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Customer Contact Strategy

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The Customer Contact Strategy develops process and purpose for customer contact throughout an organization

Successful Contact Strategies rely on input and active participation from all organizational areas that interact with customers

This document outlines the organizational efforts required to successfully implement a Contact Strategy

Veröffentlicht in: Technologie, Business, Bildung
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Customer Contact Strategy

  1. 1. DEVELOPING ACUSTOMER CONTACT STRATEGY Devon MacDonald June, 2012
  2. 2. WHY DO IT• The Customer Contact Strategy develops process and purpose for customer contact throughout an organization• Successful Contact Strategies rely on input and active participation from all organizational areas that interact with customers• This document outlines the organizational efforts required to successfully implement a Contact Strategy
  3. 3. WHAT THE COMPONENTS ARE1. MARKETING COMMITTEE2. CUSTOMER CLASSIFICATION3. CONTACT HISTORY4. COMMUNICATION RULES5. MARKETING REQUEST6. CUSTOMER MODELING
  4. 4. 1. MARKETING COMMITTEE• The purpose of the Marketing Committee is to represent the voice of the customer within the organization to establish when, and in what fashion it is best to engage• Comprised of equal representation across all departments that interact with your customer, this committee must – Be empowered to make decisions and have the ability to resolve all issues – Be small and nimble with a published mandate and objective – Meet regularly to properly serve the organization and the needs of the customer
  5. 5. 2. CUSTOMER CLASSIFICATION• To know what to say to a customer, and when you need an understanding of who they are• Customer’s individual needs and how to properly serve them can be established by – Determining the different types of customers served • Prospects, current customers, high value customers, conquest targets – Established their current and future potential value to the organization – Assigning ownership and categorization based on factors like • Location • Language of choice • Communication Preferences
  6. 6. 3. CONTACT HISTORY• Organizations must have the ability to maintain, update and analyze contact history at an individual customer level• A Contact History Database must be developed to – Be a centralized, single view of your customer – Be comprised of the interactions customers have across all channels • i.e. Phone, DM, Email and Social – Be the source for list development for all communication initiatives• Database integration with email and social platforms ensures timely updates and minimizes errors – Segmented access to regional / organizational service groups must also be considered
  7. 7. 4. COMMUNICATION RULES• Rules on engaging customers must be established, reviewed and governed by the Marketing Committee• Rules vary based on the organizations industry but are comprised of – Frequency; how often can I communicate to a customer across all channels – Timeframe; when can I communicate to customers – By Customer Type; different types of customers expect and are interested in different levels of interactions• Rules should be established for A. Regular marketing communications at various organizational levels B. Special Communications
  8. 8. 5. MARKETING REQUEST• To change regular communications or engage in special communications requests help organizations understand the merit and value of communications to the customer• With a request, the Marketing Committee can make a decision process to allow / deny communications based on the – Contact History – Communication Rules – Value to the organization and customer• Considerations for a Marketing Request include – Target customer group – Purpose and expected result of the communication – Specific measurable objectives (i.e. Opens, Completed Calls, Purchases, Referrals)• Individual campaign performance can be used to establish organizational benchmarks• All campaigns should be reviewed for performance against the objectives upon completion
  9. 9. 6. CUSTOMER MODELING• Understanding the impact of communications to customer behaviour enables an organization to optimize it’s programs in advance of critical performance windows• Modeling customer interactions and communications can be based on a variety of elements depending on the organization but could include – Total customer interactions – Frequency of interactions – Customer Engagement – Contributions and Value to organization – Migration / Conversion
  10. 10. THANK YOU Devon MacDonald @devonmacdonald Linkedin.com/devonmacdonald

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