1to1 - Spring 2009 - (Page 20) now may not be our product, so…we have to address the current problems they face. This dedication and loyalty won’t go unrewarded when business picks up again.” Adds Roy Daya, CEO of Digital-Clay: “It is not just about giving the best price, but more important, really listening to customers and being a friend for them in this time of uncertainty. Ask them how you can help them, take the time to really understand what they are going through, and give them the best advice you can. Not as a salesman looking for a quick buck, but as a friend.” Putting customers first includes acting as a trusted advisor. This means finding ways to help customers succeed in their business and with their customers, as well as helping customers to improve their use of your products and services. “Work in partnership with your clients and put their interests first,” says Jonathan Treiber, cofounder and CEO of RevTrax. “This will build trust and create a stronger long-term relationship once the economy improves.” Another tip for tough times is to help customers grow their network so they can uncover or create new business. “Finding ways to connect your customers for the advancement of each of them is not only selfless, it is the way [business] has always worked,” says Thom Monahan, owner of The Life Purpose Center of Montgomery. “People still do business with and refer business to those they know, like, and trust…. So far this is working, so we aren’t going to change, regardless of economic conditions.” Top 5 Marketing Goals What are your primary marketing goals for 2009? The percentages of respondents who cite each goal as the highest priority are: Customer engagement 65% Lead generation 41% Awareness 39% Branding 35% Customer feedback 29% Source: 1to1 Media knowledge that touches us each and every day: customers who can help us continually improve our solutions; shareholders who have led Fortune 500s through difficult economic times; and our own employees who can help us identify ways to cut costs and improve efficiencies,” says Kristi Grigsby, senior director of marketing for Neighborhood America. “[Companies should] build networks to collect all of this intelligence in a way that can help drive true business value. It’s these types of connections that are going to be pivotal in getting through our economic downturn.” of our best customers is heard,” says Bill Burris, advertising manager for Toyota Motor Sales, USA, and a 1to1 Customer Champion. Experts suggest that social media is the top choice for interacting with customers today. “Staying close to customers and understanding their needs are critical in any economy,” says Domenick Cilea, president of Springboard PR. “Implementing a social media strategy as part of your overall marketing initiatives is imperative Hold Tight Listening to customers and going “above and beyond” for them are two great retention strategies—another area of focus for success in an uncertain economy. “The key to survival is to build stronger relationships with current customers,” says Brent Leary, partner of CRM Essentials. He recommends finding creative ways to further existing relationships and build closer partnerships, including building trust. Others who cite retention as a focus area suggest building engagement by exceeding customers’ expectations. “We approach every project and prospect as the most important one that we will ever do,” says John K. Thompson, CEO, U.S. Operations, for Kognitio. “We are supremely focused on customer success and satisfaction…with a zealous commitment that we will help [customers] succeed beyond the level that was envisioned.” Some companies are reallocating budgets to support greater retention efforts. “We see our smarter client companies shifting budget from acquisition to retention,” says Mark Klein, Ph.D., CEO of Loyalty Builders. “There is less branding spend and more direct marketing to existing customers for example, win-back campaigns and early warning systems to spot potential defectors are high on client wish lists.” Placing customer retention over acquisition is “an understandable focus, but it must be done properly,” says Colin Shearer, senior vice president, strategic analytics, at SPSS. “You must focus on getting more value out of your excellent customers, not “Work in partnership with your clients and put their interests first.” and offers an excellent way to engage customers, attract new ones, and stay close to the nuances of your market.” The strategy is an effective way of learning about customer needs, expectations, and concerns. Consider the online experience as an example. “Ninety percent of all purchases begin on the Internet,” says Steven Roll, senior state tax law editor at BNA Tax Management. “How do you know if these people like or dislike what they’re paying for? More likely than not, they’re probably blogging about how great it is or tweeting about how much they hate it.” Social media can also help to aggregate customer feedback with commentary from other valuable constituencies to create a more holistic view of concerns and opportunities. “We have an amazing wealth of Now Hear This Listening to customers—integral to the trusted advisor role—is another must. During face-to-face meetings and phone calls or via social networks and online communities, organizations need to have meaningful dialog with customers and harness customer insight. Then they must use that information not only to provide better service, processes, and products, but also to further improve communication and transparency. “It’s our challenge as customer advocates to make sure the voice 20 1to1 magazine www.1to1media.com http://www.1to1media.com/weblog/1to1%20survey%20-%202009%20mktg.ppt#701,4,Marketing%20Spending%20and%20Strategy%20in%202009 http://www.1to1media.com
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