Audaxium Blog

It was only a few years ago that your home page would be where most visitors would begin their experience with your website, but now Google and the other search engines rank your internal pages much more effectively and visitors often ‘land’ on an internal page before reaching the desired start point of your site. So you need to convert these internal web pages into more effective landing pages and get the most leads/sales that you can from them. Here are four simple steps to help you achieve that goal:

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Recently I gave a webinar to about 30 companies who are getting into e-commerce.  They have a large, established customer base but more and more are seeing value from offering many of their products online, as opposed from buying from a Sales Rep.

The real goal is to get the reps more efficient by putting lower margin items online, and have reps spend their time on the larger, more consultative, opportunities.

Here’s a few of the tips I gave them during my presentation on how to properly market their webstores.

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Now, before you go off making an acronym and plastering it all over the place, consider this.  Do customers want to have their “lifecycle” “planned”?

I say no.  After all, you have many types of customers, and while some may want a lot of attention and service.  Many may just wish to purchase, or browse, and be left alone.

The important thing of this exercise is to consider just what different types of customers want, and expect, from your company.

I feel that this type of analysis should drive your selection of a CRM or business system. Not doing the work to figure out what customers actually want will drive you in the wrong direction in marketing, sales, and service delivery.  Essentially you need to map out just what is expected in the relationship between you and your customer, and then figure out how to manage that relationship.

Lets assume for a moment that we’ve taken care of customer segmentation.  We are focused on a particular group with common interests and desires. Now consider the following categories and the questions therein.

Information Gathering

What types of things are people looking for?  Map how this changes over time, before they are a customer, after, and way after etc.

Wait, Stop. It’s not what you want them to know.  Erase the whiteboard and write on it what they actually want.  If you don’t know.  Go figure it out.

Do they want features, use cases, testimonials? What about pricing?  Options available? Comparisons with competitive products. If it’s comparisons you’d better know where those conversations are happening online.

Maybe they are looking for downloads? Updates?  Oh, and if you just decided to put up a FAQ.  Make it good.  99% of the FAQ’s out there are really quite useless.

Knowing what information your consumer needs over time, combined with how they consume that information should direct a lot of your CRM/Businses system strategy.  You simply need to be organized enough to put the right information in their hands at the right time.

Purchase Options

Your CRM strategy should be determined, in part, by what your customer could possibly buy from you.  Depending on complexity, product and pricing management could be key. If you sell 400 different items that are often bundled together in different ways, are fairly pricey, or can be confusing then you may want to ensure that you have a great quoting system in place as opposed to a generic webstore.

A nice question to ask yourself is; “How hard is it to buy from us?”  Pro Tip: It shouldn’t be hard.

Service Options

What kind of service do people expect before and after the sale?  Have you asked them?

What kind of service are people willing to pay for?

Do you need some ability to manage the delivery of those services?

Social Interaction

If you customer is my wife then she doesn’t want to talk to you.  Just send the product.  But if your customer is me then you’ll want to call me up and chat pre and post sale.  Regularly.  But you don’t want to sell to me because I’m cheap.

Do your customers expect meetings and visits?  Calls?  Regular email?

Do they want a dedicated sales rep?  

Do they expect you to have an online presence beyond your website?  Live chat?  Service via Twitter?

The level of engagement your customers want should drive you to a CRM tool that can manage and automate, if required, the appropriate level of interaction.

Problem Resolution

In my personal opinion, handling customer issues is where you build customer advocacy.  If your CRM system handles support in isolation from the rest of the customer information you’ll see a disconnect between sales and tech support.

But, how much support does your customer need?

Is it involved and detailed? Or simple questions?

Does your customer expect you to track issues?

Do they expect to be able to manage their cases and submit new ones online, via email, phone, in store?

Education

Here’s where we ask, what do you want customers to learn?

Just what is that information?

Where is the value in that information for the consumer?

How do they want to consume that information?  Have you asked? Do you have metrics?

Do your systems allow you to segment your customer base to provide the right information at the right time to the right person?

Just how often do customers want to be bombarded?

Should you be pursuing an opt in strategy? (There is only one answer to this question)

Subsequent Offerings

Does previous purchasing history predict future purchases?  Really?

How often to customers actually repeat purchase?  Do you really know?

Should your CRM system be able to give you this information?

Do you actively market to existing and prospective customers differently?

Customer Growth

Does your customer grow with you? 

How long, normally, does this relationship last? 

How far back in the relationship do you need to look to have a meaningful conversation should one be required?

Customer Complexity

Just how do you go about defining the customer?  Is it a company?  A person? Who do you actually sell to?

Your CRM system selection should ensure that you can, with reasonable accuracy, capture the reality of your customer.  Sometimes you don’t need much, and just need a name, email, and credit card, but you might need to track multiple divisions, different currencies, many contacts, and other relationships.

In Conclusion

As you answer these questions and think about your business, you should ask yourself, would it be useful to have a system that can track all this in one place?  The answer may in fact be no.  Seriously.  But in some cases it will be yes, in which case, you’re at the right blog.

Today I went for a excellent run.  And during that run I had one of those moments where you achieve perfect clarity, vision, and visualise an entire blog post in an instant.

This is not that post, because, of course, the next thought through my head was “That’s obvious, now keep up the pace.”

This post formed from the kernel I remember from that thought.

The Question

Essentially what ran through my mind was the following.  Does your company aim to be a high touch, customer responsive, and customer aware organization?  Or, and it’s not better or worse, is your company well positioned to be a low cost provider?

For small and medium businesses it is very easy to get caught in the middle.  Heck, I’ve had years of experience getting smashed by a boulder and some other really hard thing.  All to often there is a desire to over service customers, or, lose business based on dated views on pricing, either discount too much, or not enough.

Now, as times are tough.  Figuring out your strategy becomes increasingly important. Both in the short term, and long term.  There are probably several exceptions out there, where companies can be successful doing both.  But I’d venture to say it’s rare.   And, of course, I neglect all those companies who really compete with their product functionality and placement in the market.

One System

So what you ask?  Well, my endorphin induced thought was that Netsuite, being the awesome system that it is, can really be used by companies employing either strategy, but will implement each slightly differently.

NetSuite of course, can both help get a much better picture of customer habits, information, and profile while at the same time giving tremendous visibility into the profitability of the business, each transaction, and each customer.  What you chose to focus on will drive how you approach your implementation.

If you’re a high touch, customer centric organization you’ll focus much more on a few different areas.  You’ll start with marketing and the customer record.  You’ll track more custom information and have more reports written to drive the behaviours of your sales team. You’ll have a more detailed review of the sales force automation tools.  There will be more focus on the commission tools.  And, of course, you’ll want to nail the customer support end of NetSuite and give your customers the attention they deserve.

If you’re a cost and volume focused company you may in fact implement the above areas of NetSuite but they may be less critical.  Or you’ll give them a pass altogether.  NetSuite will provide you with detailed financial reporting and real time updates of the trends.  You’ll focus more on inventory management, perhaps time and expense billing, or maybe even project management if you’re a services team. Your dashboards will be chalk full of custom key performance indicators driven by the numbers.

Homework

So if you’re about to implement NetSuite here’s some homework.  You might want to do this with a whiteboard.  And, if you’re really inspired give me a call and I’ll stand beside that whiteboard and wave my arms and talk a lot, stoking the fires.

What, today, really causes people to argue in management meetings?  Usually in those debates 1 or 2 areas of information are at the root.  What are they and where would that information come from in NetSuite?

In the cost/customer matrix where do you sit as compared to your competitors?  Where do you want to go? Do you have the information to manage that shift day to day?

Write your vision at the bottom of the board.  Write some behaviours you need your team to exhibit at the top.  Leave lots of room.  Now fill in the following from the bottom up to connect the two.  Strategies, Processes, KPI/Metrics.  

Do you have the system to get you there?  What is the area you need to improve the most?

Figure that out and you’ll be well on your way to getting out of the mushy middle and implementing a system that keeps you laser focused on your goals.