A new Accenture survey of global marketers yielded some results that at first, may not seem that extraordinary. Among them, marketers said the three most important business issues were improving customer retention and loyalty, acquiring new sales and increasing sales to current customers. The survey went on to say that in the coming year, marketes expect to see their marketing budgets flatline or decline.
OK, that’s probably not a shock to hear. But CMOs also expect to see company sales grow in the coming year. Is this a mixed message? Not necessarily. The translation I see is that in order to move forward, marketers will be expected to do more with less. This is not necessarily as bad as it might seem. How?
Think about the most precious internal resource you have to be developed and most of us will arrive at an answer made of flesh and bone, not machine.
Yes, we have to get routinely smarter about what our customers want and using analytics will help with that. But we also have to get smarter about what our employees want – and that’s the side of the equation that I believe gets missed all too often.
If you have ever worked in an environment where employees are an afterthought, you know this. It’s seen in “meet these deliverables or else” career plans that managers don’t like doing and employees dread. It’s career planning as punishment rather than collaboration. Mass layoffs and severance offers are the routine answer to cost cutting rather than brainstorming on what we can do better to show more value or entice greater referrals. Employees see themselves as being there just to do a job – nothing more, nothing less.
The question we must ask is this: We work so hard to brand ourselves to the outside world but how often do we brand ourselves to our own people? What do they genuinely feel about us and can we be honest with ourselves to hear it? You can’t fake enthusiasm for your own workplace. It’s readily apparent and genuine or you’ll see forced smiles and sarcasm if not outright complaints.
Where does the enthusiasm come from? For one thing, a company that treats its people as investments rather than role fillers. Managers who are passionate about understanding what makes their people tick personally, not just professionally. What do they like to do in their spare time? How can you reward them with more of that thing they love? It’s time to look beyond the annual reviews and raises but instead think about your people’s lives on a regular basis.
This isn’t just touchy feely stuff. In fact, here’s how it can benefit your brand.
Just picture how that enthusiasm can positively affect customer retention and loyalty. Let’s say your customer calls up with a technical question and he’s not happy. Your patient employee takes the time to carefully walk the customer through the question like anyone else, but in the course of helping that person, also learns the person is a New York Jets fan. The person is sent a handwritten thank you card for calling with a Jets hat, wishing his team best of luck on the upcoming season.
Who’s going to forget that? Who’s not going to tell someone else about that? I think you get where I’m going with this. An investment in training that employee might just have led to a better customer service experience and in the larger picture, a tremendous feeling about the brand. Or perhaps they felt such an investment and support from the company for their own personal/professional goals that such a positive desired result came naturally – they’re not just doing their job. They’ve bought into a mantra. A mission. A purpose.
Think about your top 5 competitors. Are their technological differences between you all that different? I’ll wager the answer is no. You’ll invest in technology and so will they.
The true difference is your workforce. Your people with their various talents and skills are the differentiators. They are the people on the front lines who often have to deal with customers face-to-face. And even if they don’t, shouldn’t we treat them as the walking, talking representations of the overall brand they are anyway? After all, they do leave the office and associate with others, you know.
“Yes, but what happens when they leave the company? Won’t our differentiator leave with them?” I expect to hear this a bit. It’s natural for people to come and go. The question is how much and how often they’re leaving. Obviously if half the company walks out the door within a year, you need to take a hard look at your own management practices and communication style.
When it’s hard for them to move on to a new opportunity because the culture is so terrific and tears are shed on all sides, something that is special is happening – really. Because it’s a family-like atmosphere at that point.
Is it possible that we could do more with less by looking inward to the brand in front of our faces that we haven’t developed? And in doing so, could we find our outside sales and customer loyalty rising as a result of our internal investment?
One thing’s for certain. It’s a heck of a great place to start.
What types of initiatives is your company using to build the internal brand? Is it helping result in a better customer service experience, happier employees, etc.? Share if you’re comfortable doing so.