Lifecycle marketing can:
A brave new concept that is slowly being nurtured by marketers, lifecycle marketing represents the birth of a new era. A drastic shift in marketing, it’s a technique that focuses on more than attracting a customer, but on converting them into your own personal brand advocate.
Lifecycle marketing requires thought, research, a hands-on approach, a finger on the pulse and staff that are as excited about a product or service as you are. It isn’t easy, but the rewards far outweigh the time and thought it takes to implement such an approach.
Lifecycle marketing embraces the entire customer experience process, not just the sale. It relies on rich customer experiences that transform clients into our best advertising tools.
Customer experience is the sum of all the encounters a customer has with a business. From initial awareness, through to discovery, attraction, interaction and purchase, to use and development, and finally ending in advocacy. So whilst they may not be shouting from the rooftops, a tweet and a positive review on your Facebook page will certainly go a long way in generating leads and attracting new customers.
This isn’t all about concepts though, this is about tangible results, and the use of technology to support the business/consumer cycle.
Lifecycle marketing uses lead nurturing pathways and marketing automation technology such as HubSpot to feed tailored content to prospects and engage with them before they buy, when they buy and after they’ve completed the buying process.
These technical resources provide a platform for tracking and analysing customer engagement, including detailed information about what content leads have read, and when. With technology like this, it’s easy to strike up the sort of conversation that your customer wants to be a part of.
Above all, lifecycle marketing is a thoughtful approach — it considers not only the customer experience, but also the employee experience. It relies on a degree of internal marketing that engages employees and motivates them to deliver the best possible customer experience.
Businesses have listened, learned and embraced the idea that the customer is at the heart of the marketing process.
Rhian Morgans is an online PR executive for Tomorrow People.
When I run sales workshops, I always test the temperature of the audience by asking them about their favourite customer; not necessarily the biggest one, but one that they like on a personal level.
This is to help me to get a feel for their business, how they deliver their products and services, and to look at how to replicate their best practices, based on successful customer case studies.
Occasionally some members of the audience look at me blankly and further probing reveals that they actually dislike all of their customers: difficult people, who always seem to be complaining and constantly looking for lower prices.
At this point I feel they are more in need of personal counselling than sales coaching, but do my best to rectify what must be a terrible situation for someone in a small business. In a large organisation you can at least look forward to the pay cheque at the end of the month, whereas in a small organisation, the buck stops with you. There is one consolation: in a small company, you are actually allowed to make some mistakes, so long as you rectify them swiftly.
This was an interesting observation made by Richard Richardson, who has seen both sides of the coin. He had a very successful career in advertising, most latterly with Young and Rubicam. His favourite customer was John Barnes at Kentucky Fried Chicken, and they used to spend many hours cooking up new business ideas, just for fun.
But one idea seemed to have some traction: what about the original British fast food — fish and chips? The best-known name, Harry Ramsden's, was a single large restaurant at Guiseley in Yorkshire, with a few other outlets, differently branded. The owners were looking to sell and Barnes and Richardson saw the opportunity to build a great brand, something they were both passionate about.
They had very complementary skills; Barnes the charismatic ideas man, Richardson the completer/finisher. They shared common values, particularly a love of customers and customer interaction.
They raised some money and then set about building the Harry Ramsden's brand, but without the large marketing budgets they were both used to. They developed a style that they later captured in their book, Marketing Judo — the idea that you use the opponent's weight to your advantage, using leverage, rather than brute force.
They kept the team lean but instilled a sense of customer awareness by insisting that everyone in the 25-person head office called at least five unhappy customers every week.
This caused some bemusement amongst their customers, particularly a gentleman in Bournemouth who had filled in a card to complain about some cold chips at their Bournemouth outlet.
He was so surprised to hear from a director of Harry Ramsden's that he dropped his mobile phone, and then explained that he had just bought a car for £35,000 and had less joy in having problems resolved than for this 70 pence bag of chips. Richardson's simple phone call also generated significant new income as the gentleman's wife resolved to take parties of visiting Chinese business people to Harry Ramsden's.
But Richardson explains that in a small business it is fine to make mistakes, so long as you resolve issues swiftly and personally. He feels that many large companies seem to have an ethos of never admitting failure, which can be disastrous, as customer expectations are increasing all the time.
Once the brand had become established, they decided to grow their business by a franchise model, as it meant that ownership of the brand was closer to the customers; a proven concept delivered by local people. But while the brand can be promoted generally by head office, it is still down to the local entrepreneurs to do what they can, often without much of a marketing budget.
In Marketing Judo, Barnes and Richardson have many tips for doing just this, including extending your offer in interesting ways (the Glasgow branch offered haggis) and providing complementary additional services (arranging coach trips for senior citizens to show off interesting local buildings after a fish supper). They refer to this as “getting the crowd on your side”, using emotional leverage rather than just marketing muscle.
If you do this, not only will you grow to love your customers, you will find they will love you right back, and do your marketing for you, by word of mouth.
Copyright ©Mike Southon 2012. All rights reserved. Not to be reproduced without permission in writing. Mike Southon is the co-author of The Beermat Entrepreneur and a business speaker.
There always comes a point at any party when you realise numbers are thinning out. Various people, friends that perhaps you haven’t had a chance to talk to yet, seem to have gone — just walked out of the door without a by-your-leave or a thanks-for-having-me.
In Poland, according to a good friend of mine, they call this an English exit! I’m not sure whether this says more about our lack of manners or our inability to let our hair down.
But when you think about it, it’s what we do all the time as customers — we quietly slip away.
Hosting a party is a bit like running a business — there’s tons to do and you can’t be everywhere at once. But keeping your guests happy is vital — you can’t just conjure up a new bunch of friends just like that. And nor can you easily drum up new customers either.
So how do you keep them satisfied? Here are some lessons that you can apply to parties and your small business:
Guests arrive. You greet them effusively and lead them to the food and drink. You promise faithfully to catch up with them later. And then you forget all about them.
A PR chap I used to know would greet everyone like a long lost friend while at the same time looking over their shoulder to see who else had arrived. Give everyone your full attention, even if it’s just for a few minutes. Don’t stand there with a glazed look on your face while you mentally tot up how long the booze is going to last.
Why did so-and-so leave early? Was it the food? Was it something I said? Did they go on to another party? Don’t get paranoid — get in touch, say thanks for coming and review the night with them.
One of your friends never showed. Perhaps they texted with a lame excuse. Perhaps they hate parties. Don’t be bitter. Suck it up and call them. Tell them they were missed, ask how they are, fix up a time to meet and look for other ways to connect with them.
You can’t force people to stay. But don’t give them a reason to head for the door either — keep the food, drink and conversation flowing. Reward your friends’ loyalty. And check the exits!
Rachel Miller is the editor of Marketing Donut.
How do you talk to your customers? The choices are many — by email, by letter, on the phone, by text, via Twitter, Facebook or any number of social media sites — or even, shock horror — in person.
What works best for you? If you are like one in four British adults, you may avoid picking up the phone at all costs — preferring to text rather than actually speak to someone (Daisy Group survey).
Perhaps you prefer emailing. Or are you one of the 6% of people that have totally lost control of their inboxes? (research by Varonis).
If you like your communication informal and online, you may prefer building relationships on social media sites.
But enough about your needs — the real question is, how do your customers like be approached? Let’s face it. You might be mad about Twitter but if your target market doesn’t tweet, you need to find a way to reach them that works on their terms.
New research by Ofcom could help you to understand your target market a little better, thanks to its investigations into the different communication habits of British people.
It has highlighted five types, from the “always on” to the “detached”. Now this may seem simplistic but if your marketing is totally excluding one or more of these groups, you could be missing out on a lot of business.
What it makes clear is that in a multi-channel world, everyone has their favourite ways to keep in touch — and no business can afford to take a one-size-fits-all approach.
Here are the five groups:
Always on (22% of adults)
Enlightened (19% of adults)
Middle-of-the-road (22% of adults)
Conventional (21% of adults)
Detached (16% of adults)
Isn’t it time you found out more about the communication preferences of your customers?
You have worked hard all year, hit your targets and enjoyed the office party. But while your staff take a break, you face a bleak time minding the office phones in case any of those last minute orders go astray.
Alternatively, you could sneak off, put on your slippers and sit by the fire with your family, safe in the knowledge that all your calls are taken care of, even with no one on the premises.
How? By being in your virtual office. A virtual office is a modern day solution to this age-old problem, allowing you to have a Christmas break and a business. Even when small businesses are growing too fast to meet demand, it’s so easy to create a professional, established image by using virtual office or receptionist tools.
Small companies now have an advantage; unlike larger companies, they don’t need expensive fixed phone lines or the premises to house them in. Using mobile and virtual office technology they can respond quickly and cost-effectively to customer queries — no matter where they are in the world.
Service with a smile
By creating a virtual office with an e-receptionist to answer calls, smart businesses are gaining all the benefits of a real life receptionist (or an expensive PBX system) at a fraction of the cost. There’s no hardware or software to be installed or support. All you need is an existing phone line and that includes the mobile in your pocket.
Using a virtual landline number (a real number but without needing a fixed line) you get the benefits of the professional image that a landline number brings to your business as well as a welcome greeting and caller menu bespoke to your business.
You can also choose a local landline number — anywhere in the UK — as customers often choose local numbers for that first call. Or you can bring your business to national attention and get calls from all over the country with a non-geographic or freephone number.
Calls can be forwarded to any location, whether to your home, mobile, hotel room or even to your mum and dad’s house! And adjusting your call routing can all be done online.
Finally, with a cloud provider managing your business calls, you’ll get all the quality of regular business phone line - without some of the dropped calls or quality issues that users sometimes find with VoIP.
All in all, having a service like this allows you to enjoy your Christmas break, safe in the knowledge that you’re not missing out on business just because you’re away from your desk.
Exceptional customer service is a badge that everyone wants to wear, but few people get right. In my opinion, it isn’t difficult to provide a service that customers find exceptional. The answer is easy — put your customers at the heart of everything you do.
Satisfied customers are the Holy Grail for any business. With high levels of support, customer churn is minimised and existing customers not only buy more from you, they recommend you to others.
The service we provide (gritting and snow clearance) is critical as it keeps organisations operating in the worst weather but, by its nature, is delivered in the toughest conditions. Yet, last winter, our annual end-of-season survey of clients revealed 99.2% satisfaction with the service they received.
This satisfaction led to us being listed as the 37th fastest growing business in the Sunday Times Virgin Fast Track 100 in December 2011, on the back of an 83% increase in sales.
The secret is simple — build your business around your customers’ requirements and continually listen to them so you understand the challenges they face and can respond with innovative ideas to help them.
After happy customers, your second biggest asset is your staff. Having motivated and passionate people representing your business will mean they’re always doing the best job they can for you and your customers and they’ll often go the extra mile.
The importance of ASK
We select everyone we work with based on their attitude, skills and knowledge (ASK) — in that order. Having a can do attitude is essential for us. We believe it’s easier to teach people the skills needed for the job, than it is to change a person’s work ethic and the team continually prove to us that this is the best approach.
Our staff go above and beyond the call of duty for our customers. Last winter, one of our guys was clearing snow from walkways in the middle of a freezing night and noticed that someone had piled snow up against a fire escape door as a prank, preventing it from being opened. It wasn’t part of the contract to clear snow from that part of the site but his conscience couldn’t let him leave it as it was, so he spent additional time clearing it, much to the customer’s delight.
It’s not just customer-facing staff who should be relied on to react to customers’ needs, everyone in the business should be focused on it. There needs to be an internal culture that promotes and rewards innovative thinking.
No more computer says “no”
It’s also vital to have robust systems and processes in place, which enable every member of the team to do the best job whilst being as flexible as possible with customer needs. As technology improves, the possibilities become endless – so never again should staff need to say “computer says no”.
We are extremely proud of the partnership we have with our customers and it’s all down to putting them at the centre of everything we do. And of course it’s not all about the bottom line; there is nothing more satisfying for you and your staff than a customer being delighted with the work you’ve done.
With the recession leaving a legacy of consumers and businesses demanding more value for their money, customer service has never been more important. Those who will thrive will not just make customer service one of the things they do, they will ensure their service delivery is based entirely around the customer.
Alastair Kight is managing director of GRITIT, winter risk management specialists.