Category Archives: customer service

e-tailing has it Made.

If you ever doubted that there is a future for retailing on-line there’s a new kid on the block that might just convince you that retail clicks!

The thing that I have always enjoyed most about retailing is the involvement that exists in the “brandships” between stores and customers.  Retailers have, often inadvertently it must be said, always been avid brand builders and the fortunes of the most successful are set in a history of establishing and building relationships with customers that pre-dates the acronym CRM, which is now on everyone’s lips.

I have always felt that retail was the first sector to recognise the element of community in brand-building, but when you take the store or meeting-place out of the equation there’s always a danger that you could be throwing the baby out with the bath water.  Not if Made.com have anything to do with it!

This isn’t a first by any means, but I really like the way they have used the scope of on-line to involve their customers.  This is real brand-building (in other words community).  Its a limited range, but I see no reason why that shouldn’t expand, which can only be good.  Customers, get a real sense of involvement in design and there’s a pioneering spirit about the individuality of the range that provides the essential community ingredient that is further enhanced by the opportunity customers have to vote for designs.  The people at Made.com clearly don’t need me to tell them where the opportunities lie, they are screaming at us all over this concept.  I particularly like the potential for a clicks and mortar model that’s similar to one I have in a bottom drawer right now.

Of course e-tailing isn’t the panacea that a lot of its evangelists make it out to be.  I’ve raised issues of customer service overheads in other posts and I’ll be interested to see how this essential element is handled by Made as time goes on, but Made is an idea, and we can’t have too many of them in the new economy.  Ideas are what will set the world spinning again and these people may just have it made!

Diversity in Redditch and the public sector challenge

One of the hottest buzz-words in the UK public sector right now appears to be “diversity” which, as I understand it, basically means celebrating the richness of the UK culture or getting on with your ethnic minority neighbours.  As the conquerors and oppressors of innumerable cultures in the past we Brits are falling over backwards to make up for our evil past by making the folks we have displaced feel “at home at our place”.  Just the kind of thing guaranteed to get lefties throwing public money around like confetti – which it seems is just what they are doing.

Don’t get me wrong, I think the diversity idea is fine.  It might not feature much above chip-and-pin wheely bins and installing badger tunnels under trunk roads on my “must do with taxpayers money” list in these hard times, but if was standing for election right now I wouldn’t be making a big thing about adding it to my list of proposed public sector spending cuts either.  However, initiatives like this do tend to reveal the yawning gulf that exists between well conceived national policy and local government naivety (or depending on how you see it “incompetence”).

Last week was Chinese New Year – the year of the tiger or something – and the town where I stay when I am in the UK staged a diversity event.  This was devised and has been run for the past few years by a husband-and-wife team who have some nice, if a little cutesy, ideas and, it seems, a simplistic and naive approach to management.  They told me that over the years the event has grown, although they didn’t seem to have access to any numbers other than a rough guess that visitors currently numbered around two-hundred, which it seems to me is more a bit of a get-together than an event – I’ve had bigger parties in my Prague apartment.  However, more power to their elbow.  If they are prepared to flog themselves to death for a year to entertain a couple of bus-loads of people then good luck to them.  But here’s the rub.

There wasn’t an ounce of commercialism in the venture at all.  Everything was a cost.  Every glaring revenue-generating opportunity, from the provision of chinese food by local restaurants to face painting and lantern-making for the kids, was duly ignored in the name of purity.  But purity has a price and in this case the taxpayer was footing the bill … not once, but twice!  Firstly the County Council were contributing taxpayers money from their “diversity” fund and then every visitor was paying for a ticket at the rate of £5 a head or £12 for a family of four, which, when you add it all up, isn’t cheap when most of the labour was voluntary.  But the real bummer was that the limited resources, skills and experience of the organisers resulted in a bit of a shot in the foot.

Firstly the publicity in the local paper quoted the price of family tickets at £5 insead of £12 so every family that turned up was instantly annoyed.  The price included a shambles of a children’s theatre production which the organisers seemed to think was just fine because the kids had only had two days to prepare for it (they didn’t seem to get it that people were paying, the organisers had had at least a year to work out how to prepare better and the kids were probably embarrassed to hell).  Tickets also included a “chinese meal” served in the Town Hall Council Chamber, which was organised on a sitting schedule, was an hour late and not very good and, to cap it all, by the time diners had extracted themselves from the lunch the volunteers who had set up and were supposed to be running the side-shows in another building, had decided that nobody was coming, so packed up and left, which meant that there were no activities.

I appreciate that there are folks out there who might think that I am being unsympathetic, but I do believe these things are a great idea, they just have to be viable and there is absolutely no reason why they shouldn’t be.  I don’t think its the place of local government/taxpayers to pay for them – underwrite them by all means, but only if there is a business plan and a genuine attempt by the organisers to make them viable.  There was a film maker sent by the County Council to record the event, undoubtedly to “big” it and them up at Whitehall at some future date, but actually what was needed was for the council nobs to get their fat-cat Business Link buddies to give the organisers some free advice and support – make a contribution for a change.  I am sure that even Business Link could run a raffle (well, maybe not)!

Diversity is a great idea, but in the hands of do-gooding local councils, as in this case, ideas can produce the opposite to the intended response with visitors leaving feeling angry and disappointed and taxpayers feeling betrayed.  Wholesome events don’t have to cost money either.  The Prague Marathon – the third largest marathon franchise in the world – and in a developing economy to boot – runs on a team of six full-time employees.  All the rest are volunteers and sponsored activities and I would be embarrassed to tell you how much revenue that generates!

With the UK facing the prospect of unprecedented cutbacks in public spending our public sector needs to get real.  The easy option, and I’m certain that it will emerge, will be for local services to be cut back and events like this to fall victim to the axe, but if the folks at County Hall deserve to stay in their jobs this wouldn’t be the case.  That’s the challenge to the public sector, who, for the first time is going to have to demonstrate some commercial competence.  Running a country, a county or a town is a business.  Customers are looking for improved value.  If you can’t hack it, stand aside and let someone who can see the ball.

Meanwhile I genuinely do appreciate the effort and commitment that the organisers put into Chinese New Year in Redditch and I feel as bad as anyone about it not hitting the mark, but next time, I’d like to see the County Council support them with expert help and advice rather than cash, even if that advice is to bring in someone to show them how to make this the event it could be.

How customer service will drive growth for marketing services firms.

It seems that my piece on customer service has been made topical by Toyota who last week received all the wrong kind of media attention as they struggled to make the best of, not one, but two, recalls that seem to have miss-fired on them.  But it does give me an opportunity to quickly revisit the subject, which I feel is too-often paid lip-service and nothing more by organisations that should know better.

The squeaky-clean Japanese may have been undermined by nudges and winks to the media by their competitors, but with the markets being as they are, they are bound to have been looking for any opportunity to snipe away at a competitor like Toyota and the Japs should have seen it coming.  I can imagine the Toyota folks in their war room planning their strategy for these recalls, considering the merits and demerits of holding back while their suppliers manufactured accelerator pedal parts, getting them to their dealers and priming their dealers to undertake the upgrade.  The same with the brake software.  You don’t solve these problems over night and they must have been only a matter of a week or so away from fixing both of these issues in their usual efficient and quiet way when someone spilt the beans and wound up a journo or two, but shit happens and they should have been expecting it.

There is no doubting Toyota’s internal marketing skills though and when your back is against the wall like this its internal marketing that can save your arse.  As I have said many times before you can run a business with a strict set of rules, rigid processes, a stick and a carrot – Communists have run entire countries like this for decades, but we all know where they ultimately ended up and why.  When something comes out of left field the team that wins is the one comprising real experts with a clear vision of what they are trying to achieve, total commitment and license to make decisions and apply their skills how they see fit – that’s what internal marketing gives you.

On a smaller, but still global scale I have been involved with another sports equipment manufacturer recently, who it seems has a problem with one of their products that they have chosen to take a softly-softly approach to.  In this case they appear to have got away with it, but maybe only because their competitors aren’t as smart or blood-thirsty as Toyota’s.  They fixed the problem with a small change in the spec of the product in subsequent production runs, which was easier for them to achieve than a car manufacturer.  If customers spotted the problem with the early examples, they replaced them swiftly with interest.  An approach like this is only possible if you have good internal marketing.  It only takes a few retailers or distributors to short-change a customer with a grievance and you are stuffed.

Meanwhile, in the same week I had a run-in with my bank and received a £100 cheque in the post by way of an apology.  If a bank can get it anybody can, so maybe we are finally beginning to understand the relative value of existing customers and the two in the bush and the part that internal marketing and customer service play in the future of a business.

This brings me to my real point.  I’m still amazed at the scarcity of marketing services firms that recognise the opportunity that this represents for them to buck the trend to declining revenues.  On the most basic level any proposal that an agency puts together in response to a client brief should include an appendix of ideas for taking the campaign to the internal market – its a no-brainer, but most of the presentations I see miss that vital element.  It makes me wonder sometimes what the agencies are thinking about when they try to pass themselves off as “marketing experts”.

One of the most successful pitches I managed for an agency was in response to an advertising brief, but opened with a list of twenty key initiatives that the client could introduce to develop their business.  We prioritised six, one of which answered the original advertising brief.  Three were internal marketing.  All of these initiatives leveraged the fundamental communications skills of any advertising agency.  We covered all six in detail and won the lot!  It doubled the size of the agency and led to two more new large-scale clients and a new business unit.

What we did here was fundamental, marketing #101 – identify your resources and find new ways to apply them.  Any agency deserving a place in the broader marketing community will do this kind of thing instinctively.  Sadly few do and the demise of many speaks for itself but with the lessons of Toyota ringing in the ear of every marketer right now, there’s no excuse for any agency that fails to grab this opportunity.

The increasing importance of customer service in on-line marketing

I have just gone through an interesting experience with a manufacturer that has really driven home to me the heightened significance of two elements in the marketing process brought about by the growth of Internet retailing.

My story starts with the on-line purchase of a pair of sports shoes.  I play a lot of sports, a consequence of which is the array of specialist technical shoes in my wardrobe.  I was keen to try a particular brand of shoe that I hadn’t worn before and although I was aware of the possible sizing pitfalls, because I had worn just about every other make over the years, I know what my size is and I understand the principles of construction and manufacture, so I ordered my shoes on-line with confidence.  Besides, this particular brand of shoe is almost exclusively an on-line product, so there wasn’t an option and I couldn’t do what so many people do with other brands and products and walk into a shop to try them on before ordering on-line.

Just to prove Sod’s Law, when they arrived they were too small.  Not just a nat’s too small, but significantly so.  The cost of postage was included in the deal with the retailer, but to return the shoes for exchange was going to cost me £5.00, so I paused for thought.  I rang the retailer and who was blithely unaware of the sizing discrepancy, but said it explained the high number of returns he was getting.  However, he couldn’t tell me what size I should take, so I called the manufacturer.

Speaking to the category manager I learned that they knew of the sizing problem and had addressed this in later production runs, but as a result there are now at least two different sizing systems in circulation for the same product on a variety of retailer’s shelves – chaos!  To make matters worse, they hadn’t advised retailers of the problem.

The standardising of sizes is clearly a big issue for apparel manufacturers who rely to any extent on on-line retailers and as I discovered, where shoes are concerned the subject is a minefield.  It seems the world is not confined to the European, UK and US sizing systems, but tens of others too and depending on where in the world production is based the factories are often translating sizes from one system to another.  Even this isn’t simple because the size increments vary widely between systems so a European 42 for example may be roughly equivalent to a UK 8, but a Euro 43 is somewhere between a UK 8.5 and 9!

This brings me around to the second of my two elements – customer service.  As far as I was concerned the reputaion of this manufacturer was saved by their customer services team.  After trying three different sizes, I found a fit in the shoes I originally wanted, but had it not been for the dilligence of the customer services person I was dealing with, I would have been faced with a bill for mailing at least three pairs of shoes and I would have just reverted to a tried and tested brand.  Plus, as I am always quoting, if they had ever wanted to sell me anything else again, it would cost the offending manufacturer one-hundred-times the cost of an initial sale to entice me back again.

There are so many lessons to be learned from this its difficult to know where to start.  For example, I’d like to compare the cost of the necessary additional customer service to the saving offered by the on-line channel and I’d be interested to follow through on the satisfaction levels of customers who had purchased these shoes already.  Sales of these models might be OK, but what is going to happen in the future and if, as I suspect, volumes will fall in coming seasons as a result of this issue, what will be the cost to the company of  rebuilding its market share, in an increasingly competitive sector?  There are lessons for internal marketing in the exclusion of the retailers in the information chain and brand equity too.

One thing is clear however, this is a vivid example of what can happen when one link in your integrated marketing strategy fails.  In this case, it was the product development or manufacturing operations elements that were at fault, both critical areas of marketing as is customer service, which in this case saved the day for the manufacturer and at least ensured that they live to battle for business next time around.

Tesco raise the bar for Czech retailers

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We Brits may not have invented the department store (that was the French of course) but we can pat ourselves on the back when it comes to developing exciting new variations on the theme.

Somewhere on my list of “neat formats worth a look-see” would be the new “My” store in the centre of Prague that was developed by Tesco with a little help from Fitch.  A couple of years ago the owners of the only Czech department store operator worthy of the description Kotva were planning to breathe new life into the corpse of their central Prague store by turning it into a showcase for Czech retail franchisees – a challenge in itself when you consider the dominance of foreign retailers in the Czech marketplace.  They had a stab at it, but it really didn’t come off too well and I’m sure they are still scratching around for “plan B”.  Tesco, on the other hand, have achieved a spectacular away win with My by delivering the promise Kotva made and some.

Tesco have brought their full retail might into play with a model that extends well beyond the creation of a showcase for local retailers.  In assembling this store using available Czech retailing components they have contributed massively to the understanding of the participating local operators of what retailing is all about.  This is more than a store, its an education from which I am sure the Czech retailers who participated will benefit and hopefully never look back.  Talk about raise the bar!  OK, so they supplemented local resources by bringing in a few mates like the long-awaited (as far as I am concerned anyway) Costa coffee people (until now Czechs thought the height of coffee art was Starbucks – heaven help them!) to get the mood going, but it all adds to the formula.  Every little helps and this is no small contribution to Czech retailing.  Congratulations Tesco!

Foreign trade and the new consumer

Barely was the metaphorical ink dry on my piece about businesses in Central Europe struggling to remain viable in the vital international marketplace, when I caught this pod-cast by Phil Dobbie a Brit exiled in Oz, who I don’t know and who is not related to me, but who I find, talks a lot of sense.

Although its a far more mature market, Australia shares one critical trait with some of the emerging new Central European markets – they don’t have a lot of people!  As Phil and his panel of experts agree in this broadcast, no business in any country can afford to focus exclusively on their domestic customers and when your population is fifteen million or less, if you do so you don’t have much scope.

They recognise that smaller economies have tended to exacerbate their problems by making it difficult for foreign experts to operate and by resisting their advice, something that I often see in the Central European markets, especially the Czech Republic.  I have noted lately that the organisations that seek advice from people like me are more often foreign-owned or managed businesses themselves, while Czech organisations stick with Czech advisers, which rarely gives them the perspective they need.

In my earlier piece I also introduce a new consumer with new priorities and suggest that the businesses that emerge from the current financial downturn a success will be those that recognise this critical change and adjust their strategy accordingly.  Every organisation, big and small,wherever they may be, is in the same boat, but there are valuable and very real opportunities for everyone and there’ll be no excuses afterwards for those who fail. 

This point was echoed this week by Lee Scott the outgoing Walmart CEO at the National Retail Federation in New York who told the audience that young customers in particular have adopted a new ethic.  They’ll buy what they need, think more carefully about purchases, avoid unessentials, pay cash and avoid credit.  Its going to be back to the drawing board for customer-facing organisations whose sales rely heavily on credit and I doubt the plethora of products that we have seen over the last few years, that are unessential, impractical or fail to deliver on any level, will survive.  Glad you bought that lava-lamp now aren’t you? 

The good news is that I believe that service will come back into fashion.  Not the service that so many retailers advertise these days, which amounts to no more than a spotty youth with a badge to confirm that he spent half a day on a product knowledge course that covered little more than how to switch the product on, but real service, from responsible people with a depth of knowledge and understanding of their product and a determination to serve their customer.

So, how is your organisation going to service the new consumer, at home or abroad?

Why the recession could be good for business

Today the UK government has called time on the excesses, self interest and downright bad management of the financial services sector, by taking control of British banks.  Whether it will have the desired effect remains to be seen, but frankly, its about time.  I lost patience with the sector a while back, when a leading FS manager told me that it wasn’t in his interest to “put customers first” and now we are witnessing the product of this mind-set.

I’m not a fan of this government, but it does seem that they’ve got this right and for once I feel the Britain is looking bold and decisive.  UK Gov’s move may not produce a level playing field, but hopefully it will create a more sensible game, however the fall-out is sure to continue with customers far from relaxed about choosing financial patners. And that’s where the potential is.  Ultimately, the banks and financial institutions that are first to persuade consumers and businesses that they can be trusted will triumph.

Trust, is the very basis of any Brandship – the relationships between brands and their stakeholders – so its easy to see that, given the revelations of the last few weeks, the brand equity of banks is as low as a limbo-dancing gnome.  For now they are all tarred with the same brush.  We all know now that for years banks have been tricking us into believing that they were on our side while craftily lining their own pockets with our cash, so for any financial services business to dig themselves out of this one is a big ask.  However, that’s the challenge they all face and its clear that the same old, same old just isn’t going to cut it.  This time they have to be transparent and build brands with real integrity.  Attempting this feat with their existing management in place would be like a paedophile applying for a job as a kids’ swimming instructor, and that’s why the government stepping into the management shoes will, at least, give a few of them a chance.  Now its a case of a massive change management process and that can only be good for business.  Who’ll be first to the tape.

While the banks are working on this one, the rest of the commercial world are considering how they can survive the after shock.  There’s no doubt about it, a lot of businesses are going to tumble in the next few months, but amid the rubble there’s a real opportunity for the bold.

As we’ve seen with banks in the US and UK, there are always bigger vultures to pick over the bones of the those that fail and in this vein a good many short-term wins will be had by organisations with strong and inviting brand communities that can offer shelter to the customers of their deceased competitors.  This will come about in two ways – pro-active, acquisition by competitors and investors of organisations and brands on the verge of a crash and reactive, mopping up by strong brands of the displaced customers of their weaker competitors.

But moreso than in the normal process of acquisition the challenge doesn’t end acquisition.  Its one thing to provide a consumer with temporary shelter, but although the cost of acquisition could be modest compared to the recent past, the real test will be whether these brands can persuade their new customers to make a home with them.  This is where I see the real potential.  I foresee a period of floating customers, like deserted wives, reluctant to commit to long-term relationships and suitor brands falling over themselves to reel them in and turn them into life-partners.  And I predict, honesty will prevail.  If nothing else worthwhile comes of this situation I be live it will convince a few more brands to stop making empty-promises and a shift to genuineness, transparency and a genuine commitment to customer satisfaction.  Another reason why the recession will be good for business.

Because brand communities are a product of their members – significantly their customers – any acquisitive organisations will also have to be wary of the risk of alienating their existing customers as the dynamic of their brand is changed by a large influx of new members, but, if they are sufficiently sorted to have created a strong enough brand community to pull off the acquisition trick in the first place the chances are they’ll have this under control too.

Its common practice in recessionary times for organisations to tighten their belts and sit it out, but the record clearly shows that this is not the path to success and it definitely isn’t the way to go now.  If you want to to make the most of the opportunities that the recession is providing you need to be pro-active, take a close look at your brand and your organisation.  Are you in shape to meet the challenge?  If not get to work.  At the end of this recession the organisations that deserve success will have it and there’ll be some gaps in the line up too.  But then again, I’ve always felt that Darwin nailed it with the process of natural selection.   I think we’ll all be better off for the clear out.

Is your customer satisfaction holed beneath the surface? It’s that Icberg Imperative again!

I just landed on a great little blog that I visit from time to time called Customers Rock. In particular a new post entitled Airline Customer Service Makes All The Difference. Its not that we don’t all know this already, but that it relates to my previous post on internal marketing and provides a platform to reintroduce one of my old favourites – The Iceberg Imperative.

The Iceberg Imperative states (and I should know because I invented it!) that nine-tenths of an organisation’s communications go on below the surface. The things that combine to create your customers impression of your brand, the attitudes, values and standards that are inherent in the customer experience and cause either delight or disappointment (and too often outright alienation) are, whatever you may believe, rarely controlled by the boardroom. All too often the management approach is to seek to maintain brand integrity by legislating for every point-of-delivery eventuality, but that just produces a two-foot high process manual that nobody can read, runs up a massive process training commitment and is inevitably a waste of time and effort, because a is the nature of these things, you’ll never, ever accommodate every possible scenario.

The better practice is to bring your front-line employees (in fact every employee) into the loop. Make them as intimate with your Brand Model, its values, standards, objectives and above all its inherent “promise” as you are, so that whatever situation they encounter their response will be reflective of the brand and in line with customer expectation. This way you deliver your Brand Promise and don’t have disappointed customers.

Of course this doesn’t just happen by telepathy you have to invest as much time and effort in bringing your stakeholders behind the brand as you do in the sexy media routes that you use to make your promise to end-users. And there’s the rub. Have you studied the marketing budget breakdown in your organisation lately? My bet is that you’ll find the balance between external promise-making investment and internal promise-delivering investment is way out of line.

Given that most organisations don’t get this internal marketing thing at all and massively under-invest in it anyway, its logical that a comparatively small shift in the balance of marketing investment in favour of internal marketing will bring a disproportionately high return (provided you invest wisely in a serious strategy). There’s no set proportion, its an empirical process so you’ll have to play around with it, but it has worked for my clients.

Interestingly, and I’m at a loss to understand why they haven’t spotted this years ago, it works too for marketing services organisations who are all bleating about their share of the pie being eroded, because internal marketing demands the same skills and largely the same media as an external marketing campaign, so its a great opportunity for them to strengthen relationships with their clients and increase revenue. A no-brainer really.

Bridging the chasm between your boardroom and the front line

I recently spent a few days at home in the UK and discovered UK morning TV. In particular a BBC programme called “Don’t Get Done Get Dom” where a consumer’s champion called Dominic Little (hence the “Dom”) tackles companies on behalf of customers who in one way or another feel they have been let down by them. I don’t know how typical the episodes that I caught were, but there was a very obvious common theme to the main cases.

One company that stands out was called SafeStyle Windows, a replacement window company that dramatically screwed up an installation. Another was a holiday company that had let down a couple who booked an expensive holiday. The common theme with these and others was that the customers (who were all more tenacious to start with than most I’ve come across ) all spent weeks and in some cases months trying to deal with Customer Service representatives to no avail.

Coincidentally I was having the same kind of experience with the Auto and Cycle store chain Halfords who might be the market leader in the UK by a long way, but still (or maybe because of that fact) run their show like amateur hour. My issue with them concerned a product listed on their web site that involved a product description, price and photograph that appeared to refer to three different products. I e-mailed Halfords customer service who redefined themselves as “customer abusers” by sending me an auto response that undertook to reply within SEVEN DAYS!!! In the even they exceeded that deadline by a further day by which time I’d bought the product elsewhere anyway. Well Mr Halfords, them’s the breaks!

In fact, I am sure that the folks sitting around the boardroom tables at Halfords, SafeStyle Windows and the holiday company (whose name escapes me) would be horrified if they realised how their Brand Promise was being massacred by front-line troops, but I’m equally prepared to accept that these same front-line troops are sure that they are doing what is expected of them. I realise that the picture is skewed by the directors, who I know are out there, of organisations who are happy to abuse customers as they hide behind their customer services people, but who are all sweetness and light and conciliatory once someone like Dominic Little gets past the razor-wire. However, assuming that the majority of managers are smart enough to realise that the trick to growing a business is to always delight your customers, the clear issue here is the gulf between the boardroom and the front line.

This is what internal marketing is all about, of course, but its a subject that I know most organisations fail to understand and vastly underestimate the importance of. It takes a special effort and a shift in attitude of senior managers to set up an internal marketing programme from scratch, but there’s no avoiding it if you want to stay in business these days. I often hear from directors that such an initiative would be too disruptive for their organisation and its true it can be if the concept is as alien to you as it is to some of the businesses I come across. That’s why I developed Brand Discovery, a programme of internal marketing that takes logical steps to ensure that all stakeholders are signed up and fully committed to playing their role in the delivery of the Brand Promise. What’s different about Brand Discovery is that it is an ongoing programme that becomes part of an organisation’s DNA and brings about change more by osmosis than revolution. There’s no longer a need to put the brakes on a business in order to change direction. Sure the benefits of Brand Discovery take time to filter through to your bottom line, but its not that long and I would argue that taking a more radical approach slows the momentum of a business short-term and therefore would never challenge the overall commercial benefit of Brand Discovery.

Whichever approach you take, if you are not already focussing on bridging that chasm between your boardroom and your front line with internal marketing you need to get moving. Unless, of course you want your ten minutes of fame on Don’t Get Done Get Dom!

Specialised Specialized customer service

If ever I thought that I was wasting my time banging on about the the essential role of internal marketing in great customer service, I could count on a bike business to restore my faith. Yet again, a bike company (Specialized to be precise) has demonstrated how the kind of stakeholder commitment that can only be the result of great internal marketing, delivers customer service that fortunes are built on!

If you have been reading my blog for a while you’ll know that I have reported a few times on the great customer service I have received from bike businesses like RockShox (Now part of Sram), WTB and Bradburn. What is it about these businesses that make their customer service so much better than most other businesses I encounter?

OK, so I probably have more contact with bike companies than a lot of people because I ride a lot, have bikes and break components from time to time (although I am usually pretty good with my stuff), but biking isn’t my life and there are a whole lot of other businesses that supply me with products and services that relate to other things that I do, so its not that my experience is narrow.

It’s not that they are particularly small businesses either. Specialized is a major global concern so they face the same internal communications issues as any other global and they are not alone among bike businesses in this – biking is big business! So it can’t be that they are compact enough for the brand message to be easily communicated to the people on the front line. It has to be something to do with the potency of the message itself, the passion and commitment that it raises in stakeholders and/or the way it is communicated.

I guess there are few people working in bike businesses who aren’t themselves bikers, so maybe they are just more committed to the ideals of the business. Bikers are a community and within that big community there are very powerful individual brands, each representing a community of its own (those I have mentioned included). A Specialized bike is probably something rather too commonplace for a Yeti rider for example, while if you are a Specialised convert you’ll appreciate their build-quality, innovation and engineering and maybe view Trek as cheap and mass-produced – that’s “positioning” at work. (Sorry but I’m not privy to the Brand Models so I’m not sure which boxes they are each trying to tick, but then again, if they were all perfect I would know wouldn’t I!).

So, a bike manufacturer, because its stakeholders mostly comprise bikers, is working with pretty fertile ground. There’s also already a propensity for bikers to sign up to brand communities, but you still have to have a peg to hang your hat on – that big idea – and the internal marketing communications, so the fact that they are doing so well with their customer service means that these guys clearly know their stuff. (Although I do think that the press advertising that’s part of most bike companies’ external marketing generally sucks. But that’s another post).

There is room for improvement though. For example, one of the biggest challenges for any manufacturer is to get their Brand Promise represented consistently at the point of sale and Specialized, like all businesses struggle there sometimes. I have come across many instances where a manufacturer’s Brand Promise isn’t evident at the local bike shop, the UK’s most dominant wholesaler/distributor for instance, appears to be universally despised by retailers, which can’t be good for anyone’s business, but Specialised do better than most with their customer service even at the sharp end of their sales chain and this has to be down to sound internal marketing. So, if anybody at Specialised is listening, I’d be interested to hear what you do and even more interested to help you reign in those local bike shop owners and staff a bit tighter.

Oh, and thanks to Duncan Cruxton at Specialized for sorting my cycle computer problem!