How to Create a Customer-Centric Sales and Marketing They have built relationships and know when the deal really is better closed next quarter. in real time while building flowcharts, mockups, UML diagrams, and more. A customer centric company is more than a company that offers great customer service. change in how you build and nurture relationships with potential and existing customers. and after the sale in order to drive repeat business, customer loyalty and profits. .. Great use of images and diagrams. Top 4 Sales Skills Needed in an AI-Centric Economy. By The ability to intuit what makes customers tick, build a relationship and retain business year-after- year . Charting a Course to CX Success in and Beyond!.
Companies that put the customer at the heart of their organization are experiencing an increase in customer lifetime value and a reduction in churn. By being customer centric. Becoming a truly customer centric organization takes time, but you can start of all small. We share 4 best practices to becoming a customer centric company.
Customer centric is a way of doing business with your customer in a way that provides a positive customer experience before and after the sale in order to drive repeat business, customer loyalty and profits.
But, a customer-centric company is more than a company that offers good service.
- The wrong incentives misalign sales and support
- Fast growth Leads to Mismanagement
Both Amazon and Zappos are prime examples of brands that are customer centric and have spent years creating a culture around the customer and their needs. Their commitment in delivering customer value is genuine — In fact, Zappos is happy to fire employees if they do not fit within their customer centric culture!
But, how important is being customer centric? What does it mean to be customer-centric? Customer centricity is not just about offering great customer service, it means offering a great experience from the awareness stage, through the purchasing process and finally through the post-purchase process. The challenges of becoming a customer centric organization The power shift between brand and customer happened during the economic downturn.
Customers became more selective in which brand they chose to spend their money with — The winning brands were the ones who treated their customers with respect, with great service, and built a relationship with them that still exists today. And during the same time as the recession, social media marketing and social selling exploded onto the scene and mobile became a major part of the customer journey.
Customers can now compare products and services in real time and across multiple devices, which has presented a huge challenge for many brands. Research has found that companies are struggling with this change and are unable to become a customer-centric organization — with the biggest challenge not being able to share customer information across departments. Most companies do not have all of the components in place to claim they are customer centric, but the most important part to remember is this: You need to start with your customers, not your products and focus on what your customers want to do.
Thus, the customer centric brand creates products, processes, policies and a culture that is designed to support customers with a great experience as they are working towards their goals. The four best practices that stand out regarding customer-centricity are: Brands that are committed to customer centricity are passionate, and truly believe the customer comes first.
Every company acknowledges that sales is a way to get there. Your salespeople are doing whatever it takes to hit their targets. Nonexistent and unplanned features are being promised to customers. Your service is being pushed to anyone and everyone in your market with no qualifications. Your support team is simply trying to close tickets as fast as humanly possible because there are so many.
The most difficult customer problems go untouched since trying to answer them is just going to get your reps negative satisfaction ratings.
How to Create a Customer Centric Strategy For Your Business
This is an alignment problem. It starts with incentives set at the top, flows all the way down the funnel, and culminates in churn rearing its ugly head and sinking your business. When a sales rep is driving revenue, you also have to look at the quality of that revenue lifetime value, churn rate, etc.
And when the support rep is closing tickets, you want to pay attention to the quality of those interactions customer satisfaction, Net Promoter Score, and also lifetime value and churn rate, etc. Incentivizing customer retention Some companies focus on selling products and then adding value in return — helping you use the things they told you that you need.Sales Tip 4: Open sale be customer centric
But customer-focused businesses are built on retention, so they need to ensure their team has targets or quotas that correlate directly with long-term customer retention. For sales, that could mean the following: And our average revenue per customer increases steadily from the moment they sign up to two years into their time with us: Since your revenue can only come from either existing customers or new customers, it will always make sense to take care of your existing customers before acquiring new ones.
Retention-focused incentives are needed to make sure support teams are building relationships without burning out.
Aligning Sales and Support for Long-Term Growth
That could mean assessing support on a combination of: But even this can pose problems if it is the only measurement used to set expectations for your support team. One of the most important metrics we use when tracking how support is performing is customer volume vs. The average SaaS company today needs to keep a customer around for a full year just to recoup the amount they spent to acquire them: Rather than simply extrapolate sales numbers and set targets based on those, your team must sit down with the data and figure out the following: Use them to create incentives that will attract customers who will actually get value from your product.
Use them to rethink the relationship between sales and support from the ground up, and use them to refocus activities on serving the customer. Sales, support, marketing, product — these are all activities that we do. What matters, what defines success, is helping our customers succeed in making their customers happy.
When that happens, we win, too.