Chapter 43 service strategy

Service is business.Price is the last word, service is the big truth. Service is the place closest to the hearts of consumers.For most customers, what they care about most is to be able to enjoy the same quality of service anytime and anywhere after purchasing the product they want. Successful customer service is an important part of corporate strategic planning, and even becomes a part of corporate culture. It not only helps companies successfully achieve sales goals, but also helps maintain customer stability and increases the return on corporate investment. Potential customers purchase enterprise products, cultivate customer loyalty, and enable enterprises to win customers in the operation and competition. It is a business strategy system for enterprises to build core competitiveness and communicate with each other internally and externally.

Jiang Nanchun knows that if he wants to retain consumers, he must satisfy them; if he wants to satisfy consumers with products and services, he must play the "service card" of Focus.The quality of the focus service even determines whether it will speed up or slow down in the process of implementing other strategies. Let us first look at the following two sets of data. The first group: It is said that 80% of enterprise product sales come from no more than 20% of loyal consumers, and 60% of new customers come from recommendations of existing customers. The second group: The cost of attracting new customers is about 5-6 times that of maintaining old customers; but according to stereotypes and word-of-mouth effects in cognitive and behavioral psychology, a loyal customer may bring at least 8 potential business deals , and one dissatisfied customer will affect the purchase intention of 30 people.

It can be seen that high-quality service will make more consumers become loyal customers of the enterprise, and the service strategy is also a powerful means for the continuous development of the enterprise.In fact, just like Focus Media, most well-known companies in the world have "eye-catching" service strategies and content. However, if Focus Group wants to successfully implement its service strategy, it must "clarify" the service connotation of Focus Group and highlight its strategic personality. To define the purpose and mission of Focus Services, the most important and critical issue is to figure out "who is Focus's customers".For example, a consumer goods manufacturer whose customers are housewives and retail stores, and Focus customers are mostly these companies.

Who are Dell's customers? Dell, one of the Fortune 500 companies, has a unique way of defining customers: by collecting data, classifying and establishing models, understanding customer experience, and delivering corporate value to customers, it has set off a service revolution in the global business community.In this regard, the evaluation of "Business Weekly" is: "Dell defines customers, takes customers as the center, and creates a PC empire with its unique service style." Insight into customer needs, "Know yourself and the enemy, and you will be victorious in all battles."This remark applies not only to commercial rivals.Similarly, if Focus Group wants to successfully implement the established service strategy, it must have an in-depth understanding of the expectations and needs of each segment of Focus Group's customer groups, and grasp their service requirements.As marketing expert Philip Kotler said: "Remember every customer, understand their needs, and then satisfy them."

The following "complainant iceberg" is also a good example of the focus service strategy: This iceberg represents 1/3 of all British Airways customers, and this 1/3 are customers who have problems with British Airways.However, customer complaints received by the customer relations department accounted for only 8% of all customers who had reason to complain (those at the "top of the iceberg").A further 23 per cent of customers claimed to have discussed their concerns with BA, but customer relations had not received any complaints from them.Another 69% of customers don't bother to complain at all, either because they think it's too much trouble, or they think their complaints will have no result.

To encourage customers to ask their questions, British Airways managers have taken a series of steps.According to their conclusion, if the company could increase the number of dissatisfied customers complaining to the service department by another 1%, the company could make back £200,000-£400,000 in revenue from potential churned customers. In a market full of competition, the needs of customers may be continuously upgraded, that is, new service needs will be generated.It is not realistic to satisfy all customers' needs.However, enterprises can focus on their own advantages, analyze customers, customer groups and major target markets, evaluate service value according to customer conditions, competition conditions and their own resource conditions, and find out that enterprises can improve in terms of product/service portfolio and customer needs. Strive to continue to exceed customer expectations for service in the process of dealing with customers.

There is a special kind of "mystery shopper" in the United States.The so-called "mystery shoppers" are actually service quality supervisors and evaluators publicly called by Gome to the public.These supervisors and evaluators travel to various Gome stores as customers to experience the shopping experience and supervise the services of Gome employees; The manager reflected. Since the emergence of "mystery shoppers", Gome's employees' mental outlook and service awareness have improved significantly, service quality has been greatly improved, customer complaints have dropped by 65%, satisfaction has increased to 76%, and repeat customers have increased by 50%.

"Clarify" the connotation of services and highlight the strategic personality.The correct service strategy makes Focus's overall service develop from piecemeal to overall planning and intensive cultivation, and ensures the smooth implementation of its service strategy, creating a well-known service team. Clients are the "God" of an advertising company, and service is the key to retaining God. Jiang Nanchun also firmly believes in this.Therefore, customer service is the most humanized content among the seven strategies of Focus. The corporate culture of Focus Media is characterized by advocating customer-oriented and result-oriented, and emphasizing innovation, detail control and work attitude. For a long time, the company has formed a pragmatic, active, rapid and professional style.Jiang Nanchun always believes that the market will smile at you only if you are good enough.

Nowadays, more and more advertising media have changed their original image of "being a businessman" and transformed it into a "market-oriented, service-centered" operation.Their goal is not to satisfy customers in the short term, but to build long-term customer relationships.However, to establish a long-term strategic partnership with customers, it is not obtained by reducing and cutting product prices blindly, but should be achieved through effective customer service.Therefore, the current media must change the concept of media management from "product-centric theory" to service-oriented, and achieve long-term profit in the operation of service strategy.

In the emerging media industry of outdoor TV, Focus has provided perfect services while increasing revenue and controlling costs, and has set the industry standard with its standardized services. Jiang Nanchun also knows that Focus has at least the advantages of emotional 3E in service provision (brand equity-Equity, experience-Experience, energy-Energy).Strong emotional factors can make customers more excited than rational thinking, and only when they are motivated can they act, and customers are willing to spend a lot of "money" and "smash" them on Focus. Therefore, it is a complex systematic project for Focus to construct a service strategic plan of "standardized service, enhanced service, and long-term service".

Focus Media took the lead in hiring the world's largest market research company such as AC Nielsen to investigate and analyze audience characteristics, viewing habits, advertising recall rates, and viewing tendencies to understand customer needs, estimate service value, and provide decision-making basis for advertisers. At the same time, when competitors were still evaluating building TVs as a type of outdoor media, Focus was the first to introduce the TV advertising evaluation model into building TVs, and hired CTR to calculate CPM, GRP, and CPRP for its building TVs, so that advertising monitoring And evaluation data, scientific. Subsequently, Focus formulated a customer service positioning strategy, established a service matrix, and implemented a service strategy plan.Through the analysis of advertiser service content, a series of services from providing the most direct service to advertisers to providing media professional services will be sorted out, then the connection and service focus will be determined, and finally a service portfolio will be established according to a structured method . After the formation of the service system, the main problem facing Focus is the implementation of customer service. How to ensure that various services are provided to customers in an orderly manner has become the focus and difficulty of the service strategy.Focus has realized that the service content provided by many advertising media is good, and the service once or twice is very good, but after long-term implementation, there will be deformations, discounts or uneven service quality.Therefore, next, Focus focuses on the life cycle of advertisers to realize the effectiveness and continuity of service work, and promises that advertisers can obtain the most intimate services from Focus anytime and anywhere. On the other hand, Focus has a strong internal training system, and the systematic and protracted training of sales is also an important reason for its strong sales, which further ensures its high-standard service in terms of execution. "Executive Flying Lectures" is a compulsory course for Focus executives given by Jiang Nanchun. All executives, including Jiang Jiang himself, must go to a city for training every month. Jiang Nanchun passed the review.Every day, "Focus Night Talk" will be sent by email to share sales experience. There will be 3-4 hours of teleconference training every Saturday. Every year, you must go to Focus University, at least 20 hours each time, with external experts Joint lectures with Focus executives, not counting Focus online training, new employee training, etc. In addition to sales skills, there are also psychological counseling and emotional management.Focus training intensity and richness of training content are equally staggering. Finally, Focus strives to build a "value transfer network" to integrate customer service into the value chain of advertising operations.This means that Focus not only needs to provide a service window representing a good image, but also needs to integrate internal resources of the enterprise to provide reliable support.But Jiang Nanchun understands that any act of sacrificing service in exchange for temporary "small profits" is just short-sighted.Only by ensuring corporate reputation and service quality can we effectively obtain customer satisfaction and improve customer loyalty. Focus Media builds the best outdoor building TV advertising media in China with a well-known service strategy, creates a win-win situation with services, and enables customers to obtain satisfactory results and pleasant experiences in standardized services. The standardized service strategy makes Focus's standard the standard of the entire industry, and this kind of quality management further strengthens the brand awareness of advertisers.Therefore, although small and medium-sized operators continue to use price diving to compete for customers, Focus not only has firm prices, but also has a far-leading listing rate. From the perspective of Focus Media and Jiang Nanchun, the best customer is not necessarily the biggest customer, nor is it necessarily the customer who most needs the help of a legal platform to sell itself. "The so-called best customers are the ones who can inspire the company the most and teach us how to go beyond the existing services and provide greater added value; they are the ones who can ask questions with a critical eye and inspire us to improve so as to benefit others. People's customers. Dell calls this situation 'outside the box value'." Jiang Nanchun said to the author citing Dell's commendable service model. Facts speak louder than words.Focus has entrusted research agencies including AC Nielsen, CTR (CCTV Suo Furui), and the new generation to actively visit customers' actual requirements and suggestions, and to find the concept of "best customers", so as to urge Focus to strive for excellence in service attitude and improve Be strict with the standard requirements of self-discipline, constantly improve the service threshold, stand out from competitors, and win wide respect and praise. Focus is customer-centric, good at listening to customers' voices, and supports its services to the maximum extent, even exceeding customers' long-term expectations, which also increases Focus's profits and becomes one of the best win-win examples that are rare among Chinese companies.