Should Sales Own Customer Experience?

Closing deals and driving revenue has been at the top of the agenda since the dawn of commerce. However, the sense of urgency and bewilderment about how to grow a company is at an all time high. As I recently blogged,experiments with Chief Revenue Officers have largely failed  with the burden for revenue falling, historically, most heavily on sales, even if sometimes unfairly...... Read the full article on Forbes.

Chief Revenue Officer: A Failed Experiment or an Evolutionary Step?

The clash between marketing and sales departments has fostered the growing popularity of a new position – the Chief Revenue Officer – to bring the finger-pointing under wraps and align the two functions under shared revenue goals.   In theory, the CRO role makes sense. It allows the CEO to delegate marketing and sales alignment to someone with experience under both functions to optimize the teams and manage differing charters, personalities and performance metrics. Many Chief Executive Officers have risen through the sales ranks. They may not fully understand the charter of marketing and are prone to take sales’ side in arguments, instead of creating an environment for collaboration.   In the best of cases, Chief Revenue Officers have gotten sales and marketing to stop blaming each other for lost revenue opportunities and created a customer-focused attitude, aligning both departments with customers rather than lead numbers and superficial metrics.   But in most cases CROs have made matters worse. Instead of leading both functions to a shared, common-sense vision of serving the customer, they inevitably play mediator between two warring sides. Like the CEOs before them, the favor of the CRO is won by sales, who has a more direct way of measuring their influence on revenues. The CRO role has developed into giving sales a seat at the C-suite – almost like a Chief Sales Officer.   The CRO is not dead however, it is an experiment and an intermediary step to the Chief Customer Officer position. As progressive companies realize that it’s more effective to focus on the customer experience, relationship, satisfaction and loyalty that drives revenues than on the numbers themselves, Chief Revenue Officers will inevitably become Chief Customer Officers.   Most Fortune 100 companies are at some stage of the transformation to a customer-centric organization. From strategic planning to job description and performance metrics, enterprises are retooling themselves to align with customer expectations. In this transformation, it’s natural for CROs to move into the position of a Chief Customer Officer (CCO) that manages the lifecycle of the customer experience from marketing, to sales and support.   Only by stitching together these functions into a cohesive fabric can companies consistently deliver experiences and nimbly change in lock step with their customers.

4 Ways Verizon Is Trying To Get Rid of Me

I hang on to this myth that Verizon really does want me as a customer. The reality is that Verizon doesn’t care; they know I’m not going anywhere for two years. For many buyers the decision to change vendors happens long before the product or service is delivered or even purchased. Sellers don’t see the signs because they focus on historical patterns; not on the buyers’ experience. By not understanding how the buyers’ journey traverses social and physical worlds and how different interactions impact trust and credibility, sellers inadvertently drive their own churn. There are four experience disruptors that drive churn..... Read the complete post on Forbes.

Dump Your Social Media Strategy. It’s Not Customer Service

Social media is not a destination; it is an enabler of business strategy. In and of itself, social media will not drive customer satisfaction, robust collaboration, or revenue. It’s like putting a toy sailboat in a pond and huffing and puffing into the sail to make it go. It will go but randomly for it lacks a rudder..... Read the complete post on Forbes.

Buyer 3.0 (a.k.a. What Social Tells You About Buyers)

The klaxons are ringing in corporate halls. To use an old praise, someone “moved the cheese”.  Marketing programs are struggling to consistently produce qualified leads that convert; prospect conversations are more challenging; customer co-creation expectations are wreaking havoc on product roadmaps; and customer service has lost control as customers turn to social media and peer-groups for help.   What’s happening?  The adoption of social technologies moved the “cheese” and heralded in the arrival of Buyer 3.0.