The Basic S4 (S**4) Building Blocks to Creating and Implementing an Effective Customer Strategy

4S - Customer Strategy Building Blocks

4S – Customer Strategy Building Blocks

 

The following blog article will succinctly and effectively answer the following questions as related to developing and deploying an effective customer strategy:

  • What are the basic building blocks of an effective customer strategy ecosystem?

  • What is the function of each process in this customer delivery ecosystem?

  • What are the critical questions that must be answered by each function in this ecosystem?

  • How can you develop an effective customer strategy that delivers maximized customer satisfaction simultaneous to maximized profitability?

  • What is the checklist to ensuring your customer strategy and delivery is effective?

The Building Blocks of the Customer Strategy Life Cycle

The Building Blocks of the Customer Strategy Life Cycle

 

Above are the basic building blocks to delivering an effective customer experience.  Each process is designed to work in an ongoing continuous ecosystem (loop) in order to deliver a personalized customer experience that matches the customer’s current and future needs, preferences, etc.

Let’s examine each process and how it supports the overall infrastructure model.

  • Segment – the analogy for the segment process is that the more and differentiated customer knowledge you have, the better you will be able separate customers into unique needs groups in order to deliver a unique experience that they truly value.

  • Separate – Once you have effectively segmented your customers and prospects into unique needs groups, you can then start to separate them in order to deliver differentiated and 1-on-1 treatments that are uniquely valuable to each of those customer segment groups.

  • Satisfy – The next step in the process is to deliver content and programs that deliver value, not only to the needs of the overall segment group, but also delivers value to every customer sub-segment within the overall segment group via program sub-segment delivery structures. This is accomplished by delivering customized 1-to-1 customer programs that effectively leverage the unique customer insights gathered (history, needs, preferences, likes, dislikes, previous pain points, etc.).

  • Stratify – The last step in this foundational process is to develop program that migrate customers from low value segments to ever increasing higher value segments. The goal of this process to increase customer’s overall spend, overall share of wallet with the company and overall loyalty and brand ‘stickiness’ such that migrating to a competitor and defecting becomes increasingly difficult. In addition, the migration of customer to higher value segments should also increase the customer’s brand advocacy ranking such that there is a correlation between higher value customer segments and their likelihood to be more likely brand super-advocates {see blog on this topic titled “Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy ” : Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy  }

The 4S Customer Capabilities

The 4S Customer Capabilities

 

Critical Questions Answered by Each Process in the Above Customer Delivery Ecosystem:

  • Segment – What specific data elements and insights can we leverage or collect to increase our ability to develop unique customer treatment groups.

  • Separate – Which customer groups does it make sense to develop and deliver differentiated treatment strategies based on profitability models?

  • Satisfy – What are the optimal customer treatment strategies that can simultaneously optimize customer profitability, loyalty, brand advocacy and customer growth objectives?

  • Stratify – How do we deliver a progressive and tiered customer program to differentiate ourselves vs. our competitors and grow our market share?

Summary: You might read many complex articles on what a good customer strategy should be based on, but the above basic foundational building blocks are a simple way to start thinking about your customer ecosystem and what corporate capabilities need to be put in place to deliver effective customer and market success.

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Aligning Market Insights & Trends to Customer Strategies & Priorities

Does Your Company Ever Grapple with how to answer the Following Questions related to the market you operate in and your customers?:

  1. What is the size of the potential pool of new customers and which are the best customers to acquire?

  2. Which customers are your most profitable and how do you get other customers to grow and become part of your top ( and most profitable) customer segment group?

  3. What is your current customer share of wallet (SOW) as compared to your competitors and what does driving small incremental increases in your customer SOW do to your overall revenue?

  4. What are the shifting attitudinal and behavior patterns of your customer market and how do you develop a strategy that ‘gets in front of’ these trends?

  5. What are the shifting customer demographics of your marketplace as well as the underlying shift in spending habits

  6. What are the changes in customer preferred marketing channels as well as trends that might impact customer loyalty strategy

Market Insights and Trends Drive Customer Strategy, Programs

Market Insights and Trends Drive Customer Strategy, Programs

 

The above charts illustrate why it is critically important to have clear and accurate insights into your new customer market potential/pool as well as the current customer base and their share of wallet.

The chart above (left side) details the trends for new customers by segment as compared to current customers.

The chart above (right side) illustrates which customers drive the current percentage of revenue in order to understand how customer priorities and strategy should be defined.

Critical Insights: Top Customer, Top Profitable Customers and Customer Share of Wallet vs. Competitors

Critical Insights: Top Customer, Top Profitable Customers and Customer Share of Wallet vs. Competitors

Market Spend Insights Can Be Transformational in term of goal setting

The above graphic illustrates how share of wallet changes drive bottom line revenue as well as converting customers into more loyal top customers.

Customer Attitudinal Trends Insights Are Critical to Customer Strategy

Customer Attitudinal Trends Insights Are Critical to Customer Strategy

Understanding your market & customer behavior insights is crucial to your company’s survival

The above graphic demonstrates a deep understanding in the shifting attitudinal and behavior patterns of the customer market

Customer Market Buying Power Insights are Crucial For Developing a Coherent Customer Strategy

Customer Market Buying Power Insights are Crucial For Developing a Coherent Customer Strategy

The above chart illustrates a company capability to understand shifting demographics as well as the underlining shift in spending habits per demographic group

Understanding Key Customer Behavior & Preferences is a Customer Strategy Imperrative

Understanding Key Customer Behavior & Preferences is a Customer Strategy Imperrative

The above chart illustrates a company capability to understand the changes in marketing channels as well as trends that might impact customer loyalty strategy

Customer Strategy: An Alignment of All Customer & Market Insights to Maximize Market Dominance & Profitability

Customer Strategy: An Alignment of All Customer & Market Insights to Maximize Market Dominance & Profitability

Once Customer and Market Insights are fully embraced, an Effective Customer Strategy can be developed that includes optimizing market channel selection, as well as contact and loyalty strategy program components

Blog Summary: In order to achieve the above insights, your company must develop and deploy the following strategic capabilities and delivery programs:

  1. Market sizing & trend insights

  2. Customer revenue and profitability insights analysis

  3. Customer share of wallet and competitor spend insights delivery capability

  4. Market trend & consumer attitudinal and behavior change longitudinal analysis

  5. 360° customer needs and preference cultivation that enables a personalized customer experience strategy and delivery (i.e. preference portal customer selection of preferred channels, content types, offer types, frequency of content delivery by content type.)

Below is a list of companies where I have helped develop these programs and are considered world-class in these practices:

  • Johnson & Johnson

  • Capital One

  • Amazon

  • American Express

  • Kelloggs

Win a Customer for Life by Employing the 5 R’s of Customer Loyalty

 

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The 5 “R’s” of Customer Loyalty

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Ensure Your Company is 5 “R” Customer Compliant

Following the 5 R’s of Customer Loyalty Will Enable Your Company to Attract and Keep Customers for Life

 

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Ensure Your Company is Customer R-Reliable

 

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Top Steps to Ensuring Your Company is R-Reliable

The First “R” of Customer Loyalty Is Setting High Quality Customer Standards (External) and Goals (Internal) and then Delivering on that Customer Promise for Each and Every Customer Interaction as well as the overall & long-term customer relationship

 

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Example of How a Company Demonstrates Customer R-Reliability

 

 

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Example of How a Company Demonstrates Customer R-Reliability (continued)

 

 

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Ensure Your Company is Customer R-Responsive

 

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Top Steps for Your Company to Become Customer R-Responsive

 

The 2nd “R” of Customer Loyalty Is Ensuring That Customer’s Expectations Are Met: Needs, Concerns, Quality, Cycle Time Expectations, etc.

 

Example of How a Company Demonstrates Customer R-Responsiveness

Example of How a Company Demonstrates Customer R-Responsiveness

 

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Example of How a Company Demonstrates Customer R-Responsiveness (continued)

 

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Ensure Your Company is Customer R-Recognizable

 

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Top Steps for Your Company to Become Customer R-Recognizable

The 3rd “R” of Customer Loyalty Is Ensuring That Your Brand and Company has Distinctive and Positive Characteristics such that it drives positive emotions (driving repeat business, customer referrals, word-of-mouth adverting, etc. 

 

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Example of How a Company Becomes Customer R-Recognizable

 

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Example of How a Company Becomes Customer R-Recognizable (continued)

 

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Ensure Your Company is R-Relationship Oriented

 

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Top Steps for Your Company to Become Customer R-Relationship Oriented

The 4th “R” of Customer Loyalty Is Ensuring That Your Brand and Company develops a high quality and mutually beneficial relationship with your customers based on mutual respect, customer insights, an ongoing and open dialogue and a model that encourages a partnership between your brand & company and your customers 

 

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Example of How a Company Demonstrates That It Is Customer R-Relationship Oriented

 

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Example of How a Company Demonstrates That It Is Customer R-Relationship Oriented (continued)

 

 

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Ensure Your Company is Customer R-Rewarding

 

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Top Steps for Your Company to Become Customer R-Rewarding

The 5th “R” of Customer Loyalty Is Ensuring That Your Brand and Company rewards mutually beneficial customer behavior (greater share of wallet, spend, brand partnership activities, etc.) such that it drives further and longer-term customer loyalty.

 

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Example of How a Company Demonstrates Customer R-Rewarding

 

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Example of How a Company Demonstrates Customer R-Rewarding (continued)

 

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Is Your Company Ready to Take the 5 “R” Pledge?

SUMMARY: If you take the pledge above to adhere to the 5 R’s of customer loyalty, you will enhance your ability to attract and retain customers for life. Key to this is developing the capabilities to be best in class for each “R” and ensuring that you are (cost effectively) maintaining a major qualitative advantage in each customer R vs. your competitors.

Marketing Master Calendar Development Best Practices

How to Supercharge your Marketing Operational Effectiveness

Integrated Marketing Planning Calendar

Integrated Marketing Planning Calendar

Having developed numerous marketing master calendars for Fortune clients world-wide, here are top 10 lessons learned & best practices for developing a marketing planning master calendar:

1) All involved marketing & supporting departments must have input into the development of, and be fully represented on the master marketing calendar.

2) All the departments represented on the calendar in must understand their responsibilities, deliverables, due dates, inter-dependencies with other departments as well as the metrics that they are being held accountable for in each step in the process.

3) Process Service Level Agreements (SLA’s) shall be in place for each process handoff such that the overall calendar timeline retains tactical delivery integrity.

4) The calendar must be chronologically intuitive (flow left to right for each sequential major marketing event).

5) Process details must be developed for each major milestone represented on the marketing calendar.

6) A process step owner must be identified for each process step with clear articulation of their responsibilities.

7) Calendar post-event reviews must capture marketing event & campaign lessons learned, planned vs. actual metrics, customer feedback, etc.

8) An actively managed marketing best practices knowledge base must be maintained to capture & propagate captured calendar relevant & other best practices & lessons learned to all stakeholders.

9) Marketing executive sponsors & steering committee members must play a role in the development & execution of the master marketing calendar.

10) Periodic calendar process reviews must be conducted to ensure the calendar & critical processes on the calendar are as efficient & effective as possible.

The following are Master marketing calendar and planning best practices examples that I developed for several Fortune 500 clients as represented by this one (of several examples):

 Integrated Marketing Planning Calendar

Integrated Marketing Planning Calendar

A Best Practice Master Marketing Calendar Represents All Major Events, The Critical Timeline and Major Calendar Development Participants and Stakeholders

 

Assessment of Current Marketing Capabilities

             Assessment of Current Marketing Capabilities

A Very Honest Assessment of the Current State Marketing Capability along with Gaps and Development Needs is Critical for Future Process Improvements

Integrated Marketing Planning Solution

               Integrated Marketing Planning Solution

A Future-State Solution Vision Must Be Established in Order to Achieve Future State Capabilities

Marketing Business Outcomes Meeting Summary

        Marketing Business Outcomes Meeting Summary

For Each Meeting on The Marketing Master Calendar, Critical Outcomes must be determined for each Calendar Development Meeting Along with Identification of the Meeting Key Owner

Marketing Master Calendar Development Stakeholder Responsibilities

Every Stakeholder and Responsible Leader Must Be Represented on Marketing Master Calendar Development Meeting Master List

Marketing Planning Event Cadence Map

                  Marketing Planning Event Cadence Map

Clearly Defined Responsibilities and Outputs Must Be Defined for Each Marketing Calendar Channel

Marketing Roles & Accountability

                       Marketing Roles & Accountability

Clearly Defined Accountability Must Be Defined for Marketing Calendar Development

Marketing Roles & Accountability for Each Functional Area

Marketing Roles & Accountability for Each Functional Area

Clearly Defined Accountability Must Be Defined for Marketing Calendar Development

Clearly Defined Accountability Must Be Defined for Each Functional Area

Clearly Defined Accountability Must Be Defined for Each Functional Area

Clearly Defined Accountability Must Be Defined for Each Functional Area (left Blue Boxes) in the Marketing Calendar Development Process

Marketing Critical Success Factors

                Marketing Critical Success Factors

Critical Success Factors Must Be Identified in the Master Marketing Calendar Development Process

Marketing Meeting Summary & Next Steps

         Marketing Meeting Summary & Next Steps

Summary Actions & Next Steps Must Be Identified in the Master Marketing Calendar Development Process

Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy

 

  • Do you know which of your customers is destroying your company and brand value via negative word-of-mouth comments?
  • Do you know which of your customers is on the verge on defecting from your company and brands to one of your competitors?
  • Do you know which of your customers is promoting your company and brands and generating positive company and brand value on your behalf?
  • Do you know which of your customers is as passionate about your company and brand as your CxOs and should be rewarded as such?

 

To find out the answer to these questions, read the rest of this informative blog article below.

Customer Loyalty & Advocacy

     Customer Loyalty & Advocacy

{Click on image above for a larger/clearer view}

Your customer base is almost always represented by the above spectrum of customers. What varies from business to business is the percentage in each segment group. The more well managed your business, the more skewed to the right your customers tend to be. Therefore a business must develop strategies to migrate customers continually from the left to the right from segment group to segment group in increasing numbers. The rest of this blog is dedicated to sharing best practices on how to migrate more of your customers to the right of the spectrum.

Customer Loyalty and Advocacy Framework

    Customer Loyalty and Advocacy Framework

{Click on image above for a larger/clearer view}

For any company to achieve world-class status, one must carefully map out a customer loyalty and advocacy framework including the following component steps from the chart above:

  1. Clearly articulated customer segment definitions based on customer satisfaction levels, in addition to customer buy/sell segment definitions (top independent seller, high volume digital seller, etc.)                                                     
  2. A clear customer segment strategy and detailed tactics on the customer treatment that should be employed for each customer satisfaction segment               
  3. Customer cross-segment best practices and processes to drive segment migrations from the far most left segment to the far most right segment (i.e. from dissenters to super advocates)
Customer Loyalty & Advocacy Framework Segments

   Customer Loyalty & Advocacy Framework Segments

{Click on image above for a larger/clearer view}

The above customer loyalty & advocacy framework includes the following segments:

  • Customer Brand Dissenters or Malcontents – Very negative and detrimental to the company’s brand(s)
  • Customer Company Defectors – Very likely to defect to a competitor
  • Customer Neutral or Indifferent – Neither brand supporters or detractors of the company’s brand(s)
  • Customer Brand Supporters – Slightly positive about the company’s brand(s)
  • Customer Brand Advocates – Very positive and generating positive value to the company brand image
  • Customer Brand Super Advocates or Delighted Customers – Active promoters of the company’s brands, adding continuous & tremendous value to the company brand image

A formal social and company/brand listening and tracking program is a best practice on how to identify which of your customers exist in each of the above segments (see my previous blog entry on the topic of Social listening programs).

Customer Dissenters & Defectors

Customer Dissenters & Defectors

{Click on image above for a larger/clearer view}

From this graphic above, we can see clearly that the strategy should be as follows:

  • Dissenters: Diffuse and redirect customer angst and anger and come to some sort of closure agreement on for the source of their angst/anger.
  • Defectors: Get the defectors to see the entire spectrum of value the company has to offer and get them back to the level of positive company engagement vs. disenfranchisement. Provide insights to how a more positive company relationship would reward them – loyalty programs and other rewards.

Unless the individuals in these segments are high value or high profitability customers, then you would want to minimize the financial rewards to these customer satisfaction segments.

In addition and based on my research and experience, you are wasting your marketing and sales $$ spend to these two segments as they are much more unlikely to respond to any marketing offers due to being so currently dissatisfied with the company and brands (think about it – why would they trust you and buy more of the same when their initial experiences were so terrible?). 

Customer Neutrals & Supporters

  Customer Neutrals & Supporters

{Click on image above for a larger/clearer view}

From this graphic above, we can see clearly that the strategy should be as follows:

  • Neutrals: Develop strategies to more of these customers to a net positive relationship by communicating more frequently and effectively with this segment group. The path toward becoming a company/brand supporter should be clearly and frequently communicated to these customers so that they are encouraged to become ever more value to the company and its brands. This group is likely to be lukewarm to your sales and marketing efforts so expenditures here should be highly selective. 
  • Supporters: Develop these supporters into more loyal and more committed customers by developing brand ‘stickiness’ through company loyalty rewards, referral programs, by making it easy (discounts) to buy additional company brands or products, etc. The path toward becoming a company/brand advocate should be clearly and frequently communicated so that these customers become ever more value to the company and its brands. You should have formal programs in place that amplifies their support of your company and brands via social media, forums, etc. 

 

Customers in these segments should be offered tiered financial rewards to incentivize them to want to contribute at even higher levels to brand value and to remain even more loyal to the company and its brands.

Customer Advocates & Super Advocates

 Customer Advocates & Super Advocates

{Click on image above for a larger/clearer view}

From this graphic above, we can see clearly that the strategy should be as follows:

 

  • Advocates: This group should be provided with an array of rewards and accolades for helping effectively spread the word about the company or value of the company’s brands, especially if the individual customer is of high value, profitability or influence. The path toward becoming a company/brand super-advocate should be clearly and frequently communicated to these customers so that they are encouraged to become ever more value to the company and its brands. You should have formal programs in place that amplifies their advocacy of your company and brands via social media, forums, etc. 
  • Super Advocates: This group should be provided with top tier rewards and accolades for helping effectively spread the word about the company or value of the company’s brands, especially if the individual customer is of high value, profitability or influence. You should have formal programs in place that, not only amplifies their super-advocacy of your company and brands via social media, forums, etc., but also provides significant rewards for helping increase your brand value (i.e. via a “brand ambassador” rewards program). 
Customer Loyalty & Advocacy Cross-Segment Best Practices

Customer Loyalty & Advocacy Cross-Segment Best Practices

{Click on image above for a larger/clearer view}

The graphic above highlights just a few of the cross-segment customer loyalty & advocacy best practices I recommend that companies continually practice to migrate customers from the negative segments that hurt the company’s brand value (dissenters, defectors) to positive segments (advocates and super advocates) that adds incredible value to a company’s brand.

 

Here are the brands for which I am a Dissenter, Defector, Neutralist, Advocate and Super-Advocate for based on my own personal experience and opinions:

 

  • Companies and Brands for which I am an official dissenter:
Companies For Which I am Dissenter

Companies For Which I am a Dissenter

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Sears

Sears

Sears – I received abject customer service back in the late 1980’s and don’t want anything to do with the retailer ever again. I have tried to give them a second chance and continue to have an unsatisfactory experience.  I pledge to never set foot in a Sears store again.

Target

Target

Target – I interviewed for a senior management position at Target a several years ago was treated so poorly that even the HR manager at the time said the treatment of me was ‘questionable’. She then shared with me that she asked upper management “are we really trying to hire the best candidate here?” before she left the company.  I vowed to never shop in Target again and have held true to my word. 

Empire Carpet Today

Empire Carpet Today

Empire Carpet – We had several issues with our carpet installation and follow up customer service.  They are very disorganized, non-customer friendly and do not seem to keep with the volume of sales that they generate.  I will never use this company ever again. We steer people away from this company if asked.

2) Companies and Brands I am likely to Defect from or have defected from and tell everybody about why I am about to leave (or have left) these company & brands:

Companies for which I am a (potential) Defector

Companies for which I am a (potential) Defector

Bank of America

Bank of America

Bank of America – Closed many of the local branches where I live and the abundance of local branches was the reason I opened an account with BOA in the first place. The remaining branches are now crowded and not staffed adequately. This tells me they care more about the bottom line than customer satisfaction.

Marriott

Marriott

Marriott – In my opinion Marriott has lost its way. I used to be a Platinum member at Marriott for many years. Their properties since that time have become worn as compared to their competitors and they seem to not listen well to their customers. An example of this myopia is when they converted the Courtyards to the Bistro concept. Every customer I speak to was disappointed by this change but they went ahead and did it anyway (presumably to save $$ on operations costs).

Frigidaire/Electrolux

Frigidaire/Electrolux

Frigidaire/Electrolux – Our dehumidifier stopped working after only 1 year.  We have been trying to get a credit from them for six months with no end in sight.  The return process is the most customer unfriendly I have ever encountered with no possibility of human interaction. We have been without a dehumidifier for an entire year due to their poor customer service process.

3) Companies and Brands I am Neutral about and don’t really have much to say about them:

Companies For Which I Have Neutral Sentiment
Companies For Which I Have Have Neutral Sentiment

Samsung, Sony, Direct TV, Time Warner Cable, Panasonic, Cuisinart, Hunter Fans, Home Depot, Lowes, Macy’s, Sunoco, US Air, Delta, Tractor Supply, Wal-Mart, McDonalds, Burger King, Chili’s, Pizzeria Uno, American Airlines, Holiday Inn and many more. This category contains the most number of brands due to the distribution across segment group being shaped like a bell curve

4) Companies and Brands I am an Advocate of and share positive stories with anybody who is willing to listen:

 

Companies For Which I am An Advocate
 Companies For Which I am An Advocate
American Express

American Express

American Express – I have worked with American Express as a consultant on several different strategic projects.  They are an extremely well run organization with some very smart people running the company. I have also been a Platinum card member for many years.  They provide excellent customer service and their fee structure is the only thing keeping me from being a super-advocate. I tell everyone I meet I consider American Express a world-class company.

Southwest Airlines

Southwest Airlines

 

Southwest Airlines – Southwest is just a great airline and makes the flying experience pleasurable. They are almost always on-time, the employees are friendly (some even humorous) and they try to be reasonable to their customers at every turn. I used to hate Southwest and am now a Southwest lover/advocate.

Hilton Hotels

Hilton Hotels

Hilton Hotels – Did you guess what hotel I become more loyal to after minimizing my Marriott loyalty? Guess no further. Hilton has been on a roll creating new and invigorating hotels and I am now an advocate/loyalist and stay at Hilton Hotels whenever possible.

Dooney & Bourke

Dooney & Bourke

Dooney & Burke – Dooney & Bourke creates high quality, classic and trendy handbags and accessories that last over long periods of time even with heavy usage.  Styles and collections are priced to reflect the consistent durability and attractiveness of this brand. If something goes wrong with their products, they stand behind them through high quality customer service.

5) Companies and Brands I am a Super – Advocate of and go out of my way to tell everyone how wonderful my experience has been with dealing with these companies:

 

Companies For Which I am a Super Advocate

Companies For Which I am a Super-Advocate

 

Cox Automotive

  Cox Automotive

Cox Automotive – Cox Automotive has a great company culture consisting of many top automotive brands that includes Kelly Blue Book, Autotrader, Manheim, NextGear, DealSheild to name a few. The company is one of the best places I have ever worked and includes an employee first culture that they actually adhere to and practice. The company is run by a world-class CEO named Sandy Schwartz that has a great vision for the company’s future and is very visible in his support for the employee oriented culture.

Toyota

Toyota

Toyota  – My family has owned Toyota vehicles for many years.  Toyotas are extremely reliable automobiles. I have a Tundra with 132,000 miles on it and have had zero major issues with it. I have such an affinity with my Tundra I have a hard time thinking about trading it in for another vehicle even though it would most definitely be another Toyota.

Ritz Carlton

Ritz Carlton

Ritz-Carlton – I love staying at Ritz-Carlton since the experience each and every time is truly memorable. I also worked as a consultant for Ritz-Carlton to help design the perfect customer experience for guests.  Ritz Carlton’s goal is to create an experience to remember and smile about and they live up to this promise every time.

 

The amazing (or sad) part about my sentiment rankings of the above companies is that, despite spending millions ($$$) on analytic systems and databases, I am willing to bet that very few, if any, actually were knowledgeable about my sentiment toward their brands prior to my writing this article.

This relates directly to a previous blog entry I developed on why CRM (Customer Relationship Management based on historical analytic insights) is dead and a new CRRM model is now a best practice. In this article I point out how world-class companies now query their customers how they feel about the company and brands on a periodic basis. Like me, many customers would be more than willing to share their sentiment and how they are feeling towards the company and their associated brands. Bottom Line: Analytic models provide minimal understand of true customer sentiment when it is primarily focused on historical purchases, spend, etc.

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