The world has changed. Business has changed. People have changed. And while I know they say that change is the only constant, the rapidity of that change I think forces us to look at what we’re doing, how we’re doing it and ask ourselves a couple of key questions:
1. Is how we’re approaching customers sustainable given the market, the economy, the last four years, the sentiment?
2. If not, what needs to change?
3. And is the definition of customers in need of change?
When it comes to retail, what makes a customer want to leave the comfort of their couch, the inviting array of online shops open across their browser to go into a bricks and mortar store? What makes a great retail experience for customers now they can interact with your brand across multiple channels on multiple devices and in person?
Let’s look at your bricks and mortar stores. Now look at your sales people in those stores. Are they up to the challenge we’re all facing in the toughest market conditions since the nineties? Do they have the skills to create opportunity when customers come into the store, or create loyalty or buy more or refer others? Are they willing to change their approach? Do they know that change might be required? Are they willing to do the work that comes from doing something differently?
For those businesses that invest in training (because the untrained ones might stay) for their teams, most is the same old same old, unchanged tweak on a similar model:
a) A process with clear stages or steps that must be followed for the model to succeed
b) They’re sales centric; they preclude other elements that impact sales, margin and profit in the business
c) One size fits all solutions which benefit the creator of those models but leaves the companies using them shoe horning them into their context, culture and challenges
d) The skills within the stages regardless of model revolve around: needs/discovery, solution, deal with objections, close.
What about customer centricity? According to Forbes “Being customer-centric means anticipating a customer’s wants, needs and communication preferences. And then, getting it right. If you can achieve this, you can create meaningful experiences and build lasting customer relationships.” My question is: “What if you get it wrong?” I think customer centricity is a great start but it doesn’t go far enough. Here’s why.
A ‘Culture of Customer’ is a way of being by everyone to everyone within the business, the ecosystem and community of that business. Everyone treats everyone like a customer that matters. They’re steeped in behaviours that mean that relationships aren’t won or lost on one wrong move because they’re deeper than one interaction, one transaction.
When it comes to a retail brand, a sale can be made in the store (online or in person) only to have the experience ruined by another element in the experience: returns policies, customer service, after sales, warehouse/delivery, and sometimes finance. It’s not enough for just salespeople to be customer minded. A Culture of Customer literally transforms everyone’s experience and creates a business that magnetises the right people to it, and like a magnet, they stick. That includes your customers, suppliers and your precious staff.
So how can you create a culture of customer in your own business?
Customer Consciousness is the beginning and that starts with your leaders, then those who have direct contact with customers, followed by those who have internal customers before landing on salespeople to ensure that everyone in the company understands that:
i) Everyone is a customer and has a customer
ii) Every customer matters
iii) Our goal is for customers to matter to us as much as we matter to them
This stage builds the appreciation that it is logical for the customer to belong to the company rather than to one person or even to a team. It clarifies for everyone that having a customer consciousness is fundamental to individual, team, and company growth.
Commercial Competence is the ability to understand, deliver and unpack a measure of value for all customers. Educating everyone about the 10 key metrics of…
- Revenue
- Margin
- Cost of sales
- Customer Acquisition Cost
- Lifetime Customer Value
- Cost to Serve
- Return on Time Invested
- Return on Capital
- Return on Expense
- Return on Investment
…means every person becomes clear about their personal impact on each one. It enables them to mindfully, purposefully and deliberately take action that contributes to growth or minimises cost because they understand the impact on ALL customers including the company itself. It keeps it practical, measurable and real.
A culture of customer is the experience customers have with your business. They know how they feel when they shop: like a customer that matters because they do – regardless of channel. They know they’ve been thought about before they were even known personally. It’s your company’s way of being. That culture can be embodied by anyone in your company, built into every system, process or product so that every time people in the business’ ecosystem interact with your business, the culture is reinforced and strengthened.
This article was written by Ingrid Maynard, founder of The Sales Doctor and host of The Sales Revolution Podcast.