Customer Service on the Internet: Building Relationships, Increasing Loyalty, and Staying Competitive, 2nd Edition

One of the most unpredictable things the Internet achieved was to re-define customer service. One of the first people to notice and to write a book about how to do it in the mid-1990s was Jim Sterne. It’s just been updated in this second edition.

In the real world, you can pay lip service to customer service and the resultant damage is hidden in the anonymous attrition of customers wandering away to the competition with a sigh and a shake of the head.

The Internet, however, is a ruthless amplifier of weakness in business process. Answer a snail mail letter from a customer within two weeks and they might be satisfied. Fail to answer the email the same customer sends you from your website within four hours and they’re already fuming at you for your disinterest in them. As all those surveys about customer dis-satisfaction with websites relentlessly show, it’s about service, stupid.

Before going further, I have to declare a bias here: I first became a fan of Jim Sterne when I saw him give a talk in which he illustrated how to use interactivity and personalisation to achieve web `stickiness’. Sterne chose the unlikely-sounding Clairol site – the hair and beauty products company. It allows you to post a digital photo of yourself on the site and then try on several different hairstyles.

The hairstyles come in the form of `virtual wigs’ that you stick on your digital head. Sterne had tested the site and showed his audience the result, throwing up a slide of himself, bearded, tie-and-jacket-wearing, grinning defiantly from underneath a long blonde wig. It took several minutes for the audience to recover.

Sterne’s wit and his relentless honesty are a powerful combination and come through in this book as much as in person, to make this an entertaining as well as informative read. Honesty? Too many Internet authors revel in complexity. Sterne de-mystifies and de-bunks, using an intentionally naïve-looking approach.

For example, in the book he asks a couple of experts to explain what the modish CRM (Customer Relationship Management) is all about, allowing the differences in their answers, which he produces verbatim, to show that the software industry is all over the place in trying to define CRM, energetically re-branding everything in sight. Salesforce Automation? Nah, that was last year. This year we’re calling it CRM…

As well as offering unbiased commentary to help you steer through the maze of software and solutions on offer from the IT vendor community, Sterne takes you step by step through the basics, with impressive attention to detail.

The chapter on managing email, for example, is forty-five pages long and packed with examples of how to get it right (and wrong).

What makes the nuts and bolts `how tos’ in this book so compelling is the lacerating wit that Sterne uses to deal with those who get it wrong. There’s a four-page evisceration of Volvo Cars, for example, for consistently failing to allow customers to email complaints about their cars through the company’s website. Sterne catalogues the failures mercilessly, before concluding: “Volvo has tried to open a receptive ear to the public, but it forgot the Q-Tips”.

As well as acting as a manual for developing effective email practises, the book shows you in detail the best ways of approaching now traditional customer help mechanisms like Frequently-Asked Questions (FAQs), how to let customers talk to each other to provide you with vital market knowledge, how to practise personalisation and get to know customers as individuals, and – all-importantly – how to develop measurements that allow you to translate the success of your customer service initiatives into loyalty and retention figures that the Finance Director will listen to.

If you want to learn from Jim face to face, and can make it to London this Fall, Jim will be giving two Masterclasses on 11 and 12 October 2000 on how to do this Internet customer service stuff better. (Email Phil@eCustomerServiceWorld.com for details). I was hoping to conclude with a criticism – that the built-in problem with a book like this is that it becomes redundant as soon as it is in print, as the toddler that is web customer service grows up fast to become a spotty adolescent. The past couple of months, for example, have seen a wave of `assisted buying’ software solutions break onto the market which further blur the sales/service departmental divide (a functional business divide that is everywhere in the real world but which, as Sterne shows, does not translate to the Web).

But, there are too many universal fundamentals covered in this book for that criticism to hold true. And, as hard as I tried to find examples of outdated material, this is one of those rarities, a thoroughly updated second edition of a book.

Customer Service on the Internet: Building Relationships, Increasing Loyalty, and Staying Competitive, 2nd Edition Feature

Customer Service on the Internet: Building Relationships, Increasing Loyalty, and Staying Competitive, 2nd Edition Overview

A comprehensive guide to taking full advantage of the Internet for customer care
A dynamic customer service Web site can dramatically increase customer loyalty and provide a competitive edge that all companies strive to achieve. But in order to run a successful site, you must know the latest technologies and understand how to integrate them into your business strategy. Written by internationally recognized Web marketing expert Jim Sterne, this book clearly explains these technologies and demonstrates how companies of all sizes can use them to create and maintain cutting-edge customer service sites.
Completely updated for today’s technically-savvy readers, this Second Edition covers all the bases. You’ll learn the steps needed to make the transition from your current customer support to the Web. You’ll also find valuable information on how to improve your existing site in order to save money and provide better quality support. And with the help of numerous case studies from a variety of different industries, you’ll discover how other companies create and maintain their Web sites.

Customer Service on the Internet: Building Relationships, Increasing Loyalty, and Staying Competitive, 2nd Edition Specifications

As businesses have overcome technical, financial, and promotional hurdles to developing online commerce, they are now confronted with the core issue of all businesses in a competitive market: providing quality and cost-effective customer service 24 hours a day, 7 days a week, and 365 days a year. Jim Sterne, who led the pack in the earlier stages of Net commerce with his book World Wide Web Marketing, has written a book that every company using the Net should consider giving to every employee involved in online commerce. Contains great practical information, case studies of companies that have paid attention to online customer service (and are doing well because of this attention), and an appreciation for the critical edge provided by caring about your customers.

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The 2009-2014 Outlook for Customer Relationship Management (CRM) Support and Services in Oceana

The 2009-2014 Outlook for Customer Relationship Management (CRM) Support and Services in Oceana Feature

The 2009-2014 Outlook for Customer Relationship Management (CRM) Support and Services in Oceana Overview

This econometric study covers the outlook for customer relationship management (crm) support and services in Oceana. For each year reported, estimates are given for the latent demand, or potential industry earnings (P.I.E.), for the country in question (in millions of U.S. dollars), the percent share the country is of the region and of the globe. These comparative benchmarks allow the reader to quickly gauge a country vis-a-vis others. Using econometric models which project fundamental economic dynamics within each country and across countries, latent demand estimates are created. This report does not discuss the specific players in the market serving the latent demand, nor specific details at the product level. The study also does not consider short-term cyclicalities that might affect realized sales. The study, therefore, is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved.

This study does not report actual sales data (which are simply unavailable, in a comparable or consistent manner in virtually all of the countries in Oceana). This study gives, however, my estimates for the latent demand, or the P.I.E. for customer relationship management (crm) support and services in Oceana. It also shows how the P.I.E. is divided across the national markets of Oceana. For each country, I also show my estimates of how the P.I.E. grows over time (positive or negative growth). In order to make these estimates, a multi-stage methodology was employed that is often taught in courses on international strategic planning at graduate schools of business.

The 2009-2014 Outlook for Customer Relationship Management (CRM) Support and Services in Oceana Specifications

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It’s recognized that a company’s success is based not only on financial measures which, although important, are not indicative of customer, employee, or quality problems or opportunities. Besides costs and revenue, businesses looking for long-term profitability have to take into consideration customer relationships, employee skills and collaboration items.

Leading companies tend to focus on a balanced approach to performance measurement to assess processes and identify which of them needs improving before it turns into a serious problem. Customer relations is one of the perspectives to choose measures of key importance.

Whether a company is in the business of building, selling, servicing, or managing property, residential or commercial property managers support customer-driven business strategies that increase insight into operational performance and improve responsiveness to the unique needs of buyers, tenants, users and occupiers of real estate. Balancing customers’ needs with the portfolio makes property companies pro-active real estate organizations.

The scorecard framework of a strategic measurement and management system known as the Balanced Scorecard can be modified to this mission as well. It can help to determine which factors, in addition to financial, are critical to the long-term success of a property company. The system enables organizations to transform data into actionable information and manage performance for all strategic objectives including customer relationships.

Customer-centric objectives are aimed at bettering manage relationships throughout the customer lifecycle ? from browsing a business web site, to an interested lead, to a qualified prospect, to a customer who has placed an order, to servicing that customer and to guiding him to re-purchase.

In choosing measures for customer relationships perspective companies dealing with residential property try to develop strategies that meet customers’ real estate requirements. They enhance the customers’ knowledge needed for effective decision making providing them with information on the company’s policies, procedures and regulations. Considering customers the driving force of business, property companies try to obtain customers’ feedback to learn about their changing needs and improve the real estate services.

Services which are performed when it comes to renting, buying or selling properties for clients, include ensuring terms and conditions of purchase agreements, acting as an intermediary in negotiations between buyers and sellers, coordinating appointments to show homes to prospective buyers, generating lists of properties that are compatible with buyers’ needs and financial resources, participation in listing services and others. Improving the factors that lead to satisfied and active customers conditions successful business activities and procedures and higher level of performance accordingly.

Special programs implemented by many real estate industry leaders as supplemental measure in evaluating operating performance, facilitate strategic relationships with the customers from the initial point of contact through to the closing of the transaction. Thus, Customer Relationship Management (CRM) empowers companies to manage customer relationship management process with dashboard view, lead management, marketing campaigns, advanced forecasting, contact management, opportunity management, etc.

Constant reevaluation of performance measures should be balanced with the need to improve usefulness of the metrics with regard to Customer Relationships Perspective. That can result in higher productivity of business and maximization of revenue.

To learn about performance-based real estate training, check Sam Miller new web-site.

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Do want to be known as “The Expert” or “The Guru”? Do you want to advance your career and income? If you answered yes to both of these questions then you need to become a “Top Performer” in your profession. Whether you are now a Manager, Executive, Consultant, Sales or Service Specialist, then Customer Relationship skills will be one of the keys to your success. Experience and knowledge in your area of specialty may make you an above average performer, but to be a “Top Performer” start implementing the following 24 Customer Relationship skills and action items today.

Top performers are successful by being honest, respecting a clients intelligence and focusing all their energies on how to make a difference in a clients life. After reviewing the following “Top Performer” Customer Relationship skills and action items, you will know how to be more effective, efficient, and successful.

Building a strong relationship with your customer will last a lifetime and will be your #1 success factor in your career.

1. Show off your offering “Live” by hosting seminars. Customers viewing offerings first hand will dramatically improve positive reactions.

2. Make mentoring available to your customers. Provide one day a week, one day bi-monthly, or one day monthly where you are available face to face with the customer. Give them a list of what you can do during this time period. Example, training, audits, project reviews, etc.

3. Do a 20 customer road show twice a year. Nothing beats going into the field and meeting customers face to face to better understand what they need and show them what you have to offer.

4. Make the selling process as easy as possible. A long, complex selling process will turn off customers and drive them to your competitors.

5. Showing or presenting an offering three or more times to a customer will result in a more positive impact.

6. Setup an annual meeting with your customer to discuss where there business is going the following year and review your companies long term vision.

7. Connect with a customer on a personal level through common interests and goals. Make efficient use of the buyer’s time, be courteous and polite.

8. Create a pattern of dependability by making small promises and over delivering on results.

9. Be an honest advisor. Present both the strengths and weaknesses of your offering. It is better for the customer to learn about your weaknesses now than to discovering them later.

10. Reduce customer stress. The easier it is for the customer to do business with you the greater their likelihood of repurchasing.

11. Be polite and respectful of a customer’s time and schedule. Always ask when the best time to see and talk with them.

12. Ask for small things first. A customer who says yes, is more likely to say yes to bigger requests later.

13. Positive momentum creates positive momentum. Ask a customer first, “How are they doing?” When the customer states they are feeling good, they are more inclined to give you a positive response to your next request.

14. If you smile, people will respond in kind and be more open to your message.

15. Keep your tone upbeat. Make a point to elevate everyone you come in contact with . When they hear your name, their mood will be lifted.

16. When a customer can’t buy or won’t buy, fall back and ask for names who might have an interest.

17. When a customer says no to your first big request, ask for a smaller one. Customers feel obligated when you make a concession. Present your most expensive option first.

18. We prefer to buy from people we like. We really like people who like us. Being likeable is as simple as helping customers feel happy, relaxed, and even feel good about themselves.

19. The more you make a relevant, yet unexpected connection with their lives, the greater chance of gaining their interest.

20. Mimic your customers feelings, tone, attitude, and gestures. They respond better to like people.

21. Meeting over food and drink has a positive impact on customers reactions to your offering. Dine, drink coffee, listen, talk, connect. Sharing meals has significant impact on customer attitudes.

22. Remembering a customers name and personal details can have a dramatic impact on your ultimate success. This shows that you value them.

23. Keep silent. When you don’t speak, you create the need for the customer to make a decision or keep talking providing you with more information.

24. Pay attention to details. Customers make a direct connection between attention to detail and competence. Pay attention to spelling, out of place items, grooming, dress, hotels you use, etc.

Copyright 2006 Dennis Sommer

Dennis Sommer is a widely respected and world renowned authority on sales, business development and leadership performance improvement. He is a leading adviser, author, and speaker providing clients with practical strategies that improve personal and organization performance. With nearly twenty years of business development and leadership experience, he has consulted on over 200 critical business and technology initiatives for Fortune 1000 companies. Dennis can be reached at Dennis@btrconline.com or http://www.btrconline.com

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Customer Relationship Management in Indian Banking Industry

Customer Relationship Management in Indian Banking Industry Feature

Customer Relationship Management in Indian Banking Industry Overview

Customer Relationship Management in Indian Banking Industry Specifications

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