Making it Easier for the Customer and Employee to do Business

Why do certain companies consistently distinguish themselves among their peers in terms of lower ad-ministration cost, higher customer satisfaction and retention, lower acquisition costs, greater returns on sales and better net profits? What did they see that other companies did not? What changes did they make in the way they do business and why? Is what they did relevant to other companies?

In studying these Customer Focused Companies (CFCs) several interrelated facts emerge. They exist in every industry and business. Their achievements are based on identical principles. They all believe that the success they enjoyed in the past or currently does not ensure future success. They all have a sense of urgency in the way they conduct business and plan for the future. They are actively preparing for the future by not only improving on what they did in the past but also by inventing and incorporating new practices. They relentlessly evaluate mistakes to understand the miscues and make corrections so not to repeat them. They develop systems to ensure that when errors and oversights occur their employees become “fantastic fixers” acting quickly, appropriately and in a manner that is equitable for the com-pa ny and customer.

CFCs make strategic decisions based on research and do not implement tactics without clear delineation of responsibilities. They recognize that today’s con-sum er is better educated; more knowledgeable about the purchasing process, have greater access to information and demand greater value than ever before. Consequently, CFCs spend significantly more time and resources than their peers to understand the consumers and use this information as the primary tool to direct their planning process. They pay attention to the needs/desires of the consumer and the way customers want to conduct business. They are more will-in than their competitors to meet those new de-ands and change their approach to make it easier for the customers and employees to do business.

CFCs salute the past but embrace the future. They are customer driven not process or product driven. Their description of competitors is more inclusive then their peers by including any organization that raises the standard of service in the eyes of their customers. They grasp the importance this increased competition from outside their normal sphere of competitors has on their company and its bottom line. They redesign and refurbish their processes so that they may be more flexible and respond quicker to customers.

CFCs fashioned their corporate culture so that excellent customer relation is the objective for all they do. They place the customer first because they are convinced the new consumer movement is not only changing the way companies do business but it will dictate which companies remain in business. They understand that customers do not expect them to be perfect just that they demonstrate that they care enough to strive to improve.

The number one variable affecting the quality of customer relations is the quality of employee relations. CFCs are committed to delivering quality service and acknowledge that it is their people behind the service that makes them different. Therefore, they empower their employees to act, proact, solve problems and accept responsibility for their action.

CFCs see the new consumerism and increased pressure to improve profit margins as opportunities rather than threats. They understand that creating a customer focus/service culture is a journey not destination. It is a process not an act. It is a long term obligation not a fad. It requires total commitment from senior management not just speeches.

The impact of being customer focus is noteworthy. CFCs keep their customers 50% longer then their peers. They have 20% to 40% lower sales and marketing costs. They experience higher return on sales of 7% - 12% and have better net profits of 7% to 17% than their competition.

What customer focus companies do is relevant to all other organizations. They have set an example, pro-vide the blueprint and demonstrated that it works. They are changing the “standards” for quality customer service. They are permanently altering the definition and expectation of normal business practices. By their actions and success they are helping identify the long-term players in their arena.

CFCs cohorts have a decision to make and an opportunity. They can continue to conducted their business “as usual” and face the natural consequences of a market leaving them behind or they can follow the example of CFCs and become a customer focus com-pa ny. The choice is their.

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Presented by Three Dimensional, LLC.
For more information contact Walt Tomenga or Terry Myers at 515-240-1510 or info@3-dllc.com