Even customers are wired to remember the negative, you can make a positive customer experience with your brand more memorable. You can influence your customers to remember the value in what you do for them. In subtle and consistent ways.
The traditional B2B Customer is changing. The distinction between business user and consumer itself is blending. With an increasing mobile workforce who use smart phones and tablets as well as the practice of Bring-Your-Own-Device, products and services now exist where the user decides whether it’s used for business or personal use, and floats between the two. This customer wants the splash and accessibility that has traditionally been the realm of B2C, while retaining the professionalism and reliability of a B2B offering.
I was having a conversation recently with another Founder about how to perform superior customer engagement in a B2B environment. What slipped off my tongue without really thinking a great deal about it was that a key way to build a strong relationship with your customer and get repeat business is to make your customer look good in their own organization. (I added, it’s probably something you want to do for your boss too, but that’s for another conversation)
My birthday is the 5th day of some month. So I was surprised and took notice when LinkedIn included in an announcement email to congratulate me on my birthday this month. I didn’t remember giving them my birthday, but I’ve had the account so long I thought maybe I gave it as account verification information. I presumed it was the usual headache that can arise out of the fact that the US represents dates as month/day and the UK/CAN represents dates as day/month.
I had a huge problem this winter with the heating in my condominium apartment. It was made all the more unbearable because my engagement with the people who were responsible to fix it was way below par. I usually try to write a post that reflects positively on what to do – this prompted me to write a few basics on what you shouldn’t do.
Be transparent and direct when discussing risks and issues with executives. (It’s also important to be tactful, timely and aware of priorities so as not to be creating tempests in teapots.) Management can deal with problems when they know about them. Problems arise when they don’t know about issues and the potential impacts. Ask any Surgeon or ER doctor.