RELATIONSHIPS – THE HEART AND SOUL OF YOUR COMPANY

Relationships

4 times a year I meet business leaders in an inspiring Innovation network roundtable. We just had our second roundtable for 2015. Also this time, we centered our discussions around customer relationships and gaps in how brands are delivering on expectations.

And sure there are gaps, even though business leaders often say they already deliver, according to a new survey by IBM and Econsultancy. Also other studies suggest that

Almost 50% of consumers think their brands are clueless about how to reach them. 

HOW TO FILL IN THESE GAPS are therefore some of the most important activities brands and leaders should be aiming for. 

This Mediapost article suggests that we start to create an emotional intelligent strategy. Analyze how the 5 recommendations work for you:

1. Listen Deeply: Understand what your audience is passionate about

2. Add Value First: Rather than just pushing your own agenda

3. Attraction Beats Distraction: Focus on desire and the laws of attraction. “No one likes to be sold to, but everyone loves to buy”

4. Don’t Be Creepy: But surprise and delight your audience

5. Respect when Retargeting: “Just because someone went out on a date with you doesn’t mean they want to marry you”

Hope this inspires you to close some of the gaps for your brand. Or if you are not aware of the gaps, start to identify them.

Take this quote from Boston Consulting Group with you in your development:

The heart and soul of your company is defined by your relationships with employees, customers, suppliers, investors and communities

Hope you like this, and I love if you share with your network and give your point of view!

Use the comment section below – or you can send them to me at ingeramyklebust@gmail.com.

Inger A. Myklebust is a Business Management Consultant, owner of IAM and author of Business Raw by IAM. She is specializing in leadership, market and business development, program and project management. Inger has leadership experience from IBM (11 years), PwC Consulting (5 years) and Orkla (4 years) among others. Connect with her here, at TwitterFacebook or WordPress.

YOUR BRAND IS BUILT EVERY MINUTE

Your company brand is being built through your employees, customers and others every minute. And you are probably not aware of all your advocates and also critics out there to the extent you should.

Read this article – and l would love if you share what you think.

Learn from your employees and customers every day. Empower them and they will power your brand!

All the best for a wonderful Sunday from

Inger @Business Raw

HOW DO YOU ENGAGE YOURSELF AND YOUR COMPANY TO MOVE CLOSER TO YOUR CUSTOMERS AND EMPLOYEES?

I just published my first article on LinkedIn, read it here.

Hope it makes you THINK. And I would love if you LIKE, comment with your own thoughts and share with your own network.

Thank you – and I wish you a wonderful weekend!

Inger

OM Å SETTE FOTAVTRYKK OG LEVE SIN STRATEGI

Hvordan setter du ditt fotavtrykk? Bilde er funnet på web

Hvordan setter du ditt fotavtrykk? Bildet er funnet på web

På veien fra late sommerdager er tiden nå perfekt for å revidere din virksomhets strategiske kjerne, lidenskap og gjennomføringsevne.

Aller først. Hva er egentlig strategi?

Det finnes mange definisjoner på strategi. Denne av Johnson and Scholes synes jeg er bra:

“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations”.

Strategi krever at man tar valg om en usikker fremtid. Man må være kreativ nok til å se for seg muligheter som kanskje eller kanskje ikke eksisterer. Og man må velge noe bort.

Husk at operasjonell effektivitet ikke en strategi. Det er nødvendig, men ikke tilstrekkelig. Michael Porter minner oss så fint på faren ved å glemme riktig balanse:

”…Companies have properly invested energy in becoming leaner and more nimble. In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition… And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions…”

Å LEVE SIN STRATEGI HANDLER OM GOD LEDELSE

Kristin Skogen Lunds 5-15-80 oppskrift på god ledelse har fått mye oppmerksomhet: 5 prosent handler om strategi, 15 prosent om posisjon og 80 prosent handler om den daglige gjennomføringsevnen.

Hvordan de menneskelige “systemene” jobber sammen er “hemmeligheten” som er vanskelig for konkurrentene å kopiere.

Tenk over hvordan det indre livet i din virksomhet fungerer og hvordan dette spiller med eksterne omgivelser og kundene.

I en virksomhet jeg jobbet i tidligere var den uttalte “hemmeligheten” at bare vi klarte å gå bort fra silotenkning og samle oss på tvers av forretningsområdene mot kunden så ville vi vinne. Men det var lettere sagt enn gjort. Det handlet om personkjemi, endrings- og risikovilje og ikke minst insentiver.

Ledelsen må leve “hemmeligheten” for å lykkes!

TA DEG TID TIL “TIME-OUTS” FOR Å REVIDERE DEN STRATEGISKE KJERNE OG GJENNOMFØRINGSEVNEN

Jeg samarbeider blant annet med ledere i en spennende oppstartsvirksomhet. Så langt har den hatt positiv progresjon ved å utvikle og teste forretningskonseptet direkte mot kundene og markedet. De har fått svar og tilbakeldinger, men innser at de kanskje ikke har anvendt nok tid til å analysere resultatene og implikasjonene for strategisk retning. Altså tid for å ta seg en “time-out”!

Hvordan er det for din virksomhet? Tid for å revidere den strategiske kjerne, lidenskapen og gjennomføringsevnen?

Her er noen spørsmål å starte med:

– Hva er dagens ståsted? Hvordan setter vi fotavtrykk?

– Er vår visjon og forretningside bærekraftig og tilstrekkelig differensiert?

– Hva særpreger oss i markedet – hvorfor skal kunder og samarbeidspartnere velge oss? Gjennomsyres vår strategiske plattform i alt vi gjør?

– Hvem selger vi til – og hva selger vi?

– Hva særpreger oss og vår arbeidsform? Har vi en sunn friksjon oss i mellom eller er vi for snille (et “echo chamber”) – eller kanskje for slemme – mot hverandre? Er vi rigget for å oppnå resultater i fellesskap?

– Hva er våre ambisjoner og lidenskap? Langsiktig mål (3 – 5 år) og viktigste strategiske initiativ i år

– Hvordan kan vi forbedre vår gjennomføringsevne?

Hvis du liker dette, gleder det stort om du deler videre!

Hører gjerne fra deg! For mer informasjon, kontakt og forespørsler: Klikk deg inn på www.execiam.com eller send en mail til ingeramyklebust@execiam.com.

Utgangspunktet fra denne artikkelen ble publisert slik på Hegnar Online 4.8.14.

 

HOW WELL IS YOUR COMPANY CONNECTED EMOTIONALLY?

I put my loyalty and investments into companies, products and services that I like and trust. Often this is about a personal relationship. One I trust watch my interests proactively – on my preferences. Sometimes that involves human contact, but not always.

Think about where you prefer to shop and receive your services.

  • From who did you buy your last car? Why?
  • Where do you like to get your sports equipment? Why?
  • From who did you receive your last dentist and doctor services? Why?
  • What restaurant did you last go to? Why?
  • What hotel did you last stay in? Why?
  • Where do you typically buy your groceries? Why?
  • What advisors do you use? Why?

My guess is that you have an emotional link – either with a person or a ”system” that takes care of you and your needs. Low price, high service levels, sustainability, appealing core values, additional services etc. The outperforming companies are transforming to deliver such an emotional connection through signature customer experiences. Because we know this is a major factor in developing results.

Your advanced analytics, loyalty program, great CRM and HR systems may help you to generate leads and bring the customer to the store/ your business. But how are these initiatives followed up consistently throughout the customer touch points? Are you creating the emotional connection?

I instantly fell in love with Wegmans Food Market. ”One of the best places to work” works!

Why? Not only because they have a store offer that appeals, but because the employees are shining of satisfaction and with a beyond service attitude. No doubt that the ranking of Wegmans as ”one of the best places to work” works! Their organization seems to be very well personal connected and geared towards the customer. That is the secret and success formula. And this is what differentiate the best. So easy and so hard.

The need for reinvention to serve the customer – from transactions to relationships.

In this article I describe the need for reinvention to serve the customer. I had contact with 5 different dealers to buy a car. There were extreme variations in how they took my lead on board and how they followed up. I know many companies struggling to respond to lead contacts from customers. They introduce rules on how to respond etc. so that the employees will follow up. For the truly customer relationship oriented company this will not be necessary. Do you agree?

There are plenty of other examples of good and bad company/ employees to customer emotional connections. Perhaps you have one to share?

Related blogs and articles:

https://ingermyklebust.wordpress.com/2013/07/16/no-no-no/

https://ingermyklebust.wordpress.com/2013/09/24/kunden-ma-sterkere-inn-pa-leder-og-styreagendaen/

http://www.hegnar.no/kvinner/article743093.ece#!

http://asmarterplanet.com/no/blog/2011/11/innovasjon-for-a-tiltrekke-fremtidens-kunder.html#!