The truth is that the concept Customer Experience could include the Sales 2.0 concept, as sales in social networks tailors a distinct shopping experience.
Every day we engage deeper into the customers´ “experience”. This experience is addressed before, during and after performing the purchase. Is this new? This has not always been the case; the difference today is that our client has evolved. It is more autonomous and stands by his own opinion and by what he reads, hear, and share. And the retailer must develop and provide an offer coherent with a number of factors which would make your service uniquely different. Each case is different, you have to analyze and create a distinctive offer and often ascertain.
Is it assertive to use traditional Customer Service training to cover this gap? NOT anymore. Customer Experience Management (CEM) is much more than being approachable and focusing on the Moments of Truth (or every time the customer interplays with the company).
CEM speaks about segmentation, creating long lasting relationships, letting customers choose the channel on which they want to communicate with us, and encourages the use of social media to express themselves. Ultimately customer experience conceives “prosumers”, people who follow and talk thoroughly about the brand. Moreover, thanks to new technologies (CRM, Social Marketing, Referral Marketing, etc) the qualitative information can be segmented to a much higher level.
Let’scontemplate at a real example. A bank makes an analysis of its business banking customers. They try to find out how they would like to change the merchandising process. Not much is said about the product in this case, but it is all about the business relationship. What do they like and what and how they would change it? It uses consumer opinion institutes, makes about 16,000 personal interviews over the phone as well as networks.
This information can not only change their sales process, but also generate customer “clusters” even at a regional level. So the business banking manager from Galicia may have clues as to what his customers from A Coruña want and need which may differ from those from Pontevedra. Clearly, if he wants to add value to this CEM project he must encourage it.
The training will be based on:
1. Understanding what EMC is and how the study was done.
2. Adapting the new sales process to their particular way of doing business with clients in their area. This is change management
3. Acquire new knowledge about products and solutions derived from what their customers want.
4. Develop skills.
Thus, Overlap´s collaboration with this company was to create a communications plan that will help manage the new change, facilitate training workshops for specific areas and indicating concrete adapted action, develop a training On-The-Job service to train the new skills on the ground and support monitoring a learning community for area managers.
In regards to linking Sales 2.0 to EMC there are entities that are already starting to implement it, carefully, but are starting to create tools to support them.