Congratulations Hallmark... 100 Years & Loyal Customers for Life!

Wednesday, August 11, 2010 by Misty Strawser
While traveling earlier this year, I came across an article in an in-flight magazine, MyMidwest, about the 100th anniversary of Hallmark Cards, Inc. The article was a brief interview with Hallmark's CEO, Donald J. Hall, Jr., sharing a few sentiments about how his company has remained an industry leader all these years. He talked about the crucial keys to their success, the most important business lessons he has learned since becoming CEO in 2002, and about some of the social trends impacting his business.

What really resonated with me though, having just attended an advisory council meeting, was his closing comment, that "for Hallmark, it's less about trends, and more about listening to our customers, being open to what they say and able to look beyond their words to understand the needs underlying their comments. There's no better way to stay ahead of what people expect than to talk to them."  So true, so true!

We hear all the time about the benefits of talking with customers, but all too often it goes in one ear and out the other. Listen up though... right here is living proof!

For 100 years, despite war, economic hardship, and massive changes in technology, Hallmark remains an industry leader and shows no sign of slowing down. They survived an industry that, not long ago, was nearly pronounced dead. E-cards were to become the new norm. We were all going to be printing cards from our home computers, and running to the store for a birthday or anniversary card was going to become a thing of the past. These previously identified trends have not happened. In fact, according to Hall, 6 billion cards per year are still being sent in the U.S. alone! And more than half of them have the Hallmark crown on the back.

Hallmark has lifelong customers. They are emotionally loyal. They are the kind of customers we all strive for. My mother-in-law, Jane, is one of them. She is as loyal as they come. She is a member of Hallmark's Gold Crown Club. She sends only Hallmark Christmas cards. One of her Christmas trees has nothing but Hallmark ornaments, and for every special occasion, her loved ones, me included, receive Hallmark cards because she "cares enough to send the very best!"

Don't we all want customers as loyal as Jane? Of course we do. So start listening to your customers! Be open to what they have to say. Look beyond their words to understand their needs. Respond to their needs and do it better than anyone else! Like Hallmark, your customers will become emotionally loyal. They will be customers for life and you will soon be celebrating another anniversary!

Is the End the End or Just the Beginning?

Tuesday, July 20, 2010 by Misty Strawser
Do you feel relieved when your Customer Advisory Board meeting is over and your customers have gone home? Enjoy that thought for just a moment; now come back to reality and think again! The end isn't the end after all; it's just the beginning. The real work is just getting started!

All too often, when companies think about their Customer Advisory Boards, they think about individual meetings. They know their advisers meet twice a year (say April and October) so they begin reserving hotel rooms and planning an agenda for each meeting three months out. That's easy enough, isn't it? No! In fact, it's a big mistake. That mindset needs to change!

A Customer Advisory Board is much more than just an event! To really be successful, it needs to be part of an ongoing engagement program that impacts decision making, not just another customer meeting or two. It does not begin and end in a meeting room; it permeates the air and becomes part of the culture of the organization. When the meeting ends and the executive team returns to the office, it's time for the real work to begin.

The information gleaned from customers must be explored. What did they say that must not be ignored? What is happening in the market that will impact the organization 12, 24 or 36 months from now? What changes are needed to the current product portfolio? What can the organization do to differentiate itself? What does the organization need to do to grow?

Next steps must be identified, prioritized, and incorporated into operational and strategic plans. They must be shared throughout the organization. Sales must know what's on the minds of their customers. They must know what solutions look like. Product development must know what customers want. They must know what features and functions are needed. Marketing must know what messages resonate. There must be a coordinated effort for all areas to understand what customers said during the meeting and what they really need to succeed.

Plans, actions and progress must then be communicated back to the Customer Advisory Board on a consistent basis. Yes, that's right, but it's not easy! It also takes a coordinated effort. Plans and actions must be implemented and progress must be tracked. That's my responsibility for some clients. I take on the role of the "friendly nag," consistently following up with members of the team to track progress so it can be communicated back to the Customer Advisory Board! Believe it or not, my clients rather like my "friendly nagging!" They find it reassuring to know that I'm not going to let them fail! You see, members of a Customer Advisory Board want to know how their input is being used. They want to know they are making a positive impact on the organization. And most importantly, they want to know they are being heard and that actions are being taken to better meet their needs.

So, take a break when the last customer leaves. Enjoy that sigh of relief after a successful meeting. But make it brief! The end isn't the end after all; it's just the beginning. The real work is just getting started!

What if… the voice of the customer is fraught with criticism?

Thursday, June 10, 2010 by Misty Strawser

Believe it or not, that’s exactly what you want to hear from your customers!  Otherwise, they wouldn’t still be your customers!

If your company is already doing everything perfectly, growing by leaps and bounds, and shareholders are reaping the benefits, you are living in a dream world!  

In the real world, the one in which we all live today, business leaders want answers. They want to know how to increase revenues, how to retain and grow their customer base, how to deliver value, and how to develop more and better products and services to grow their business. They want assurance that they’re doing the right things at the right times. They want to understand the market better. They want to know what makes their customers “tick” and how they can improve relationships with key decision makers.

This is precisely why my client developed their customer advisory board. They wanted answers and advisory boards are designed to provide business leaders with real answers they can count on. They are designed to tell you like it is…the good, the bad, and the ugly. They are not love fests, but you really don’t want them to be! How else are you going to find out the real truth and get real answers to tough questions?

Advisory boards are made up of your top customers (and perhaps a friendly skeptic or two) who already like what your organization does and respect you enough to be working with you! They realize that your best interests are theirs, and they want you to succeed. When you succeed by providing the products and services they need, they too will be successful! They “get it!”

At a recent advisory board meeting, my client’s customer shared how uncomfortable she felt to criticize her host, but once I explained that her host “wanted and needed to hear what she was saying,” she understood and didn’t feel so badly. Most of us don’t like to criticize people or organizations we like and respect, but that’s exactly what “advisors” are expected to do. Don’t get me wrong. They’re not expected to whine and complain just for the sake of complaining, but it is their duty and responsibility to say the difficult things, to point out the negatives, to offer constructive criticism, and then to offer solutions on how to fix them. It’s about customers identifying problems and finding solutions. After all, you can’t fix a problem you don’t know about and that you don’t fully understand!  

Most of us don’t like to hear criticism either! But when it is intended to help, is voiced in a positive light, is said by someone you know and trust, someone who already thinks highly of you, and someone who is committed to helping you improve, it doesn’t sting quite so much and you realize that it really is very valuable information!

In the real world you can’t run from criticism. It’s how you learn. It’s how you grow. So welcome it from your advisory board members and challenge them to help you improve. You’ll both reap the benefits; then the love fest can begin!


Internal Alignment with Sales - Overcoming Fear

Thursday, April 15, 2010 by Misty Strawser

“That was brilliant! The ESP (Executive Sponsor Program) is one of the best vehicles I’ve seen to get a complete view of the customer and our long-term future with them.” That’s the message we received following a recent ESP meeting. And it’s a fairly typical one. What made this comment particularly interesting is that it came from one of our skeptics… the sales manager who wasn’t so crazy about the idea of his company’s executive team meeting one-on-one with his customer.

When we first introduced the idea to him, he was very reluctant. We were seeking alignment with the sales team and were going through a series of questions regarding his relationship with his customer. It was good. He was working directly with several individuals and had a good understanding of their business needs, their likes and dislikes. He didn’t really need to learn anything from them as he had been working with them for years and he knew what they needed. They were one of his biggest accounts. He was their primary contact and had been for quite some time. Quite frankly, he did not want anyone else talking with his customer. What if they said or did the wrong thing? What if the conversation went down the wrong path? This customer alone was responsible for a significant share of the company’s revenue, not to mention his own income!    It was just too risky. But what could he do? So fearing the unknown, he went along with the plan and agreed to set up the meeting. Deep down, he believed (and hoped) that it would be a waste of time. He knew nothing new would be learned and that his client was already buying all that was possible.

Boy was he surprised! New opportunities were discovered, sales increased and his company’s relationship with his customer became stronger than ever!  Why? … because they engaged with one another on an individual and personal basis. They listened to one another and discovered things they would not otherwise have learned. These early insights led to increased satisfaction, improved solutions and increased sales. The customer appreciated being heard and having input to the company’s strategies. They appreciated the executive team’s time, and more importantly, they felt valued. And indeed they were!

So what’s holding you back? Are you afraid of the unknown?   

Customer Loyalty and AdvocacyStep One

Monday, September 14, 2009 by Misty Strawser

Are you considering the development of a customer loyalty or key account program for your top clients? Why?   If it’s just because all the so-called experts say you need to do it, think again.  It’s not as easy as you might think!

If however, you want to develop a program to enhance already existing executive relationships to achieve long-term loyalty and turn customers into advocates, take some time to ensure that you and your executive team are committed to doing it right. It must be a win-win for both you and your customer. And it must be well thought out, aligned with key strategies, and executed flawlessly to be successful! Begin by defining your objectives.

Ask yourself, members of your executive team and key leaders within your organization the following key questions:

·         What do you need to learn from your customers and what do they need to learn from you?

·         Where do opportunities for growth exist and which customers can impact this growth the most?

·         What challenges do your customers need to overcome?  What resources might you have to help them?

·         What improvements are needed to your product/service portfolio? Which customers are most likely to help drive these improvements?

·         From which customers are you most likely to gain the information you need to be successful?

Once these questions have been asked and answered, analyze the information received. Identify where answers intersect and where consensus exists. The objectives for your customer loyalty program are sure to surface!

10 Steps to Customer Loyalty & Advocacy

Friday, May 1, 2009 by Misty Strawser

10 Steps to Customer Loyalty & Advocacy

Do you want to know your customers and understand their operational challenges better?  Do you want to enhance executive relationships with your top clients?  All the experts say you need to be doing all of these things now to retain customers during these tough times, so of course you do!  And that’s what an Executive Sponsor Program (ESP) is all about… creating executive relationships with strategic customers through face-to-face interactions to achieve long-term loyalty and turn customers into advocates.

If you’ve ever thought about Customer Relationship Management or about developing a Customer Loyalty or Key Account Program, join me in the coming weeks. We’ll be exploring the 10 Steps to Customer Loyalty & Advocacy.  We’ll start with Step 1:  Defining the Objectives of an ESP.  If you have specific questions you’d like addressed, be sure to let me know!

Until next time ~ Misty


Accelerating Sales, Increasing Loyalty, and Retaining Customers... It All Starts with a Little Trust!

Friday, April 17, 2009 by Misty Strawser

I recently read an article about customer relationships and why they’re so hard to develop.  I didn’t care much for the article, but it did get me thinking about how customer relationships impact every aspect of one’s business, how they can make or break it, and how truly valuable they are! That’s why I believe so much in what we do here at the Geehan Group… help our clients develop relationships with their customers.

Whether it’s a Customer Advisory Board or an Executive Sponsor Program, we help simplify the process. Don’t get me wrong. Relationships of any type are never simple, but with our methodology, best practices and experience, we make it seem simple. And rewarding! We do all the “heavy lifting” so you don’t have to, and you reap the rewards!    

The article also got me thinking about trust, and how it is such a key component of any relationship. That really struck home with me yesterday. I called to get a quote to replace two tires on one of our cars.  It’s an old car, and one that we had hoped to replace by now, so I explained all that and asked for the cheapest tires they had.  The guy asked if I wanted them aligned. My reply:  Well I guess so; don’t you have to have the car aligned when you get new tires?” “Okay, ma’am; that’ll be $300.”

Now I know what you’re thinking…. but wait. I may not be an auto mechanic, but I am smart enough to get a second quote before spending $300!  I had a similar conversation with the guy at the second place… “it’s an old car… blah, blah, blah. Just $150…what about the alignment?”  “You don’t need an alignment , ma’am, unless you hit something. The new tires just need to be balanced, and that’s included.”  

Now, guess who got my business. If you guessed the second place I called, you’re absolutely right. And they’ll get it again…. and again… and again.  I will probably never go back to the first place.  Oh, and by the way, I ended up spending the $300. He said I needed four tires, not two, and I trusted him!    

Funny thing about customer relationships.  They can accelerate sales, create and even increase customer loyalty, and help you retain customers… or not. So, give some thought to your customer relationships. Give some thought to building trust, to accelerating sales, increasing customer loyalty and retaining your customers. And if you want light lifting and heavy impact, give us a call!   

Developing Executive Relationships; Becoming "Indispensable" to Customers

Friday, April 10, 2009 by Misty Strawser

Like many people, I’m a big fan of the Harvard Business Review. While traveling recently, I purchased one of the books in their Results-Driven Manager series, “Connecting with Your Customers.”  Right off the bat, before I even got to the first chapter, I knew that I was going to have a lot in common with this book! I found myself highlighting nearly every other word and scratching notes in the margins on nearly every page. Yes, I’m the one sitting next to you on the plane with her nose stuck in a book and yes, I carry a highlighter with me everywhere I go!

Anyway, back to my new favorite book… it talks about understanding the needs of your customers, which is what we at Geehan Group do every day… help our customers to better understand what their customers need and what their challenges are. It also talks about communicating with customers and enhancing customer loyalty. Guess what? We help our customers do that too. And more!

Customer-facing programs are our core competency. Customer Advisory Boards, Executive Summits and Executive Sponsor Programs are all designed to help our customers learn about their customers, to help them understand their world, their challenges and their opportunities. They’re designed to help them “dig-deep” into pressing business and industry issues and to discover what keeps their customers up at night. And, they’re designed to help them develop strategic, executive relationships that turn customers into “advocates,” who view them as “indispensable.”

Isn’t that what you strive to be…“indispensable” to your customers? Being “indispensable” is a win-win for everyone. Your customers win through the value you bring to their organizations; you win through accelerated sales, account retention and expansion, and a strategic direction that is aligned with customer needs and the market! It doesn’t get much better than that!

Until next time,
~ Misty 

What are you doing today to prepare for when the recession is over?

Monday, April 6, 2009 by Misty Strawser

I’m an optimist, and although I must admit that I waver at times, I do believe that our economy will rebound and that we all ought to be ready when it does!  At a recent Customer Advisory Board meeting, members were asked the following question… “What are you doing today to prepare for when the recession is over?  While some organizations are investing in technology and training, and building for long-term success, far too many organizations are not preparing at all for post-recession times. They’re in “survival mode” and pessimistic about their long-term futures. Engineering firms are laying off their engineers. Entire marketing departments are being eliminated.

What are the leaders of these organizations thinking?!  Innovation and marketing is more important now than ever before. Even in tough times, leaders must plan for the future viability of their organizations. Turn those half-empty glasses upside down! After all…spring always follows winter and daylight always comes! It may take awhile, but our economy will rebound. Plan now for that time!

In a recent article by John Quelch, Harvard Business School professor, entitled Marketing After the Recession, he offers the following recommendations for planning for the future:

1.     Focus on high-potential customers.

2.     Don’t assume a return to normal.

3.     Assess your target customers’ trust in your brand.

4.     Stay focused on costs.

5.     Know your lead indicators.

6.     Develop scenarios.

7.     Don’t wait for permission

These are all great suggestions. I particularly like #1, #2, and #7. We all know it's much less costly to keep current customers than it is to develop new relationships, new accounts, and new sales opportunities. Focus on high-potential (i.e. current) customers. Start listening to them! Solicit their guidance and invest in what they have to say. Develop an advisory board comprised of strategic customers. Learn how market trends are affecting them. Learn about their challenges and opportunities and what keeps them up at night. Armed with this information and the voice of the customer, you can better respond to their needs and begin seeing a brighter future for your own organization.

Don’t assume a return to normal. Even in a recession, change is inevitable. Your customers and your competitors are changing. Keep up! Listen to them. Know what they are doing. Get to know their operational challenges and how your organization might help them overcome them. Change your own strategies accordingly. Develop a key account program or executive sponsor program. Meet one-on-one with top customers to explore opportunities and to develop executive relationships. These types of strategic relationships with top customers will lead to long-term opportunities when the recession ends.

Don’t wait for permission. Get ahead of your competitors! Invest today in customer programs that will lead to the future success of your organization. Don’t wait for Wall Street to tell you when it’s okay.

Invest in innovation and marketing today for the long-term success of your organization. Try a little optimism! It will help you plan today so you’re ready when the recession ends and the sun shines again!       

Until next time,
~ Misty 

The Executive Sponsor Program... ensuring that your business will still be here when the economy rebounds

Thursday, February 12, 2009 by Misty Strawser
The economy is on the minds of everyone these days.  It's the topic of conversation in personal and business situations alike.  It comes up around the dinner table, resurfaces at the water cooler, and screams across the line on phone and conference calls.  It pops into nearly every conversation every time people get together!  And yes, it is a major topic for discussion at Customer Advisory Board meetings too!

During one recent meeting, we asked Advisory Board members how the economy was impacting their growth strategies and spending.  Collectively, they agreed that they were actually taking advantage of the down time to invest in the future.  Because planning for the future takes a lot of thought and time for reflection, they said it was nearly impossible to do when they were growing at double and triple-digit rates.

Earlier this month, I read an article by Lauren McKay from Destination CRM.  She says that "it's time to act - to be proactive, in fact - and to make changes that will ensure your business will still be around come 2010."  Like Ms. McKay and the Advisory Board members above, I couldn't agree more!

One such change you might want to make now - invest in what your customers have to say!  The voice of the customer is strong and more valuable now than ever.  And to talk with them on a strategic/executive level, rather than the user level, can have enormous benefits.  This is what an Executive Sponsor Program is all about... developing and enhancing executive relationships to retain accounts, build loyalty, and accelerate sales.  You will discover what their needs and objectives are for the long-term; they will learn about your core competencies and will have an opportunity to influence your products and solutions.  Together, you will dive deep into their challenges and opportunities and learn how to become their long-term strategic service and solutions partner.

Are you listening to the voice of your customers?  Do you have strong and loyal relationships at executive levels?  Are you investing in your future or just trying to get by?  I'd love to hear how your organization is responding to the economy!

If you want to learn more about retaining accounts, building loyalty, and accelerating sales through executive relationships, let me know.  We'd love to help you hear what your customers have to say so you'll still be around in 2010 and beyond!

Until next time,
~ Misty 

The Executive Sponsor Program - What it is

Thursday, January 29, 2009 by Misty Strawser
An Executive Sponsor Program (ESP) is designed to leverage customer relationships to penetrate accounts and retain clients. Executives are assigned to specific accounts, setting the stage for further development  of the relationship. Essentially, these account "sponsors," assume responsibility for listening to their customer and striving to become their strategic service and solution partner.

The ESP provides opportunities for executives to meet one-on-one with their customers. These meetings focus on customer-specific issues, challenges and opportunities, and allow for the identification of service and operational improvements, all of which drive customer retention and loyalty. Through round-table discussions, industry trends are explored and organizational priorities and opportunities are discovered. This focused dialogue allows for collaborative thinking, which helps to guide the prioritization of corporate strategies.

ESPs that are well-planned and facilitated are valuable tools for account retention and development of executive relationships that drive customer loyalty. 

~ Misty

An Introduction to Retaining Customers

Tuesday, January 20, 2009 by Misty Strawser

Hi. My name is Misty Strawser and I'm an Account Manager with the Geehan Group. Welcome to my blog! It's all about retaining customers, which is just one of many keys to accelerating sales, even in these tough economic times. After all, it's much less costly to keep current customers than it is to develop new relationships, new accounts, and new sales opportunities. We'll be exploring the development and implementation of Executive Sponsor Programs... really getting to know your customers, understanding their business challenges, and then aligning your products and services to better meet their needs.  

I look forward to hearing from you!

~ Misty