Customers Talk

Customers Talk

"Everybody's talking about me. I don't hear a word they're saying, Only the echoes of my mind.
People stopping staring, I can't see their faces, Only the shadows of their eyes."

(Harry Nilsson)

What’s happening...

Customers talk. They talk a lot and they talk to each other. Often about us. And we can’t control it.

So what?

When they talk they are honest. About us. About what we do and how we do it and what they think about us,

Some quick examples

- HSBC withdraw graduate loan fees imposed arbitrarily when Facebook group gets over 1,000 members in one week 

- Eurotunnel have to rethink entire customer service strategy after Twitter, Facebook and LinkedIn campaigns culminate in IHateEurotunel.com and similar websites 

- Hotels get caught trying to ‘fix ‘ their TripAdvisor reviews and shoot themselves in the foot 

- United Airways get flamed by one unhappy customer who gets over 1 million hits link

We all know the social media hype: “everyone is a media outlet”. Twitter, Facebook, LinkedIn and Google Plus’s exponential and meteoric rises are cited as to why everyone must get involved but this misses the point.

The reality

“Interruption Marketing” no longer works. Gone are the days when you stick up an advert and people will buy from you. If only those days were to come back.

A quick sense check

- Advertising revenues are plummeting in all media

- 76% of people don’t believe that advertisers tell the truth, ie they lie! (Yankelowitch)

- 78% of people trust the recommendations of other people, ie word of mouth rules! (Yankelowitch)

And the word we are looking for here is TRUST. You need to create a relationship where they trust you.

A ratchet point

A shift away from believing that corporations know best and work in our interests has taken place. Years of capitalist exploitation of the masses has created a cynical and distrustful consumer. This is not some green anti-capitalist stance but a fact of life for the foreseeable future.

For instance, how can ‘the people’ ever trust:

- Politicians with their expense claims?

- Ratners and their self-confessed ‘crap products’?

- Ryanair and the Vulgar Mr O’Leary: ‘alliances, and connections are all about "how do we screw the poor customer for more money?" and ’We don't fall all over ourselves if they... say my granny fell ill. What part of no refund don't you understand? You are not getting a refund so f-ck off .’

What does this all mean for us? Some thoughts...

- FACT: For a start it is and will continue to get harder and harder to sell your product.

- FACT: Clients and customers will need more and more convincing of the value that you add.

- FACT: They will be less impressed by cheap distractions and cheap gimmicks

- FACT: You need to have your ear to the ground – listening and defending yourself in the chat rooms and discussion forums.

- FACT: You need to work WITH customers – one bitter customer with a vendetta can bring you down.

- FACT: You can use the word on the street to review and revise your product (see Cisco Systems who use user discussion forums to refine their software).

- FACT: With the price of media production at virtually zero and the increasing power of the intermediaries (Google, Bling, Diggit and YouTube’s algorithms determine what gets found and what does not), you cannot afford to be on the wrong side of the wave.

- FACT: Beware competitors who are ahead of the game, pumping their brand with false characters on the web (if it is good enough for Nike and Red Bull...)

- FACT: Excessive advertising no longer creates excessive revenues but the reverse.

- FACT: Excessively effusive advertising and promo copy no longer creates excessively effusive customers.

Time to wake up and smell the coffee.

Count the ways the Credit Crunch changed our lives - D Telegraph

Six years ago I quickly wrote a book, Beating the Credit Crunch. 

It was only meant to be of use till Christmas... 

and of course it is still as popular as ever...

The credit crunch has been impacting on us all... on and on...



The Daily Telegraph's article 
Count the ways the credit crunch changed our lives 
succinctly describes the last six years...:

"From a worsening of the nation’s teeth to an improvement in its lofts, we investigate the bizarre reordering of our universe after six years of austerity Britain

Six years ago today, the high summer of economic prosperity ended with an horrific bang. On August 9 2007, BNP Paribas, the giant French investment bank, stopped investors withdrawing their money.

It was the start of the credit crunch and “the day the world changed”, according to Adam Applegarth, chief executive of Northern Rock, which just a month later caused the first bank run in Britain for 150 years.

We all know what happened next. The credit crunch turned into a financial crisis, which morphed into a deep and nasty recession. Businesses collapsed, many of them well-loved favourites such as Woolworths.

If you were lucky enough to keep your job, you probably had to accept a pay freeze. Interest rates were slashed, hitting savers and ushering in an era of uncertainty and austerity."



Read the full article at Count the ways the credit crunch changed our lives 

Growing our medium-sized businesses

For the last twenty years I have been working with successful high-growth firms and I have to say that a set of themes recur again and again. While this is no perfect model of business growth these themes just won’t go away.


The successful businesses tend to have three main obsessions:

• Strategy - “where the heck are we going?”
• Marketing - “how are we going to sell this stuff?”
• Teams - “how can we get on better?”

Beyond that there needs to be a recognition that external advice and probably external finance will be needed.


With respect to strategy, it makes absolute sense to focus on recession-proof consumer trends, the general digitalisation and exporting. In fact, we could do well to learn from the Germans. It always seems to end up that way. And finally, there is always a call to get the right external support, get the right business services and support.


Every few years we are reminded to look at the German model. Mittelstand companies often focus on niche areas (where they become world leaders!), tend to be innovation-focused, committed to long-term profitability. I know that these are sweeping generalisations, but we could learn a thing or two from them. So, yes, we should spend more time examining what they do so right.


None of the statements above are remarkable. Just plain common sense. But how often do we see that? In fact the ‘ology’ borders on the ‘motherhood and apple pie’ type sayings. However, they are actually backed by sense. More importantly, this relatively straightforward approach (strategy, marketing and teams + external support and finance) seems almost too simple.


The high-performing businesses that I deal with consistently get ticks in these boxes. I have been running programmes at business schools, as well as in my mastermind groups, and the great businesses are hitting all the hot spots again and again. I will repeat them again - strategy, marketing and teams plus external support and external finance.


Recession-proof as a phrase makes sense but actually we are now in Year Five of the recession and it shows no sign of ending. So, your business must sell something that really is needed in a recession. Too many businesses are based on five-year-old business models using outdated assumptions about how customers relate and behave. It will never be 2007 again. We need to understand how the recession-hit consumer behaves. The answer is that they will still buy most things but they will also expect more for less.


So, what’s recession-proof? Gyms, janitorial supplies, customer acquisition, auction houses…


The three As (Automation, Asia and Abundance) change how the world acts and behaves. The digitalisation of just about every aspect of our world needs to be embraced. Those businesses that ignore it do so at their own peril. The sheer scale of change can only be grasped when we step back and look at how much the world has changed since 2000.

All businesses have been hit by the Three As. Competition, access to bigger audiences, threats from global competition, many costs heading towards zero, all impact. Auction houses now take bids worldwide, suddenly China is a realistic market for a precision engineer.


Export is not just the theme promoted by the Government but it makes sense. If you cannot sell to the depressed domestic market then you need to look elsewhere. And hence the logic to get involved in exporting. It expands your customer base, but is not so easy in reality. Working with some 50 exporters, every case has been different. There is no simple template you can apply. Each case seems to require its own rules of engagement.


Businesses need to surround themselves with the right support. It is the recognition that you cannot do everything yourself that separates the exceptional MD from the ordinary. You need to bring in the best support, advice and team to help you grow your business. End of.


Medium-sized businesses (however you wish to define them) are often referred to in revered terms. Sweeping generalisations expound as to how to help them, how they should help themselves, and how they will solve all the ailments of our weakened economy

Help please - what have been the biggest changes in marketing and customer service?

Some help please.... what do you think have been the biggest changes in marketing and customer service in the last 10 years?

Virgin Books have asked me to update and revise my book, 'Customer Is King - how to exceed their expectations' (Foreword by Richard Branson) from 2002. 

10 years have flown by and so much (and so little) has changed!!!!

What do you see as the big changes???

Thanks

Robert

Proven Recipes for Business Success with Tom Herbert, Hobbs House Bakery

Proven Recipes For Business Success      Greetings!      I am pleased to announce a brand new food-related business growth event taking place in October. Proven Recipes For Business Success I have teamed up with Tom Herbert of Hobbs House Bakery to bring you a morning of business insights from a successful food business. About Tom Herbert Tom Herbert is a celebrity chef and star of the popular Channel 4 programme The Fabulous Baker Brothers. In 2009, Tom's family business, Hobbs House Bakery, sought the help of The Directors' Centre to reassess their business strategy. Since then Hobbs House has grown steadily opening new retail outlets, building an online business and becoming a nationally acclaimed brand through their TV shows and best selling cookery books. The Event During the event Robert will take you through the Bright Marketing methodology that has been used to create hundreds of exceptional brands and improve many others. Tom will discuss his journey from student baker to celebrity chef and the lessons he has learned. Who is it for? This event is for business people who want to learn ways to grow their business in an interesting enagaging environment. The content and lessons will be applicable to all businesses and will be especially beneficial to people working within, or looking to work in, the service, food and catering industries.  Event Details When: Friday 4th October 2013 Where: Hobbs House Cookery School, 39 High Street, Chipping Sodbury, BS37 6BA Price: £100 +VAT Book you place The event will run from 8:30 to 1:30pm and will include breakfast and an informal sit-down lunch with Robert and Tom. *This is not a cooking or baking course although we will talk about baking I am sure; it is all about how to grow a business - "practical solutions; tangible results". Regards, Robert Craven The Directors' Centre 01225 851044 www.robert-craven.co.uk

Robert Craven - Professional Speaker...

ROBERT CRAVEN - SPEAKER PROFILE

About Robert

Robert is one of the UK's best-known and sought-after speakers.

He helps you get more customers and sales in to your business.

Precious few UK speakers combine his academic credentials, entrepreneurship thinking credentials, and communication skills.

How many combine the wisdom of experience, yet offer a fresh and compelling presentation that makes all of that history relevant and pertinent to today’s businesses? 

He is not full of theoretical rhetoric; he offers practical solutions - tangible business results.

Robert's work on customers (getting and keeping them!) has been widely published and acted upon by thousands of businesses.

Welcome to this webpage:

Published Books

• Customer is King (Foreword by Sir Richard Branson)
• Grow Your Service Firm
• Beating the Credit Crunch
• Bright Marketing
• Kick-Start Your Business (Foreword by Sir Richard)
• The Start-Up Essays
• The Business Gurus (co-author)

Specialist Topics

• Customers – and customer experience
• Strategy – making it happen
• Marketing – generating revenue
• Profit – delivering to the bottom line
• Service Firms – running/growing professional service firms
• Innovation and Entrepreneurship - making things happen

Sample Topic Titles (2013)

“Customer is King?!”* - more, better customers... and more profit

David And Goliath Work Together! - what small and big business teach each other

Bright Marketing* - why should people bother to buy from you?

More Customers  - how to get more and better customers, now

Disruptive Marketing - playing (and winning) by your own rules

More Profit - how to significantly increase sales and profit

Kick-Start Your Business* - 100 days to a leaner, fitter organisation

10 Things To Do In The Next Ten Days… - to increase sales, profit, cash, customers

Making Strategy (and Results) Happen - how the winners plan and deliver

Beating the Credit Crunch* - survive and thrive in the current recession

Grow Your Service Firm* - how to run and grow a profitable service firm

Entrepreneur’s One-Day MBA  - everything you wanted to know about growing a business but you were afraid to ask!

(* = from book of the same title)

Testimonials

“Robert Craven says that ‘your whole business hinges on what your customer gets from you’. I wholeheartedly agree.”

Sir Richard Branson

"… fundamental in improving our understanding of what it really takes to set up and run a business. In particular, it was great to see the customer satisfaction scores improve materially."
Jerry Blackett, Sales and Performance Director, Barclays Bank plc

“His animated action-packed style demands participation. Robert does not give his audience the option of sitting back and merely reflecting.”
Professor David Storey, Warwick Business School

“One of the UK’s best-known and sought after speakers on entrepreneurship; anyone who has experienced one of his impactive presentations will know exactly why.”
Professional Consultancy Magazine

 “The Entrepreneurship Guru.”
Financial Times

“Inspirational Stuff.”
Christopher Browne, The Independent

Read More

Robert's track record at helping businesses is very impressive. Add to this his broad experience at board level and you will understand how and why he uniquely adds value to all the businesses that he works with.

Alongside his numerous speaking engagements, Robert personally works with a select list of personal clients, acting as mentor to the managing director or the board. Typically these are fast-growth businesses, most of whom have won awards for their exceptional business performance.

Recent clients include: AirBus, Barclays, RBS/NatWest, Land Rover Jaguar, Microsoft, BlackBerry, Warwick and Cranfield Business Schools, E.ON, Nando’s, Serco, Tenon, Post Office Counters, Dept for Business Innovation & Skills (BIS), Virgin, Ritz Carlton, and Sandals... 

International work includes: Spain, France, Cyprus, Greece, Belgium, Denmark, Russia, Jamaica, Mauritius, Malawi, Botswana, Zambia, Iran.

As a speaker, Robert shows you and your team what you need to do to grow and develop your business.

His message works in two directions: he shows growing businesses how to be more businesslike; he shows multinationals how to be more nimble.

Robert delivers his message in a straight, honest and frank way - a way that you and your team will understand.  

He helps companies as they face the challenges of growth, showing how to develop and implement strategies that focus on customers and profitability.

His books have been described as 'truly inspirational' by The Independent.

 

Video Showreel and Video Testimonials

Short Showreel (1 Min):

Longer Showreel (4 mins):

Mastermind Strategies:

What do you think of Robert Craven?:

Four Business Tips in Four Minutes:

Recent Testimonials at a Presentation:

Robert on Marketing:

Board Room Briefing: Training Needs of Growing Businesses

Board Room Briefing: Training Needs of Growing Businesses

Everything has changed, but nothing has changed...

We live in a different world…
After five years of recession it is clear that growing businesses are living in a very different world. 
1.    The business environment has changed: confidence, the competitive environment, customer demand, technology and access to finance are very different today. *1,*2
2.    The training and consulting world has changed: more suppliers are chasing fewer ‘willing’ clients *3,*4

But is it so very different?
With so much change around, and in a search to find the new magic bullet, has so much really changed? Our research suggests that nothing has really changed in what growing businesses are looking for to help their businesses. *5,*6 The essentials of running a business are the same (delivering a legendary product/service that serves a need, strategy, marketing, teams, external advice and finance.) *7,*8,*9 The essentials of running an effective workshop or training programme are the same. *10

So, what sort of training is (still) wanted?
Our 2008, 2009 and 2013 surveys are consistent showing that the majority of growing businesses want help in the following areas and in the following order:

1.    Customers	(More customers /More sales) – clear fave	30%
2.    Strategy	(Strategy /Planning)	14%
3.    Money	(More Profit /More Cash-flow)	12%
4.    Networking		10%
5.    Leadership		9%
6.    Social Media		9%
7.    Time Management		8%
8.    Teams		8%

Training Preferences of Growing Businesses

Initial thoughts
Customers (ie marketing and selling) clearly occupy the prime position accounting for a clear 30%.

The Top Three represented 77% of the 2008/9 poll but only 56% in 2013. In other words, the ‘other five’ or the ‘others’ are getting relatively more important as they move from 33% to 44% of the total. 

The only significant mover (in the order) is Social Media moving up the list.

Some basic observations

Head and shoulders above the rest, people want more/better customers, more profit/cash, strategy/planning

People want to know how to get more sales, more money and how to put all this together. Everything else seems to pale into insignificance, but that isn’t to say that other topics aren’t of more importance to individuals.

If people are your “greatest asset etc” then why do they poll so poorly?

The usual caveats apply
This is more of a finger-in-the air review of what was on top of the mind for these 3,500+ respondents.

What people say they want and what they need are very different

Over time the mix within each category does change
Eg cash-flow has become progressively more of an issue.

Choosing the right seminar subjects
Based on the survey results and follow-up interviews, it has been decided to launch two half-day seminar titles:

• Strategy and Money
• Marketing and Sales

An underlying theme
A random sample of respondents was followed up with phone interviews to discuss the thinking behind the choices made. A series of themes were clearly ‘front of mind’: raising prices, getting more better/customers, improving engagement, creating a legendary customer service mentality, being more decisive. The theme that seemed to be the consistent one was the creating of legendary service as this would enable the other themes to be implemented.

Background commentary
This was never intended to be an intellectually rigorous piece of research but simply a privately-funded survey to get an understanding of some of the key behaviours and drivers in this field.

Additional information
In May 2013, The Directors’ Centre carried out a simple survey (189 replies) to understand the training needs and wants of the owners and directors of small and medium-sized business. These were then compared with earlier Directors’ Centre surveys from spring and autumn 2008 (1,721 respondents) and spring and autumn 2009 (1,678 replies) carried out to see if there had been significant changes in training needs and wants.

Robert Craven

For further information
The Directors’ Centre – the consultancy for growing businesses
1 The High Street, Woolley, Bath BA1 8AR  www.directorscentre.com 
Tel: +44 (0)1225 851044   Email:    office@directorscentre.com 

References

*1	Disrupt.Inc – How young people...	Dellot & Thompson, RSA, 2013
*2	Growing Your Business,	Lord Young, 2013
*3	Will New Business Consultancy Programmes…	R Craven, 2011
*4	The Changing World of the Trainer,	M Sloman, 2007
*5	Management Training in SMEs,	OECD, 2002
*6	Entrepreneurship and SME Training,	DJ Storey, 2008
*7	The Magic Million Survey,	Directors’ Centre, 2008
*8	Growing Your Business,	Burke et al, 2008
*9	Kick-Start Your Business,	R Craven, 2003
*10	Getting More From Your Training Programs	McKinsey, 2011

Next steps/Call to action
As a result of this survey, The Directors’ Centre will run a series of small and intimate half-day seminar/workshops. The two titles are ‘Strategy and Money’ and ‘Marketing and Sales’. To find out more about these events, go to www.directorscentre.co.uk/articles/bright-business-tour or contact Tricia on 01225 851044.