Servant of the People

Androids with Heart…

2011-09-24T22:31:00.003-05:00

One is glad to be of service.

— Robin Williams in “Bicentennial Man”

Have you ever watched your customer relationship management (CRM) software “serve” people? In the1999 science-fiction movie “Bicentennial Man”, Robin Williams stars as Andrew, an android who, through his interactions with his human owners and the world around him, endeavors to become human. In his role as a computerized servant, Andrew struggles to understand the idiosyncrasies of his biological masters though sometimes humorous but always touching interactions. Andrew’s mission in life, characterized by his signature catch phrase (“One is glad to be of service.”) begins as a core program built into his subroutines. But as Andrew gradually acquires emotions, his realizations about the importance of heart-felt service to others (first towards his close friends, and eventually to all of humanity) become the driving message of the movie, and the very purpose of Andrew’s existence.

It would not be a stretch for me to say that in my world (the world of customer service and CRM technology), the most mature automation is best known (and valued) for the way it enables organizations to provide deeper service orientation and its users more meaningful time with customers. Mature CRM technology and practice is characterized by the way it opens new opportunities for people to deliver heart-felt service to customers. By definition, any technology intended to engage and maintain a relationship between people (business or personal) has at its foundation a very tangible human element. You already know that, for your company to enjoy long-term prosperity, it must be willing to consistently re-examine and improve on basic factors in human interaction; factors that some may even regard as obvious. If you feel you have a handle on your customer acquisition and retention practices, are investing seriously in CRM technology, but still aren’t feeling the love from customers, it may be because the behaviors that seem obvious amongst marketing, sales, and support teams may not be carrying through to the technologies that support them.

Extensive studies by Texas A&M University show consistent traits leading to customer perception of service quality. In their research, they surveyed over nine hundred customers of diverse service businesses such as retail banking, securities brokerage, product repair and maintenance, bank credit cards, and long-distance telephone companies. The studies show the most important ingredients for providing the kind of service that keeps customers coming back.

They are:

Reliability, Credibility, Attractiveness, Responsiveness, and Empathy

Although I have written in the past about how these ingredients apply to human interactions, I want to dedicate some time to how companies can incorporate these elements into their customer (patient, client, partner, constituent…) relationship technology initiatives.

More to come...

NEXT... CRM, the economy and... Underwear?!

2011-09-21T22:54:00.000-05:00

In a May 2009 article, MSN Money's Michael Brush recounts a 2007 NPR interview with former Federal Reserve chairman Alan Greenspan. Among the tidbits offered by Greenspan was the suggestion that we need look no further than our underwear drawer as an indicator of financial health. Both Brush and Greenspan argue that the proverbial and literal underwear drawer hold the key to our spending patterns. Economists agree that the sale of underwear raises and falls with the economy.

Why "knickers"? Because they are representative of a very hidden, intimate choice we make when things get tough. As Greenspan also says, underwear is something we can hold off on buying until we really have the money. Companies often do the same with technology: What customers see gets the attention, while improvements to the internal systems used by sales, support, and marketing are put on hold. Such is the case with companies that will hold off from spending on a sales automation or customer relationship management (CRM) application, but will spend thousands of dollars in website makeovers.

I value your thoughts while this blog is updated...

Social Media Socialites: On LinkedIn and Facebook

2011-09-21T22:27:00.000-05:00

Email was only the beginning in a long line of applications that allowed people to be less accountable in their interactions with others. All of us have experienced backlash from emails we should have re-read before sending or not have sent at all... EVER. Social media tools like Twitter, Facebook, and a dozen other collaboration and blogging tools now allow us to make the same mistakes in hundreds of new ways... and with pictures.
I think we have entered a new era of "Socialites". Not the Paris Hilton types, but more like the socialites of the 1920's. It is rumored that the term was coined around 1928 by the writers and editors at Time magazine, as a contraction of "social light". The inference was that people would show up at social events and "shine", either naturally or artificially. Some considered themselves of "true society blood". They where socialites (by pedigree). And then there were "register-ites" (those who didn't have the "right" background to have gotten in, but rich girls who lived fabled - sometimes fast - lives).
There is a lot of that in the social networks world these days, and I thought I would point out some of my observations. Maybe in identifying your social network behavior you can help the rest of us use the medium more effectively:
Do you show up at LinkedIn forums just to be seen? Do you go from forum to forum, or from group to group, just to make sure people read your comments or look at your profile? I am not talking about networking or about letting people know what you do for a living. I am referring to people who reply to postings just to show off. Like the socialites of the 20s, some people add value and some people only cause noise.
Are you eaves dropping? Do you respond to a need or are you at "the party" eves dropping and waiting for the opportunity to prance on unsuspecting party-goers? Unfortunately, only closed forums prevent unwanted ears, and we would lose valuable input from people genuinely interested in helping if we get too selective on membership. Excluding people defeats the purpose of open groups. But as in real social settings, people should check their motives before jumping into a conversation in progress. Again, great to find a means to introduce your product or service, but if you don't add value, then keep your coments to yourself. And before you make a comment, read previous comments from others.
Are you making a scene? Just because the interaction is virtual doesn't mean you can't "make a scene". The main difference is that when you make a fool of yourself everyone can send private messages to one another about what an idiot you are. Watch what you say and how you act. One day someone is going to meet you in a "real" setting, recognize your profile picture or your name, and make an immediate (and fair) assumption that you are an idiot in real life too.
Are you crowding me? Many systems like LinkedIn have introduction settings that allow a user to decide whether or not they want to accept direct introductions. I personally like meeting people and accept invitations from strangers. But lately I have been getting invitations from people who just want access to my network. Or who use their access to me online to pressure me for a sale. Some, even more persistent, invite me to be friends on Facebook. Here is the message I am sure many people are trying to get across to you: "Stop following me around. Its creeping me out".
Do you monopolize the conversation? You know what I am talking about: You post a question and one person has to go on and on about how they are the "One", like Neo in the Matrix. Sure, they pretend to offer an unbiased solution, but after six postings about themselves and six more messages to my email it just gets overwhelming. It also causes other potential contributors to get tired of the sales pitches and leave the group. To be fair, vendors can add incredible value to a discussion. So don't automatically assume a person is trying to sell you something. Extend professional courtesy to people and they will express their needs to you when it is appropriate.
Are you an uninvited guest? When I see a group called "Food Services Professionals of South Florida", I don't ask the moderator to accept me as a member. Why? Because I am not a food services professional in South Florida. That is, unless, I can add value. Hidden agendas and misrepresentation are as unprofessional in a social network setting as they are at a professional event or meeting.
... Before I go, let me add a few comments on my favorite and equally hated social network... Facebook. Unlike some of the business sites, Facebook was specifically designed for individuals to share personal anecdotes, photos, and messages with one another. Unfortunately, some people forget that they are interacting with actual people. I am sure there will soon be hundreds of studies done on the behavior and conduct of human beings on Facebook and MySpace, but until then here are a few that drive me nuts:
Too much evidence of your activity and whereabouts - People realize too late that they are giving away too much information about their lives on Facebook. If you don't think you are, then you are in denial. My wife recently made a series of innocent postings about my leaving town on a business trip. It horrified me. On another occasion some friends questioned me about my availability, referencing Facebook postings and my patterns for posting (time of day, length of time online, etc.). Some people will call me as soon as they see me post a comment on my wall. And as for mixing business and pleasure, there is a growing trend among corporate recruiters to visit an applicant's Facebook site before recommending them for a position.
Will You Be My Friend... Mark "Y" for Yes... - Turning down friend requests is not a sin. I do it often. Not because I don't want you to "be" my friend, but most likely because you already are and understand that I cannot realistically manage the volume of information delivered via Facebook every day. We all use Facebook for different reasons. I began using it as a way for my family and friends in Arizona to keep up with us. Eventually it became a substitute for reaching out to them in person, so I adjusted my usage. Facebook does not have "acquaintance" requests, so I feel comfortable accepting requests from those with whom I have a close relationship or those people I want to know better. In any case, if you send a friendship request, be willing to accept people for who they are. Inviting colleagues and co-workers opens up a whole world of troubles you may not want.
Hiding in plane sight - I am often hesitant to turn on "chat" option for a number of reasons. The most honest reason is that I try to stay online as little as possible and do not want to be drawn into a conversation without sufficient time to make it meaningful. But it is also true that I am given to the paranoia that someone will see me online and want to talk. Rule of thumb is to (like in any other social situation), be gracious and always use good manners. Say hi. Let people know you can't talk. But never lie, because as I mentioned earlier, people can easily track your whereabouts and availability. If you tell someone you can't talk, then spend the next two hours posting, what message does that send?
The Parade of Victims - As a father and grandfather I know that everyone needs a listening ear. We all need one another in times of crisis, and with this economy many of us are experiencing extreme difficulty. But no one wants your drama all over their wall. People's discomfort with others who choose to act like victims, who see everything as a negative, or try to guilt others into feeling sorry for them is as real on Facebook as it is in life. So to quote the famous Bob Newhart skit: "STOP IT!"
Opportunities for Compassion - For every person who uses Facebook to get attention there are those who genuinely need it and do not get it. Facebook is a powerful tool for bringing together people under a common cause. I have recently discovered hidden needs and hurts by simply paying attention. Then, I have been able to quickly recruit others and help those in need using Facebook as a communication and solicitation vehicle.
Update Anxiety - How many times a minute do you refresh Facebook to see if your friends replied to your posting? The answer will reveal a new type of anxiety I can only coin as "update anxiety". It is the type of behavior that is slowly eating away at our productivity and keeping us away from a focused life. People forget that the only communication vehicle that offers a guaranteed immediate reply the act of physically walking up to someone. We already have unrealistic expectations about using email to get immediate answers from others. Don't make the same mistake with social media.
I would love to hear your input. Feel free to post your comments; just don't write them on my Facebook wall.

Winning and Keeping Customers: LeBoeuf Still Right After All These Years...

2010-03-16T23:00:00.001-05:00

"Society is always taken by surprise at any new example of common sense."

This Ralph Waldo Emerson quote opens one of the most impressive works on customer service: Michael LeBoeuf's book How To Win Customers and Keep Them For Life. I am a fan of the book, and of the man, who has become a good friend and mentor. What makes such a difference in Michael’s writing is that, while written over ten years ago, it remains consistent and relevant to today's issues.

I have been on the giving and receiving side of the customer service equation. Most of the time, on the receiving end, my experience has been frustrating. After all, it should be common sense to treat customers as we would want to be treated. Sadly, surveys tell us that service orientation continues to drop as a priority to many businesses. If you are a business owner, teaching your employees how to win and keep customers should be a priority. In fact, your ability to stay competitive depends on it. But before you go buy a customer service training book (mine included), or hire a training consultant, keep in mind that it takes more than knowledge to deliver great service. Dr. LeBoeuf focused on that understanding as he opens his book. While customer service training is often driven reactively by the need to solve immediate service problems, it is other core qualities which make it successful. When we fail to build a foundation on these core qualities, we also fail to drive genuine service orientation. Here are those principles as Dr. LeBoeuf identifies them in his book:

Reliability - Consistent performance is what customers want most. They want service they can depend on. More specifically this means that they want you to do what you say you are going to do... do it when you say you’re going to do it... and do it right the first time. If you can also get it done on time, you are being reliable. A reliable individual is worthy of reliance or trust, and trust builds long-term relationships in personal and professional life. In business, sports, or in any field of endeavor, consistent, high-level performance is the major difference between the runners and the champions. Teach people to be reliable and you are teaching them to be winners.

Credibility - One thing customers will readily pay for is peace of mind. We want security, integrity, and the assurance that if there is a problem, it will be promptly handled at no extra cost. If we buy products, we want them to be safe and guaranteed. If we buy services, we want them to be free from danger, risk, or doubt and kept confidential. We don’t want hidden agendas, hard-sell techniques, extra charges, and contracts with "fine print". Such is the nature of credibility, and it brings customers back. A credible person is worthy of confidence and a company that proves itself credible gains the respect of their customers, and often of their competitors. Teach people to be credible and you are teaching them respect.

Attractiveness - Anything the customer sees, feels, touches, hears, or smells concerning your business is shaping their opinion of your service for better or worse. Appearances may be deceiving, but customers draw a lot of conclusions about service quality on the basis of what they see. Look at the business through your customers' eyes, and make the effort to put forth a first-class image. Being attractive means to be pleasing to the eye as well as to the mind. It means having the power to attract. When you teach people to dress smart and maintain a pleasant work environment and appearance you are empowering them to provide great service.

Responsiveness - Responsiveness has to do with more than the speed at which you provide a service. Being responsive means being accessible, available, and willing to help customers whenever they have a problem. A responsive individual is ready to respond and react to suggestions, influences, appeals, or efforts on behalf of the customer. Teach people to be responsive and you are preparing them to be flexible.

Empathy - Customers should be treated as unique individuals, with their unique personalities, wants, and reasons to buy. If you treat them as such and solve their unique problems, they will continue to be your customer. Showing empathy means putting yourself in the customer’s shoes. It means trying objectively to grasp their point of view, and feeling what they feel. It means listening intensely, asking the right questions, speaking their language, and tailoring your services to help them as best you can. When you show empathy you dig deeper into your own self and attribute part of you to your interactions with others. When you teach people empathy you are helping them to really care.

When these elements are in place you will see a change in the attitudes and behavior of your service providers. Start with these principles as a strong foundation for creating action-ready training programs and you will see incredible returns on your training investment. You will also win and keep customers, who ultimately pay the bill.

The Greatest Blind Spot: Customer Perception

2010-03-16T23:00:00.000-05:00

Ever heard the expression "Perception is reality"? I am not sure how accurate that is about most things, but it is true when it comes to service. I was reminded of this truth while making hotel reservations for a recent trip to Washington DC. My decision was based solely on my perception of the quality of service I would receive, and that decision was based on their brand name.

The difference between the brand name hotels (or automotive companies for that matter) is that they have effectively leveraged people’s perception of their brands. Not only do they capitalize on it, but spend millions of dollars to promote it. The result is that when you think about luxury driving, you don’t think about Hyundai, you usually think about Lexus. Not so fair to Hyundai, who continues to build affordable, reliable cars every year.

By definition, perception is how we define our experiences. It is how we recognize and interpret stimuli. That applies to your customers, who are constantly making decisions about you and your brand based on what they perceive to be true about you. No two people perceive anything the exact same way. When it comes to customers, it is their perception of the quality of service you offer that determines success. The final measure of quality customer service is simply how the customer perceives it.

Your job is to make customers aware of what a great thing it is to do business with you. In their head, they are gauging what they are getting from you, compared to what they expect to get from you. The better you are at closing that gap, the better the perception customers will have about the quality and value of the services you provide. At times, you will have to remind them in many subtle ways that you add value to their lives, or business. Do not leave what customers think about you to chance. Here are some essentials to shaping a high-quality service image in the customer’s eyes:

Create and Maintain Accurate Customer Profiles – Do you know who your customers are? Companies spend a lot of time and exert a lot of effort on the wrong segment of the market. You cannot be all things to all people, but chances are that you are trying. Define as precisely as you can which customers you are trying to serve. Then develop an understanding of what is most important to them. Customer relationship management (CRM) tools can help you learn which types of customers are yielding the results you expect. Most CRM tools integrate marketing, sales, and support data and allow you to analyze your customer base and your efforts to give them great service from a broader perspective.
Look at your business through your customer’s eyes – Remember that the customer rates your service based on the way they see things. Take a step back to see things from their angle. Evaluate honestly everything the customer sees: your building, your website, and yourself. Don’t forget to also evaluate all communications that the customer receives from you: letters, marketing material, and email. Every single contact the customer has with your business is shaping their perception for better or worse.
Keep Your Promises – Reliability and responsiveness shape your customer’s perceptions of you. Businesses like UPS, DHL, and FedEx would never stay in business if they did not keep their commitment to customers. Although customers are more forgiving about their service expectations for other types of businesses, they still expect you to deliver on what you promised and to deliver when you said you would.
Use problems as opportunities to demonstrate what you are about – Customers judge the quality of service you deliver in two basic ways: First, based on how well you deliver what you promised. Then, on how you handle exceptions and problems. Problems will arise, and expectations will get muddy regardless of how good you are in your industry. Use those opportunities to show customers empathy: genuine concern for their needs and expectations. Use the tough times to show that you are truly committed to provide exceptional service.
Develop a unique relationship with your customers and treat each one as someone special – One of the most missed qualities about service is the unique relationships businesses enjoyed with customers in the past. The "corner store" environment where the storeowner knew each customer by name. The hometown restaurant where you could ask for "the usual". Customers go where they feel appreciated. Never underestimate the power and influence of treating customers right. Know your customers sincerely. CRM is a great tool for storing the most intimate details about customers, but if you are using the information only to sell them, you are missing a great opportunity to make customers for life.
Keep in touch and keep them informed – If you fail to stay in touch with your customers, they won’t be aware of the good service you’re giving them until something goes wrong. Use every opportunity and every means available to tell customers what you are doing for them. Similarly, proactively educate your customer on how they can make the best out of their investment with you. Every customer has a need to know, and the more you attend to this need, the more value they will perceive. Remember that a large part of good service is "service" – A.P. Giannini, founder, Bank of America was quoted as saying "Serving the needs of others is the only legitimate business in the world today." Be a "good host" to your customers. Do whatever it takes to make the customer feel good in as many ways as possible. When you are in the presence of a customer, you are the host and the customer is the star. Make them feel that way.

Leverage your customer’s perception to your advantage. Correct blind spots in your perception of service quality. Above all, remember that, to stay in business, you must pay attention to how customers perceive you.

From my article printed on CMC InsightExec, Sift Media - http://www.insightexec.com/item/132560

CRM: Not an 'Ancient Chinese Secret' Part 2

2010-03-16T22:00:00.002-05:00

Developing the CRM Strategy

While thinking that technology is the answer to all your CRM problems is a big mistake, to discard it altogether can handicap your ability to remain competitive. The right analysis of strategy, human processes and technology will help you determine where CRM technology fits within your firm’s business-development and marketing initiatives.

Consider the following:

Do you have a clear vision of your firm’s interactions with prospects? Start with a clear understanding of all CRM-specific objectives, ie, manage client relationships, access matter-centric information and support opportunity management, business development efforts and marketing events.

Do you understand the steps necessary to implement your strategy? Many times a firm realizes late into the CRM implementation that the firm’s culture, processes and structure must change to make this effort successful. Remember that CRM is a firm-wide effort that will require the support of every functional area and practice group.

How will you collect information about your prospects and clients? Will this information allow you to truly know them and respond to their needs?

How will you make information available to attorneys and firm staff? What data security must be in place?

How will this tool help you assess when a client is ready to do business with your firm, and how will you implement the appropriate processes to make it happen? How will this tool help you increase your book of business?

How will CRM open new doors for cross-selling opportunities? Intro-duce processes that make it easier for you to discover them.

Intranets and Web portals are great tools that can help your attorneys and firm staff access information from various data sources and systems. Keep Web technology in mind and determine early in your strategy how this technology will be used, and what systems will integrate well.

While utilizing CRM to achieve firm success may not be an ancient Chinese secret made far too difficult to decipher and follow, it does require understanding, planning, commitment and follow-through. Understand the limitations as well as possibilities presented by modern CRM systems; develop a CRM plan and strategy that seeks buy-in from various constituents within the firm, and carefully defines responsibilities and user expectations, as well as goals and objectives. Commit time and resources into launching a successful CRM initiative, and follow-through on predetermined objectives and strategies. The results will speak for themselves.

From my article on Law Journal Newsletters © Copyright 2006

Confucius Says: 'The Best CRM Is Invisible to the Eye'

2010-03-16T22:00:00.001-05:00

The wisdom of Confucius enlightens. although it usually takes a very long time to figure out the meaning of a select Confucianism, you know the wisdom is there somewhere. But it takes a lot of thinking to figure out the benefits of his wisdom.

The same has been said about client-relationship management technology (CRM). CRM is the term used to describe the technology and practices related to client acquisition, management, marketing and retention. Writing down the name and address of a prospective client, and jotting down some notes about their likes and dislikes or their interests (ie, so they can be leveraged in an effort to win them as a client), is a common practice of CRM. So it is with any practice that helps manage interactions (e-mails, meetings, calls, or letters) with clients intended to increase books of business. There are other support components to CRM, such as marketing to clients and keeping them informed about what the firm offers. In a nutshell, that is CRM. And, while most people understand its benefits, many stay away from implementing CRM technology for very basic reasons.

A Web search on CRM usability yields a number of links — most of them point to software vendors who claim that their software increases or enhances CRM usability. Defining “usability” in this context depicts usability as the ease with which people can employ a particular tool or other human-made object in order to achieve a particular goal. The two primary components of usability — how easy it is to use and how much it enables you to achieve a particular goal — are of tremendous significance as it relates to CRM.

CRM has been the source of great successes and equally publicized failures over the past 15 years. Even when it has been successfully utilized to increase business and strengthen client relationships, organizations and law firms still go through hours of frustrating strategic and business analysis evaluating how to make the best use of CRM. Marketing departments still spend days locked in conference rooms trying to figure out how to capitalize on their firm’s CRM investment through successful events, newsletters and mailings. But, with all these experiences, there has yet to be an organization or practice to have succeeded with a CRM tool that was difficult for their attorneys and staff to use.

To further clarify, note the differences between interaction design and information architecture. Interaction design controls the immediate user experience. It determines how to navigate easily “around” information. It arranges what users see, makes certain that the right access to data is presented in the clearest way, and that it is done with the appropriate emphasis. Mike Kuniavsky, author of the book, Observing the User Experience, says it best when he writes: “Interaction design is different from information architecture in the same way that the design and placement of road signs is different from the process of laying out roads — information architects determine the best path through the terrain, whereas interaction designers place the signs and draw the maps.”

What a great analogy! The best software does, in fact, help people feel familiar in its surroundings. It helps them navigate through a maze of data and screens so they can easily and more productively accomplish more, in less time, with less effort. As it relates to CRM, success comes from making it as invisible as possible to the people who use it. By providing integrated access to critical client information, relationship-exploring capabilities and marketing lists subscriptions, with programs people already use, firms are able to reduce the learning curve often associated with CRM. They also reduce the probability that people will resist using them altogether. Most recently, Microsoft announced the integration of its Dynamics CRM 3.0 product directly into the Outlook interface. By incorporating CRM functionality into the e-mail, calendar events and contact cards people use every day, Microsoft was able to create capabilities that extend the power of Outlook without building new roads that users have to learn to navigate. Another trend that appears to be gaining acceptance within law firms is the use of data portals that leverage tools, such as Microsoft SharePoint, to bring information from various systems to a single screen. Portals make it easy for users to see the information they need, without ever seeing the systems that host it. In both cases, so-called “usability hindrances” are removed. With the usability obstacles out of the way, firms can intensify the focus on an important goal: spending more time exploring revenue opportunities and nourishing relationships with existing clients and firm prospects.

From my article on Law Journal Newsletters © Copyright 2006

Being a "Servant of the People"

2010-03-16T21:00:00.001-05:00

The term Servant of the People originated as a humorous introduction to my audiences and clients some years back. When someone asks me what I do for a living I often answer that (in spite of what my business card says) my real title is "JC Quintana, Servant of the People". The term is endearing to many of my clients. It emphasizes my personal and professional ethic: We should all have an attitude of service towards others. Best service is given from a servant’s perspective; one who is ready to do whatever is best for the customer.

There are many aspects of service, including sales, customer service, and customer relationship management. Each of these areas also encompasses corresponding training, technology, and practices. This site is dedicated to the advocacy and betterment of all of these areas. Feel free to drop me a line at JC.Quintana @ Live.com.

JC