Greg Jennings is a solid football player. He has been on my fantasy team for several years not because I expect non-stop brilliance but I know what I’m getting each time he plays. Not a Hall of Famer but a consistent performer.
Everyone wants Tom Brady’s life or Marshawn Lynch’s numbers. Heroes set unreachable targets. What every team (and business) really needs are more folks like Greg Jennings so that team goals are met. Who’s your everyday hero? (from 2/28 ESPN interview)
Sometimes I daydream. I think too much about the environment. In order to keep the boat afloat I worry about increasing sales. When I can’t increase sales or my technical relevance, I think about lowering costs.
I recite this mantra daily: Be nice, increase sales/relevance, lower costs, reduce carbon footprint
I live in the world of information as it pertains to customer relationships. In simplest terms, CRM is a model for managing existing and future customers. The goal is to capture the wealth of customer info and systematically offer a solution that meets customer needs. This process used to be low tech, high touch. It’s now high tech, high touch. Customers can learn rapidly and become self-aware about their goals. It’s my job to make them faster, stronger and more efficient. If there was an analogy to cars, all customers wanted a Ferrari or Mercedes during the roaring 90s. Almost everyone bought premium CRM products from Siebel (part of Oracle). Then they realized a Honda would suffice. There was a proliferation of cheaper CRM products. A new kind of CRM company emerged from the 2000s bloodletting. Based in the ‘cloud’, it was called Salesforce. It was cheaper, easy to use and less impactful on the environment. Soon everyone got their Prius.
Now everyone wants a Tesla. Customer intimacy is the new objective in 2013. Customers can quickly identify best-in-breed products by simple web searches. Key contacts are reachable using Linkedin or Facebook. In the information age, almost anyone can become tech-savvy overnight. Knowledge and technical fluency is subject to the whims of the internet where 15 year old whiz kids can build world-class products and outgun MBAs. It’s possible to become irrelevant just as fast.
The good news is that CRM is evolving into a platform for ubiquitous customer awareness. Not only do we have to be aware of customer preferences but we need to aware of their exposure and impact to the environment. Environmental catastrophes will impact customer mindsets and whether they want to “buy” or “sell.” For example it’s known that bad weather typically increases customer support needs even if there is not a technical outage. Customers have to be caressed 24×7 or they will go with plan B.
Fortunately customer data is now available at one’s fingertips on a smartphone, 24×7. Customer data is being pushed to us through in-house systems and various social media channels. With a few clicks (the ‘like’ button), customer intentions can be deciphered. The pull model of traditional CRM and manual data entry is going away. Large enterprises which are still dependent on the “always be closing” modus operandi will disappear. The new sales/service mantra is “always be helping.” And this can happen with a few clicks.
The Tesla has finally arrived. New CRM tools like Linkedin offer a plethora of data and help connect the dots. There are now sites where customers know more about you than yourself. The infrastructure holding the information age together is increasingly being hosted by energy efficient data centers run by Facebook, Google and Apple. And most customers want to lower their carbon footprint and prefer to do business with someone aligned with their values.
The most promising trend in the age of customer intimacy is how CRM thought leaders like Marc Benioff are increasingly partnering with spiritual gurus (Deepak Chopra) and life coaches (Tony Robbins). The transactional mindset of sealing the deal is being replaced by helping someone advance personally or professionally. Who would have believed in 1993 (when Siebel got started) that CRM would go the way of Bob Marley?
“Live for yourself and you will live in vain. Live for others and you will live again.”
– Bob Marley
Most likely you are looking at this on a device. Is it making you smarter? More self-aware? Are there better things you could be doing like feeding your children? When was the last time you called your parents?
Nearly everyone is wired to their devices at the expense of their health. Mike Judge’s dystopian film Idiocracy is a documentary now…
Here’s Steve Jobs speech in 1982 about gathering a portfolio of life experiences in order to improve your creative potential.
I was reading this article posted by a friend on Linkedin. Yeah, artificial intelligence, APIs and automation will reduce administrative tasks and maybe some layers of management. But, this will not reduce employment in the manner described.
I don’t think we have scratched the surface of customer experience and the benefits of the “sharing economy” through technology. It will not be replaced even when robotics and artificial intelligence get adoption. Uber has learned that too much big data can backfire.
The “sharing economy” is also about personalization and creating a platform for those seeking a better life. Not all “sharing economy” jobs will lead to long-term careers but they have empowered millions. I informally poll people who are part of this economy and they are much happier now than before. Stories abound about Lyft drivers or Airbnb hosts starting another successful business on the side. Senior executives at top companies have found ways to leverage this “sharing economy” and improve their operations, while giving them a channel to create something brand new. Human potential has no limits in the “sharing economy.”
It’s still possible to lose sight of customers. Automation and APIs don’t necessarily provide a soft touch to your own employees on the front lines. When they are replaced instead of being re-skilled to meet your needs, they will make sure customers don’t buy your products no matter how nifty the technology becomes. For example, customers did not like idea of IVRUs replacing live interactions with customer care operations. The companies that maintained live support were seen as more caring. In fact, some firms like Apple rolled out retail stores to increase customer engagement. Another example within the “sharing economy” itself is the mass migration of drivers from Uber to Lyft which offers a more empowered employee experience to help customers.
At the end of the day, human beings value communication, face-to-face interaction, compassion and helping others. Machines will never replace the soul of humanity. Firms who value customer experience can deliver happiness through stories, products and handshakes. The virtuous cycle of building relationships will never be replaced by robots or technology shortcuts. Customers are most willing to buy when positive outcomes are self-evident for their friends, neighbors and business partners. This is what the “sharing economy” is all about; making sure everyone is employed and moving in the right direction. It’s inevitable that technology will simplify labor needs but new jobs will be created requiring skill-sets unbeknownst to the present moment. One must move up the value chain as a product builder or increase their customer-facing blueprint to delight customers.