My good buddy Jack Crawford talks about enterprise collaboration - as a tool of improving both customer experience and business process. "In email and voice you have to know who you want to talk to, in enterprise collaboration who you need to talk to becomes made aware to you."
has just been valued at $12bn. PRISM and other forms of state surveillance of
our social communications are driving a retreat to privacy.
The omnipresence of
brands in our social streams is pushing some folk to do the equivalent of hitting
the mute button when the ads are on TV – they are looking for ways NOT to be
interrupted - not to be targeted or otherwise 'engaged' by ham-fisted, dads-dancing-at-weddings brands.
preference for the private, for the small social groups of communication – six-person
social networks, sms-based one-to-few interactions, all of these is piling on
the agony for mass communication.
How does an
advertiser slap banner ads into our private conversations – by their very
nature we want to switch off anything that might reveal our preferences (key
word matching of ad to content of conversation, in the style of G-mail or
twitter ads, for example, even this will be unwanted by those headed for the
fear-led place. It’s not something I want to see. But (and I say this is an As-Well
rather than Instead Of scenario, it may be the dawning of a cultural lock-down.
Sharing for some folk is less caring, more scaring.
active use is actually down at the end of this year (by 0.5% over all granted,
though much more pronounced among younger segments) The way people are using it
is changing too – much more voyeurism, much less sharing of their own input (images,
problem for mass comms? How to get your message into those private conversations when they don’t want you to know anything about them.
marketing remains the key. Create an easy and ‘right’ experience and the result
isn’t a banner ad – it’s a heart won and a mind
made up. We may want to switch
off anything that would give an advertiser a clue when we go micro-social, but
try as we might we won’t switch our beliefs off when we make our private
recommend based on your experience just as heartily in private (perhaps more
so) than you would have done in public.
course means the building of advocacy is even more important. It’s pretty much
all that can work in this emerging micro-social world.
facing digital marketers now then is, how can you apply the rules of advocacy
creation to any marketing activities beyond that delivered by their one-to-one-
social media activities. And if you can't, where should you focus your spend instead?
This charge to privacy is, in my view, a road bump on the journey to Open (as in The 10 Principles of Open Business) which I think we will come to look back on as the time when a lot of people came to the realisation that they didn't NEED control from the centre.
It's an important learning, but something of a cul-de-sac in my view unless the outputs for all improve (and that is a road that always leads us back to collaboration, an Open road).
But for all that - it is happening - and marketeers must adapt to cope.
The 10Principles of Open Business provide a framework for rebuilding the trust so
many brands and organisations have thrown away in the over-zealous pursuit of
know is when they destroyed the trust they had (through exploited suppliers,
one-size-fits-all marketing and anti-customer service) they also destroyed the
shareholder value they thought they were creating.
businesses are waking to the advantages of treating their customers better – of
becoming customer-led Open Businesses. They do this because they know without
trust their brands have little value.
are most successful at this have recognised something you will find defined in
the chapter on Trust in The 10 Principles – that trust is a reciprocal thing.
We don’t want trust of the ‘you can trust us to be the cheapest’ kind. We want
trust of the ‘we have your best interest at heart’ kind.
trusted you have to trust.
John Lewis – about the most trusted names in retail these days in the UK – both
provide a similar case study when it comes to refunds (an ever more critical
part of the retail mix in an increasingly online environment in which distance
selling regulations apply to everything bought online in the UK).
companies give you your money back. Take John Lewis. I took a six month old
leather bag back. The zip had broken and the strap had all but snapped. I had
no receipt. But I knew it was a John Lewis bag. I took it back and had the
current list price of the bag (£145) zapped straight back on to my credit card.
immediately reciprocated. I went straight to the bag department and bought
another bag. I know that if I have a similar problem, I’ll get similar
treatment in future.
a problem? They will refund you and THEN ask you to return the item. They trust
you. So you trust them.
thought about the problem not from an ‘efficiency’ perspective – but from a
customer effectiveness one.
must either offer wow or easy. If you are really good you wow by being easy
(Amazon, John Lewis).
You can wow
through really low price, or really high quality. Do this and you may get away
with not being the easiest in the market to trade with. But if you can’t
differentiate yourself significantly through price or quality then easy is
where you have to aim – and where you have to win.
how many high street retailers can really argue they are as easy to trade with as
Amazon? They don’t offer higher quality. They rarely offer lower price.
they restore the trust and make themselves easier – the first step may be to
start trusting their customers more. For many that will require them to know
their customers better.
I’ve had a
few run-ins with one famous High Street retailer in the last few months. It’s
becoming a bit of a running joke in our house. Mrs C laughed after I recounted
my latest call with The M&S executive office and said: “They must hate it
when they know it’s you,”
I only wish
they had the customer systems in place to know my past record when I do contact
them. I’d love it if they hated to see me coming. They’d know how much in debit
with me they already are and might make an effort not to make things worse.
every new issue I have with them is like starting from scratch.
For M&S watchers - here's my latest complaint. I bought some trousers online. Colour wasn't quite what I was expecting (Less 'neutral' more, pensioner beige). So I returned them to a store. Thinking M&S was the bastion of easy exchange, I took nothing more than my order number with me. That should access everything they have on record about the transaction, I figured.
Nope, in store they can't check your online order number against anything, it seems. Now, instead of trusting their customer and just giving me the money back (as they would have done had they had the receipt) they could only give me a credit voucher. There was nothing in store that day that caught my eye so I took the voucher home to use at my leisure online.
When I did go to buy something online with it I discovered it could ONLY be used in store. In other words a purchase I had made online had been converted into a voucher I could not use online.
I rang and asked for it to be converted to an e-voucher. Computer said no. Even though I have all the reference numbers this could only happen if I sent the voucher back to them first. Funnily enough, if they don't trust me, I'm disinclined to trust them.
So I was left with a useless voucher (as least until the next time I went into one of their stores) instead of the goods I had paid for online.
That is how not to wow, how not to be easy - and how to illustrate the decline of a once great customer service brand...