Tuesday Mar 10, 2015

Avoiding the Customer Advocacy Trap

We’ve heard “The customer is always right” a million times over. In the complexity of today’s business environment, it’s just not always true − especially in the B2B world.

Make no mistake: we have to listen carefully and continually to what our customers are saying. The danger arises when, in the name of customer advocacy, we act on customer requests and address only symptoms − instead of digging deeper to understand underlying challenges and how the requests fit with the fundamentals of our own business. Doing whatever the customer asks of us is not a business model; bounds us to reactive, tactical responses;

limits innovative ideas; and doesn’t truly serve the customer well.

In short, declaring yourself to be a customer advocate suggests that you will basically do whatever your customers ask. This approach ultimately results in tactics that probably don’t mesh with strategy.

Instead of customer advocacy, we propose that customer success should be the new mantra. To us, customer success means implementing a closed-loop process where corporate strategy drives customer engagement that thoughtfully supports the customer’s desired business outcomes, which in turn drives customer feedback, which then allows us to adjust our strategy.

At Oracle, we have spent the last 10 years on transforming our business into a customer success-focused enterprise with an emphasis on:

  • Expanding customer feedback and engagement
  • Developing a deep understanding of our customers’ business
  • Making it easier to do business with us
  • Executing an R&D strategy rooted in customer needs
  • Enhancing employee engagement with our customers
  • Building on customer successes with loyalty

Listening to our customers is fundamental to our focus on customer success at Oracle. We leverage myriad ways to gain a holistic view of the customer’s experience and perspective. This includes relationship surveys tied to three-year account strategies; continuous and ad hoc customer advisory panels; transactional surveys for point-in-time feedback across lines of business; executive advisory boards and focus groups; input from account teams and executive sponsors; social media harnessing unstructured and topical input; as well as user experience labs where customers help to define next-generation solutions.

By analyzing this input with a particular eye toward what we need to do to assure customer success, we can identify root causes and trends that enable us to make changes and drive innovation to have the greatest possible impact on our customer base. Our Top Ten Program is designed to address company-wide and cross-line-of-business initiatives that have the largest impact to our customers as well as our business. We derive the programs’ list from feedback collected across multiple sources, as well as emerging trends highlighted by our most strategic customers. Key steps include identifying customer priorities, conducting business impact analysis, implementing corrective action, monitoring feedback channels, and communicating results and actions back to the company and customers.

By limiting their focus to customer advocacy, enterprises curtail their potential for innovation. I’m reminded of the development of the Wii gaming system. Genyo Takeda spearheaded the team at Nintendo. Instead of simply looking to improve incrementally on gaming consoles by addressing specific customer demands for faster systems with more sophisticated graphics, Takeda and his team re-imagined the concept of a gaming system from the ground up, including how users interact with it. The team looked beyond what gamers said they wanted, digging deeper into how users interacted with games and what was holding back adoption in some segments. This way of looking at the problem put the customer’s experience at the center and examined what the customer really needed rather than what they simply said they wanted.

An organization driven by a deeper understanding of the customer and long-term customer success, rather than more superficial customer advocacy, demands that enterprises stay (at least) one step ahead of their customers − applying market expertise and insight, analyzing customer input to identify issues and root causes, and thinking creatively to proactively identify needs, in some instances, even before the customer recognizes them.

This is very much the approach that we take at Oracle. Incorporating customer feedback within the framework of our business strategy is critical in helping us to define new product direction and understand emerging needs – with a goal of getting ahead of the curve. Our Engineered Systems are a case in point. These innovative solutions – which include our Oracle Exadata, Oracle Exalogic and Oracle Exalytics solutions − combine hardware and software that are engineered and optimized to work together out of the box. They deliver extreme performance and install rapidly to accelerate return on investment, reduce IT complexity and cut total cost of ownership. This concept was entirely new and many customers looked askance until we convincingly demonstrated the benefits. Today, demand for these systems is strong, and we have developed a large, committed, engaged and enthusiastic user community.

A strategy that puts a focus on customer success, allows this type of innovation. A customer success view, with customer feedback placed in the proper context and a deep understanding of what customers really need enables nuanced strategy, which has collaboration and innovation at its core.

We are successful if and only if our customers are successful.

Tuesday May 20, 2014

The Customer Connection – Building Lasting Relationships in an Instant Access World


 Today’s customers literally have a world of information at their fingertips. Gone are the days when the vendor – via sales reps, advertising, and marketing – was the primary source for information on a product or service.

Customers increasingly search online for information, join social networks, and leverage other social media channels for trusted third-party information and perspectives. A 2013 study, "B2B Technology Decision Journey," found that 80% of IT decision makers deem word-of-mouth input as the most important influence when making buying decisions; and 58% said they use social media to learn from trusted peers.

To build strong relationships in this rapidly changing, instant access environment, the ability to connect and, more importantly, collaborate with customers in new ways is imperative.

There is no question that the balance of power has shifted decisively in favor of the customer, who expects easy access to a full set of technology and business research and resources. Vendors can still play a vital role in this information exchange by integrating the offline and online worlds to manage the path of the customer’s journey.

For example, online communities can help customers take advantage of solutions and proactively resolve support issues. Our research shows that for every 300 online interactions via these communities, 100 support calls are avoided.

As important, when sales teams begin to pay greater attention to customers’ online and social media interactions, they gain insight that can fortify trust and enable greater collaboration for solving a customer’s business challenges – before an inquiry is even made.

Organizations should be focused on systematically managing interactions across social and online channels – using search results, white paper downloads, and social media postings to foster stronger customer understanding and relationships. Cloud-based tools can help track the customer’s actual usage of products and capture insight into their everyday experience, with an eye toward adding value and extending collaboration. By better understanding technology adoption issues and patterns, we can help customers to build a roadmap that enables them to get the greatest value possible out of their investments.

As part of an integrated strategy to expand customer collaboration, creating specific programs that focus on better understanding, documenting, and augmenting the customer’s journey acts as a source for professional development and knowledge expansion. Here at Oracle we’ve launched a Customer Experience (CX) Journey Mapping program that helps businesses to overcome organizational barriers to achieving true customer centricity. Serving as a trusted advisor, we share journey-mapping tools and techniques with customers to help them jump-start their CX transformation process. These half-day workshops give customers the fundamentals for customer centricity and the means to apply them within their organizations. They also serve to further strengthen our customer relationships.

Customer centricity can no longer be about one-off initiatives. It must be a part of a company’s corporate DNA.

As the profile of a customer changes, with a heavier reliance on online channels to make decisions, find information, and communicate, all of us need to evolve at the same pace.  By establishing ways to facilitate proactive collaboration and enable instant access to information, we can enrich our customers' experiences and promote customer-centricity within our own organizations.

About

Welcome to the Customers in the Know Blog. My name is Jeb Dasteel, I am Senior Vice President and Chief Customer Officer at Oracle. I am responsible for driving customer-focus into all aspects of the Oracle business. I advocate and work within Oracle to develop and deliver customer programs that increase customer retention, value delivered, satisfaction, and loyalty. This blog was designed to enhance our engagement and interaction with our customers, by providing them exclusive Oracle executive insights, ensuring they have the most up-to-date trends and news directly from Oracle, as well as guest blog submissions by some of our customers.

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