There are few areas in business where there
is a greater difference between rhetoric and practice than
in the field of customer relations.
Every mission statement and annual report contains
some hyperbolic reference to “putting the customer first”
or “amazing the customer with our service”. The
reality of course is that all too many businesses in the UK
are run for the benefit of the supplier and most organisations
put the reduction of their own administrative costs before
the convenience of the customer.
One of the most irritating statements is that
some highly inconvenient change from the customer’s
viewpoint is being put into effect to “improve our service”.
|

|
There can hardly be a citizen who has not been driven to despair
and fury after running through an endless series of touch
tone numbers on a phone system and failing utterly to reach
a genuine human being who will actually engage with their
problem and deal with it.
|
Sir John Harvey-Jones MBE
(former Chairman of ICI and the BBC’s renowned "Troubleshooter”)
|
The need to “manage” and hopefully improve
your relationship with your customer is accepted by all. Indeed
a strong purposeful and proactive relationship with your customer
is probably the only sustainable, competitive, advantageous differentiator
a business can develop. Customer relations are the key motivating
force for all the members of an organisation. They are our only
security and our reason for existence and yet they are elusive and
difficult to maintain for they depend on an attitude of mind, which
seems almost un-British. The statistics on customer relations are
both compelling and well known. 20% of all customers usually contribute
60%-80% of the profit and 20% of the customers cause a loss of profit.
It costs 5 times more to take on a new customer than service an
existing one and increasing customer retention by 5% can increase
profitability by 25%-85%. Add to all this the fact that less than
10% of the dissatisfied will actually tell you and we should not
be surprised that the marketing of customer relations programmes
is a runaway success. The availability of software is only exceeded
by the quantities of consultants happy to charge £1,000 to
£2,000 a day for their time.
The big snag in all of this is that not only does
a badly applied customer relation’s initiative fail to deliver
the promised customer satisfaction, but even worse it actually fuels
the dissatisfaction it is meant to cure.
This is the last area where a “one style suits
all” policy will or can work. Customer satisfaction will only
follow a differentiated and personalised service when accompanied
by a sincere and seamless belief in satisfactory service to the
customer that is the overriding top priority.
This is where the CRM Master Key comes in and why
I am so glad to be able to say a few words as a Foreword. It contains
an encyclopaedia of information and clear thinking which will enable
any business of any size, from the large to the small, to gain the
maximum practical advantage from the CRM technology available. You
don’t have to be a computer nerd to work through this CD but
you do need to believe in the importance of your relationship with
your customers and to have the determination to do something about
improving it.
When the potential rewards are so high, and the consequences
of getting it wrong are so dire this CD, should be an essential
resource for every businessman or woman.
However, the world is full of seemingly automatic
easy options which promise sure-fire success for minimal effort
and little thought.This is not the way in which businesses can succeed
in today’s ever more competitive world and is not the manner
in which this product should be approached. Only those who study
what is needed, think of their own experience as a customer and
utilise technology to produce their own unique service will win.
I wish the product and its users every success.
Top |