Nothing puts fear into the heart of a sales person, or a CEO for that matter, than the thought of changing prices. Input costs tend to rise over time, strategies change, competitors move: all are scenarios where a price change is applicable. But when we work with clients on pricing we meet more trepidation than we do with many other analytical pursuits.
Earlier this year I wrote an article for the Globe outlining the top reasons for companies to have a Chief Customer Officer. Without repeating all the details, the basic premise was that in the era of customer centricity companies need a senior executive that owns the end to end customer experience. This executive needs to be empowered to make decisions across what today are individual silos: marketing, sales, operations, human resources, etc.; if it impacts the customer, the CCO needs to be accountable for it.
We have all heard about the guy who went to the Nordstorm store to return a set of tires and was allowed to do so even though he bought it at a different store in the same location. That is one of the most over-hyped and least instructive customer service stories I have ever heard…But I do think that companies can turn customer frustration into loyalty if they train and empower their employees. Here is a recent experience of mine and some quick lessons for customer service providers:
If you were in business school with me in the 90’s you would have believed (many did) that PeaPod and others like it were going to revolutionize the grocery experience. Then with the explosion of e-commerce and the millennials, it was going to happen any day…..I thought I would share some views on another attempt at modernizing grocery – the self checkout.
Tesla has created a fantastic piece of innovation, but my recent encounter with the car maker proves that its customer experience needs recharging. Here’s a view of the mistakes it made and how you can avoid them in managing your customers’ experience.
After a lovely Passover Seder at my Mom’s house, my wife and I decided to send some flowers to thank her and otherwise brighten her day. I volunteered to handle the transaction (nice son and husband, I know!) I don’t have a regular florist and am between EA’s at the moment, so I did a quick web search, challenging myself to get this done in less than 10 minutes. To my surprise and delight I beat that time significantly and enjoyed the process, mostly because of a proper use of the chat function by Local Blossom. I write and speak a lot about when and how to use electronic channels and other technology. This player got it right for a few reasons…
At SATOV, we like to see friends succeed. So we couldn’t be happier for Cossette, one of Canada’s biggest advertising firms and a long-standing client and strategic partner. In December 2014, BlueFocus Communication Group, a dominant public relations player in the Chinese market, purchased a majority stake in Vision7 International, Cossette’s parent company.
Well, that was quick. Less than two years after it launched its Canadian expansion, Target Corp. is closing all of its stores across the country. The American retail giant is expected to post US$5.4 billion in pretax losses on discontinued operations for the fourth quarter of 2014. Target has only itself to blame for this massive failure. The company never got things right in the critical early stages of its Canadian adventure, disappointing customers again and again.