Your marketing people have done a fine job of creating a marketing plan, strategy, and package. They’ve considered the market, the competition and the delivery systems. They have honed the message, dialed in the positioning, and developed the compelling logo, catchphrase, and merchandising materials. But like any aircraft designer, they must eventually launch it. Then be ready to redesign it based on the constant feedback they get from the pilots who are actually flying it through the headwinds, storms and downdrafts.
Who are the folks who intimately know what’s right and wrong with the program? Who knows first about the changes in the marketplace, attacks by the competition, and the nuances necessary to keep that experience excellent? And who are the pilots of the customer experience? Your sales and customer care people, that’s who.
Are Marketing and Production More Important Than Sales and Customer Care?
In some companies, marketing and production are considered to have a higher status than sales and customer care. Too often sales is viewed simply as “sales execution,” and customer care is viewed as “complaint resolution.” This attitude can result in restricting the information flow from the consumer to production and marketing.
Your Best Source of Timely Tactical and Practical Customer Feedback
Relevance is the key to an excellent customer experience. Your products must remain relevant and leading edge in a market filled with alternatives, creative initiatives by your competitors, and constantly changing circumstances on the ground. Who knows about these shifting conditions and challenges first? Your salespeople. Now they are not just executing sales – now they are your best source of timely tactical and practical feedback. Your marketing people should listen up and even thank them for sharing their street smarts!
Relevance is also a function of “complaints.” In fact, complaints are a gold mine of information that will keep your products and services relevant. Your customer care people are in touch with your end users daily. They know more than anyone in your organization about what’s going on with your customer experience. Only one in a thousand complainers actually takes their precious time to call and talk with your company about their concerns. The others just walk. But the complainers really want to improve their experience with your product. Sure, they want resolution, but more importantly, they want your production people to hear their concerns to help keep “their brand” relevant.
Do your customer care people have a clear channel to your production people? Better yet, do your production people respect their input as extremely valuable? Or do they see it as a threat to their job security coming from a lower level in the company?
Working Together as a Team
The problems begin when the company culture dictates that there are separate divisions that are higher or lower than each other, rather than working together as a team. When the salespeople are considered “outside,” the customer care people are in a call center, and everyone else is “inside,” there is can be a disconnect. The other departments have direct access to top management on a daily basis and can easily outnumber sales and customer care. So at a c-suite level, do you allow a misguided view of structural status to block sincere and valuable feedback coming from your end-user?
Ironically, from a status standpoint, if you really do put the customer on top, you must realize that sales and customer care come next on the totem pole. That’s how you stay relevant, practical, and excellent.
Everybody says they want to give exceptional customer experience, but they must be willing to hardwire their companies to get sales and customer feedback to marketing and production. Stay informed and stay relevant!
Who We Are
Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.
Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.
They offer their Guiding Principles for Success (GPS) & Shelf Smarts courses to help consumer product brand builders achieve success. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.
Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular business site at www.thebarefootspirit.com.
To make inquiries for keynote speaking, trainings or consulting, please contact email@example.com.