find and develop relationships with .

Gathering demographic and psychographic information will also help the organization better understand consumers . Demographics focus on traits of a person, such as age, race, religion or marital status . Psychographics look at how the consumer thinks and what is really driving the purchase process . The exhibit below includes example demographic traits as well as possible questions you can use in your research to gather psychographic data .

EXHIBIT 2: EXAMPLES FOR SURVEYS AND QUESTIONNAIRES

DEMOGRAPHICS PHYSCHOGRAPHICS/BEHAVIORAL DATA

Age

Gender

Race

Education level

Religion

Own/rent property

Income

Zip code

Marital status

Number of children

Why did you choose this product/service?

Why did you choose our brand?

What was most important to you during the purchasing process?

Would you make this purchase with us again?

Would you recommend us to others?

ORGANIZATION STRENGTHS

IDEAL AUDIENCE ATTRIBUTES

ORGANIZATION WEAKNESSES

LESS-THAN-IDEAL AUDIENCE ATTRIBUTES


Having this kind of information allows you to define an ideal target audience . You can zero in on consumers with like-minded values and interests .

For example, if you are in charge of marketing for a car dealership, you would likely be curious to know how people select their cars . Using this model you learn that female professionals, aged 45 to 60, with a four-year degree, consistently prefer a mid-range model on your lot . You learn their average income is US$75,000-$125,000 . They own their own home and have approximately two to three teenage or college-aged children . They are married and their spouses also work .

You might not know their religion and there may not be a trend with a particular race . But you are surprised that with such high incomes and working spouses these women aren’t interested in your high-end models, despite those models coming with excellent track records .

As you dig into the psychographics of this target audience, you learn they value reliability, dependability and a reasonable price . These factors are important to them because in spite of their higher incomes, they also want to save for their children’s college expenses and their own retirement . They like working with your dealership because of the long-term service and automotive care you provide customers . You also learn these women often hope to pass their cars on to their younger children once they become independent adults . Being able to keep the car in excellent condition for an indefinite amount of time is paramount to making this happen .

Now you have learned valuable information about them . As a dealership, you could emphasize how cool, powerful or successful a higher-end model would make your customers look . Considering the salary alone, they would technically be able to afford it . Perhaps with the correct target audiences, these messages would resonate . But with this target audience, affluent professional females, those marketing messages would fall on deaf ears since none of those qualities are a priority to her right now .

As mentioned before, narrowing down to what is most important to consumers is also valuable . They may want a lot of things, but if you can find the single most important thing they want from your brand, you’ve made a huge breakthrough .


HONESTY IS THE BEST POLICYSometimes it’s difficult for organizations to

narrow down to a few target audiences because they’re afraid to lose business opportunities . But let’s look at a real-life example of why that thinking isn’t helpful . I drive a 13-year-old car . It doesn’t look like much, but I love it . When I got a small dent in the front bumper, I wanted to have it fixed but I didn’t want any buffing or repainting done . That would have been more service than I was looking for . When I contacted a local dealership to see if they could fix it, they assured me they could . But I couldn’t get them to pinpoint a time for me to bring the car in . After two weeks, I did get the repair scheduled, but I had to wait another five days before taking it in and was instructed that I had to leave it with the dealership for at least an additional three days while the repairs were done . They also said they’d have to take the car off-site to do this and that the dent removal would cost US$250 .

I started to think this wasn’t the service I wanted . I had been prepared to pay US$250, but I wasn’t prepared to wait eight more days to get the work completed . More was definitely not better . On a whim, I took my car to another business that deals exclusively in dent removals . For US$75 I had the repair done on-site in 30 minutes . The staff was helpful, the waiting room was functional and the service was fast . They gave me exactly what I was looking for . From start to finish, the customer experience was streamlined, easy and low-cost . I even got a hand-written thank-you note in the mail from them after the service was completed . When I cancelled my appointment with the dealership, I think they were relieved to be off the hook . Hopefully, I never need dent removal work done again, but if I do, I know where I’m going, and it won’t be the dealership .

What is the takeaway? It would have been better for the dealership to say, “This isn’t something we specialize in . If you’re just looking for a quick dent repair, call Company X . Here, I’ve got the number .” A simple, honest answer is all I needed . Although

MORE THAN JUST LOOKS: A CONSISTENT BRAND PROMISE IN RETAIL FASHION

I’m a self-professed cheapskate who hates to shop. Yet while meandering in a high-end women’s clothing store, I purchased a wardrobe that cost more than double what I had ever spent before on a single shopping spree. Frugal by nature, it was a 50 percent discount that got me in the door. But it was the ensuing experience, and, ultimately, the brand promise that made me a loyalist.

To justify higher prices, and convert cheapskates to brand loyalists, this organization knows it needs to do more than deliver on quality, durability and a winning customer experience, which are all assumed. The organization must know who its customers are: wives, mothers, daughters, time-sensitive business professionals, budget-conscious managers of the family office, and women who are ready to look their best.

In this particular store, salespeople, or stylists as they are known, are partnered with customers. As part of the experience, stylists focus on factors such as the consumer’s lifestyle, where the clothes will be worn and for how long, and what kind of image the customer wants to project. To get more personalized service, customers are encouraged to call stylists before they come into the store. Stylists, meanwhile, are encouraged to give honest assessments, even if it means putting an item back on the rack.

Having consulted with numerous business owners in my career, I have found that deciding to be different from competitors is a lot easier than deciding how to do so. In such a competitive environment, the promise has to run a little deeper than generic terms like “quality,” “durability” or even


the dealership wouldn’t have gotten my immediate business, they would have built a strong reputation, expanded their network, paved the way for me to do business with them in the future, and provided me with an excuse to rave to friends and family (who in turn could have become customers themselves) . But that’s not what happened .

If you want to establish the type of customer experience that goes above and beyond the mundane, it is critical to know who you want to serve and the types of products or services you should offer . And in today’s competitive marketplace, nothing but the best will suffice .

“winning customer experience.” These terms create a road map for turning the promise into a reality, but they aren’t the promise itself.

This organization has risen to the challenge. Its brand promise, according to a company social media representative, is helping women find their inner confidence. While other high-end retail shops may do something similar, it is perhaps the consistency with which this organization illustrates the brand promise that makes it so memorable. For example, while tweeting about a recent visit, I got a reply within seconds from company headquarters asking about my purchase. Even though I could have been talking to Fred in accounting, I felt like I was talking to my stylist. The seamless continuity in communication from employees at varying levels within the organization offers a cohesive feel.

Critics might argue that there has to be a catch. For example, do the stylists work on commission? Oh yeah. Do they think about their own profitability when giving suggestions? Since companies have to be profitable to stay in business, let’s assume they do. Then why do customers keep going back? Shouldn’t women feel wary of a stylist who is also thinking about the point-of-purchase amount? This is the brilliance, and the simplicity, of the organization’s brand promise. And it’s a strategy many businesses would be well-suited to study. This retail chain knows if they meet their customer’s goals first, they’ll meet theirs too. They know when each customer finds her inner confidence, she wins and so do they. It’s more than just looks. It’s a smart business strategy.


THE SECRET IS IN THE EXPERIENCE Understanding that the customer experience

matters is one thing . Knowing how to create a successful customer experience is something entirely different (for an example of a job well-done, visit the sidebar More than Just Looks: A Consistent Brand Promise in Retail Fashion ) . However, the more empowered your organization’s employees are, the more likely they will be able to create the kind of experience consumers seek . Everyone in the organization creates and maintains this experience . It isn’t only about a well-written brochure or a cleverly designed postcard . It isn’t just about efficient customer service or great prices, although both might be part of the process . It’s everything from how employees answer the phone to how complex business decisions are made behind closed doors .

Empowerment is critical because what the customer experience should look like will vary from organization to organization . It will also vary from one target audience to another (even within the same organization) . When professional communicators are empowered, they have the freedom and flexibility to tailor the experience for consumers . What is equally important is that executive management empowers employees to respond to consumer needs without a cumbersome approval process . Since one size does not fit all, it is important to understand the exceptional experience is whatever the consumer wants it to be . Often there isn’t time for frontline customer service representatives or public relations professionals to circle back to management, asking for permission to make a decision on behalf of a customer . It needs to happen seamlessly . For more details, check out the sidebar There’s No Room at the Inn: The Case for Empowerment .

Effectively delivering on a desirable customer experience means your organization must solve a problem for consumers . If a problem isn’t being solved or a competitor is doing a more effective job, your brand’s validity is called into question . Empowering employees allows an organization to better solve macro problems for customers and

THERE’S NO ROOM AT THE INN: THE CASE FOR EMPOWERMENT

Imagine for a moment that you’ve just gotten to your hotel after a long car ride. You are relieved to have arrived on time because you are attending a two-day conference at the hotel, and it starts at noon. You pull your luggage and meeting materials from the trunk and head to the front desk, which is quite a distance away. You don’t mind because once you check in you’re heading up to your room to reenergize.

At the front desk, you’re told your room isn’t available. Taken aback, you explain you are part of a business conference taking place at the hotel. The front desk associate defensively explains that it is 11:30 a.m. and her housekeeping staff technically has until 4:00 p.m. to prepare rooms. She may be able to get you into a room before then, but there are no guarantees since you arrived “early.” You explain you’ll be in meetings at that point, and she shrugs her shoulders to indicate there isn’t an alternative.

You are allowed to drop off your personal belongings in a bellman’s quarters, but the closet is a high-traffic area for staff. Your personal items will be visible to passers-by any time the door is open (which you notice happens quite frequently).

Feeling frustrated about the situation and uncomfortable about storing your personal items in an unsecured area, you’re about ready to move to the hotel next door and walk to the conference.

This type of situation happens often enough that you might be nodding your head as you read this scenario. You, or someone you know, have probably been through this before. Problems like these don’t just happen in the hospitality sector either. They can happen anywhere to anyone. Remember, a problem can exist solely because


prevent micro problems that arise as part of doing business, such as customer service mishaps . Furthermore, even if the brand is strong, maintaining it is imperative—again, part of the empowered professional communicator’s cache of offerings .

The advent of social media has not only brought organizational-consumer communication into real time, but it has also increased the need for empowered team members who can act swiftly while engaging online . If your company sells shoes, be prepared for consumers to leave a comment on your Facebook page or Twitter profile asking if you have a specific style, color and size in stock . If your organization is able to respond in a matter of minutes rather than hours or days, the more proactive and together you’ll appear . The relationship starts to suffer if you have to ask around the organization in order to answer that prospective customer’s question . If you are a professional speaker who tours the globe (or you provide communications for someone who does), be prepared to share the tour schedule on a moment’s notice . Posting it once or even twice on a social media site doesn’t mean everyone will catch it . The social media world moves at a rapid pace, and something shared yesterday can quickly become old news .

When you receive constructive feedback, such as when a customer shares a negative experience with your product, treat it with the same timely, sensitive care . Organizational executives often worry that negative feedback on a blog or social media site will discredit the company . But the reverse is often true . When you respond honestly, respectfully and in a timely fashion, you can turn a potentially uncomfortable situation into a winning experience . Not only do you have the chance to diffuse the instigator and make the situation right, but you also demonstrate to others who are passers-by how you respond under pressure . When a communicator is there to listen, whether the comments are positive or constructive, it shows the audience the organization cares . This, too, becomes a part of the experience and offers an opportunity to introduce more authenticity to the roles in the customer-organization relationship .

the customer believes it does, despite an organization believing a reasonable solution has been proposed. Organizations often talk about the customer being right, but they fail to empower employees who work directly with consumers.

In a perfect world, a room would be available and this type of problem would never happen. But in the real world, glitches occur all the time. An empowered organization knows this and develops training for employees to respond sensitively and professionally to prevent or mitigate situations like the one mentioned above. For example:

• Employees who can’t immediately fix the problem, such as making a room immediately available, can acknowledge the customer’s frustration and offer an alternative solution. “I’m sure this is frustrating for you, and since you have a conference to attend, I’ll see to it that a room is ready as soon as possible.” Tone is critical here. Employees should sound sympathetic but confident. Customers want to be heard and taken care of.

• Employees are trained not to internalize the customer’s frustration or take it personally. Rather than responding defensively as the associate did above, and blaming the customer, empowered employees react calmly. “Let me see what I can do for you.” This action statement lets the consumer know his or her issue won’t be ignored, which often immediately diffuses the tension. The employee blends professionalism with a personal touch.

• Employees are taught from the outset what is within their power to do for customers. There is no back-and-forth with management, which often delays a desirable solution. Instead, employees are backed by management to


Additionally, because the marketplace moves at such a rapid speed, it’s tough to hold the customer’s attention . Tapping into what they really want addresses this challenge . Many companies make the mistake of focusing only on generic benefits of the product or service they sell rather than tapping into consumers’ values or desires .

One way to go beyond mere features and benefits is to follow a process developed by Thomas J . Reynolds and Jonathan Gutman called means-end chaining . When creating a means-end chain, a professional communicator connects attributes of company offerings, such as a product, service or idea, with consequences, which are then aligned with consumer values (Shimp, 2007) . For example, a customer who eats a low-fat (attribute) potato chip might seek the consequence of being able to enjoy a snack he or she would otherwise not eat . Being able to do this could tap into deeper values such as the feeling of taking care of one’s self through healthier eating . It could also relate to a value of fitting in with society, such as being able to snack with others . Since products, services and ideas have multiple attributes and consequences, there can be multiple values to consider . If you want to enhance the customer experience, consider tapping into deeper elements of consumer values . While competitors are stuck promoting attributes and benefits, means-end chaining allows you to develop a more personalized experience .

When delivering on the customer experience, you are also delivering on a brand promise . Although there are many definitions out there, for the purpose of this report, a brand promise is a combination of what your organization offers and how it offers it . It sums up the experience the customer expects to have . The promise should be different than what other organizations are offering . Much like a brand is more than a logo, the brand promise is more than just words . The brand promise can be part of a slogan or tagline as a means to convey your organization’s message, but the promise itself is part of your organization’s reputation . It might be connected to a product warranty or guarantee . The bottom line

do whatever they possibly can to right the wrong. This breeds confidence and reciprocal trust within organizations, especially since it isn’t realistic to foresee all possible scenarios that might befall a customer.

• Management recruits employees who fit this type of culture. Empowerment only works if the employee is willing to accept this kind of individual leadership and if the organization is willing to make it an expectation. Defensive tactics, blaming and an “it’s-not-my-responsibility” mentality aren’t tolerated in the organization regardless of individual rank or status.

While critics might argue the aforementioned points are overly simplistic and obvious, these same critics are proof of why the suggestions are anything but. Because the suggestions are fundamental, they are easily forgotten, assumed or overlooked within organizations. It takes one unprofessional employee who doesn’t want responsibility to compromise the system. It takes only one unfit hire or one manager to criticize an employee for not first seeking permission to challenge an empowered culture. No, these suggestions aren’t an insult to one’s intelligence. They bear repeating over and over because they get taken for granted and because they are the foundation for successful organizations.

Whether employees are professional communicators by trade or through on-the-job experience doesn’t matter. An organization dedicated to serving customers will empower everyone who is employed there to be, at best, a “problem-preventer” and in practice a problem-solver.


is that the customer comes to expect it each and every time he or she makes a purchase . Organizations can never take this for granted . If the promise is broken, even slightly, before, during or after a purchase, by anyone in the organization, the consumer will go elsewhere . It’s also possible this same consumer will stop sending referrals and singing the brand’s praises . What is even more unnerving is this often happens without the organization realizing it . Most consumers simply move on to another brand without ever letting the organization know what it did wrong .

When deciding on a promise, it may be helpful to think about how the organization should be positioned in the marketplace . The grid below is a sample of how you might organize ideas related to your organization’s brand and what you can do to enhance it for consumers .

EXHIBIT 3: BRANDING QUESTIONS

Answering these questions is much easier once you’ve answered questions from Exhibit 2 . The clearer you are about what you do well and who you want to target, the easier it becomes to bring all communication efforts together to support one brand image . This prevents efforts from being disjointed and helps various marketing and public relations managers work together .

WHAT IS OUR ORGANIZATION’S BRAND PROMISE?

WHO ARE OUR TARGET AUDIENCES?

HOW DO THESE AUDIENCES FEEL ABOUT OUR BRAND?

IS OUR BRAND PROMISE SOMETHING CONSUMERS WANT?

WHAT WOULD WE LIKE OUR TARGET AUDIENCES TO KNOW ABOUT OUR BRAND THAT THEY DON’T ALREADY KNOW?

HOW CAN WE BETTER COMMUNICATE WITH TARGET AUDIENCES TO KEEP THEM INFORMED?


THE BRANDED EXPERIENCE By now, it may be clear that as you develop a customer experience, you’re going to have

to make sacrifices . You may have to let go of unprofitable customer groups, eliminate product or service offerings the organization can’t effectively manage, or refocus the organization’s energy on branding that resonates with customers .

The key is to know who you can best serve . As you develop your brand promise, you can start to think about how you want to communicate it to consumers in a way they will understand and appreciate . This is especially helpful when thinking about those who aren’t familiar with your brand but would fit in well . For those who are familiar with your brand, include them as part of the planning process . Ask customers what is important to them about working with your organization . Ask them to tell you what they get from your organization that they can’t get anywhere else . Ask them to tell you what you can do better . And thank them for being a part of your brand’s family . As I was once rhetorically asked, what harm can be done in giving someone thanks? To streamline the process, below is a chart you can use to bring your marketing communication ideas together .

EXHIBIT 4: MARKETING COMMUNICATION PLANNING

Remember, you don’t have to have all your ideas today . This is a process that evolves over time . The key is to make sure you are constantly making progress . Sometimes that progress is incremental, and other times it feels like all the pieces are coming together at once . Either way, you’re making efforts to connect more deeply with consumers . Much like giving thanks, there is no harm in that .

DO WE HAVE CLEARLY DEFINED TARGET AUDIENCES?

WHAT PRODUCTS OR SERVICES WILL WE PROVIDE?

WHAT TYPE OF EXPERIENCES WILL WE PROVIDE CUSTOMERS? WHAT WILL THEY COME TO EXPECT WHEN DOING BUSINESS WITH US?

ARE THE CUSTOMER EXPERIENCE AND BRAND PROMISE CONVEYED IN OUR MARKETING COMMUNICATIONS? (For example, are you traditional or modern, no-frills or high-end, a specialist or generalist? Do your communications convey this?)

ARE YOUR EMPLOYEES:• AWARE OF THIS BRAND AND EXPERIENCE?• WILLING TO SUPPORT IT?• EMPOWERED TO RESPOND TO CONSUMER WANTS AND NEEDS IN REAL TIME?


COHESIVE COMMUNICATION IS THE KEY TO SUCCESSBringing ideas together is easier said than done . Whether you are the sole professional

communicator at your firm and will be doing all the work yourself or you work in a large corporation with others, success can only be achieved by looking at the big picture . While you might not be responsible for each of the processes previously described, understanding them and learning how to fit your piece into the broader framework is critical .

It is becoming increasingly difficult for companies to find ways to differentiate themselves with consumers . But it is the organization that fosters connected relationships, honors transparency and provides a consistently positive, cohesive experience that will come out ahead . And as this future unfolds, it is you, the professional communicator, who will be the indispensable leader to guide this transformation .


Bell, C . R . & Patterson, J . R . (2011) . Wired and dangerous: How your customers have changed and what to do about it . San Francisco: Berrett-Koehler Publishers Inc .

Bennett, G . (2007) Consultative closing . New York City: American Management Association .

Leu Parkhurst, M . L . (2011) . Smart organizations think like their customers . In Gillis, T . L . (Ed .) . The IABC handbook of organizational communication . (2nd ed .) . San Francisco: Jossey-Bass .

Perreault, Jr . W . D ., Cannon, J . P ., & McCarthy, E . J . (2012) . Essentials of marketing . New York City: McGraw-Hill Irwin .

Ramaswami, S . (2007) . New product development and marketing . Lecture conducted from Iowa State University, Ames, IA .

Shimp, T . (2007) . Advertising, promotion, and other aspects of integrated marketing communications . (8th ed .) Mason, OH: South-Western Cengage Learning .

REFERENCES


Having started her first business at the age of 21, Morgan Leu Parkhurst’s career has landed her in the trenches of entrepreneurship and in the classroom as an instructor . A former copy writer and graphic designer, she is now owner of Sharp Mind Marketing, a marketing education firm . She is a member of the adjunct faculty at Des Moines Area Community College, teaching student development and business courses . She is also a member of Des Moines Public Schools Community Education, creating programs in social media, marketing communications and business development .

Morgan is a volunteer for SCORE and teaches marketing seminars to prospective start-up business owners . She has also been a featured speaker at conferences hosted by businesses and nonprofits . She is an active member of IABC, having served as chapter president and as a volunteer at the regional level . Morgan has written for nationally and internationally distributed publications on topics such as small business finance and marketing, new media, communication overload, and networking . Morgan has an MBA in marketing from Iowa State University .

You can connect with Morgan at www .sharpmindmarketing .com .

AUTHOR BIOGRAPHY

http://www.sharpmindmarketing.com


Behind every dedicated writer is an indispensable team of editors who bring clarity, focus and poise to even the roughest of first drafts . But these acknowledgements start well before that . I’d like to thank Natasha Nicholson, editor of CW magazine, for giving me the chance years ago to contribute to IABC’s online newsletter, CW Bulletin . That fortuitous meeting forever changed the course of my life . I’d also like to thank Amanda Aiello-Beck, managing editor of CW Bulletin, for being one of the most enjoyable editors a person could ever hope to work with . This report wouldn’t exist today if it hadn’t been for the IABC Handbook of Organizational Communication, led by the fiercely intelligent and always supportive, Tamara L . Gillis, Ed .D ., ABC . And, of course, Heather Turbeville, director of content development . Thank you for providing leadership, clarity and the chance to spread my wings on this report . Selfishly, I am forever grateful for the chance to work side-by-side with you . I have grown as a communicator over the last year in ways that only working with you could provide . These IABC leaders have become like family to me .

Thanks also to the reviewers of this report for your insights and suggestions: Linda Pophal, ABC, and Carolyn Bazzini .

I’d like to thank Michael Barone, Ph .D ., for being the professor who ignited my love of integrated marketing communications . Who knew Saturday morning class could be a blast, especially when it came standard with a two-hour roundtrip commute? It was the most expensive textbook I couldn’t wait to sell back at the end of the semester, yet it still stands proudly on my bookshelf today, torn and tattered, a sure sign of a great read . Thank you, Dr . Barone, for still taking my calls . Even though the homework was turned in long ago, your leadership and insight mean the world to me .

Thank you to Jim Nygren and Manni Balignasay for being two awesome graduate school partners . The experience was a blast because of you . I appreciate all the times you let me take the lead during our team’s marketing projects so I could develop my communication skills, hone my leadership style and enhance my career’s foundation . I am forever in your debt .

Last, but never least, thank you to my tirelessly supportive husband Kreg . It’s wonderful to go through life with a partner who believes in you, often more than you believe in yourself . It has made the journey all the more worthwhile . This isn’t complete without mentioning our inspiring daughter Rachael . I have found looking at life through a child’s eyes is one of the best cures for writer’s block .

ACKNOWLEDGEMENTS

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