Tag Archives: Communication

Fundamentals for the Greatest Possible ROI

An uncontroversial definition says that a company’s purpose is to generate wealth for shareholders.  But shareholders would actually prefer the greatest possible ROI.    Organizations that develop teams and processes that focus on customers thrive in the face of various economic climates and fulfill the promise of maximized ROI.  Here are four necessary elements of a successful company:

  1. EmployeesEmployees aren’t as interchangeable as employers often believe.  Employers must match the skills and passions of people to the jobs that must be done.  Otherwise, all we do is use the wrong tool (in this case, human capital) for the job.
  2. Products – Products that meet customers’ needs, sold at a fair price can sustain a business.  The opposite is not true: businesses cannot be sustained by products that fail to meet customer needs.
  3. Communication – Epictetus is said to have remarked that “we have two ears and one mouth so that we can listen twice as much as we speak.”  This truism marks the beginning of communicationCompanies would do well to listen and do vs. ignore and delay.
  4. Leadership – Leadership will be either the beginning or the end of customer service.  An executive team that focuses on growth at the expense of customer experience risks a calamity and misses additional growth.

To be sure, companies can ignore customers and survive… for a time.  The pivot point is that by executing these four pillars simultaneously, by delivering a valuable customer experience, companies maximize the ROI.  Without one element, the stability suffers.  Without two or more, it’s more likely the company will topple and fail.

Aligning your Business to Customers: Pillar 3 – Communication

In earlier posts we’ve focused on how important employees and products are to ensuring the business is aligned to your customers.  In this post, we’ll look at how communication helps your company align with customers.

  1. Listen and Understand the ‘Need’ – Technology companies often miss this piece.  Very ‘cool’ technology that doesn’t meet a need will not be turned into revenue.  Recognize that the ‘need’ will be different depending on the audience.  The user may need new features; the buyer may need different contractual terms.  But each of these elements (and more) makes up the total experience and must be considered.  It sometimes helps to map the customer experience from the first interaction (e.g. learning about you via billboard, website, radio jingle, etc.) to the purchase point, to the point after which they’ve made a purchase and need to receive ongoing support.
  2. Respond – I’d never advocate doing everything your customers ask (rejection is good in business) but you should respond in some way.  Some companies set up automatic mechanisms where the feedback is self-evident (for example, online voting where results are visible).  Customers know that a certain number of votes are required before an idea is considered and learn not to expect anything for unpopular (read: not profitable) ideas.
  3. Follow-Through – The most-missed step.  Your brand relies on integrity, just ask Congressman Weiner.  Your company can’t afford to agree to change and remain stagnant.  If it does, there’s no point in listening in the first place.
  4. (Optional:  Claim Credit) – Dizzy Dean is often attributed with saying “it ain’t braggin’ if you done it.”  If you listen to your customers and use their feedback to change some aspect of your company, make sure you (1) thank them and (2) point out how responsive you were.)

The pivot point is that to align your company to your customers, it must start with a commitment to listening, and then continue with a commitment to doing.  Companies that omit Step 3 become known for listening and ignoring (a shaky pillar indeed).

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Creating Earth-Shaking Customer Experiences

The single most important aspect which determines the fate of a corporate initiative is the emotional involvement and sustained engagement of employees.  After all, great plans with no one to implement them, fail.  The same is true for plans being executed in different directions.

When employees act as if an initiative is someone else’s responsibility, efforts appear unintentional and their effect will be temporary and minimal.  Bruce Temkin’s recent post illustrates the point.  An airline employee, in answer to a question about the sign above his head describing customer experience, chalks it up as just another promotion.

Whose fault is this?  Likely the company is at fault because immediately before employees commit to a plan, companies must set the stage for success:

  1. Communicate – Not just the what, but the why.  Will the change help attract customers?  Will revenues increase?  How will the change impact the employee’s life?
  2. Invest – It’s simple to create a slogan, hang a banner and mollify your customers (at least temporarily).  But have employees been trained?  Or are they being asked to do more with less?
  3. Back-Off – Do employees have the authority (indeed the mandate) to make the changes?  Or must they constantly seek approval for actions they know will help the plan succeed?
  4. Follow-Through – If the initiative is truly strategic to a company’s success the company needs to ensure it doesn’t end up as another flavor of the day initiative.  When companies fail to follow through they are tacitly telling employees that if they wait long enough there will be a new initiative… why bother?
  5. Acknowledge Successes – One small success, widely known, leads to other small successes.  And then?

But what happens when employees have shared goals, tools, and autonomy to carry out the plan?  When we act together, the results are tremendous.  Seattle Seahawks (and American football team) fans found this out in a game in early January.  The simultaneous cheering of 66,000+ caused the earth to shake… literally.

The pivot point is that companies, by their actions, influence the success of corporate initiatives but employees turn those plans into reality.  Not surprisingly, when companies fail their employees, employees fail their companies.