Whether you like it or not, your organization has a culture.
Whether you’ve designed it or it just happened, the current culture has been perfectly implemented to deliver the results you are currently getting.

If you would like your results to be different then you have 2 choices:

1) You can drive your organization to do things differently and then put policies in place to make sure it doesn’t deviate

or you could . . .

2) Create a culture that does things a certain way simply because it values, takes refuge in, and is strengthen by an inherent “way of being”.

Some will say option 2 is a great idea but unrealistic, and therefore, option 1 is the only option.  Not so.

In our work we see the most common source of difficulty in managing cultures to be lack of clarity.

Think about it, unless we are clear on the kind of a building we want to build, it will be difficult to bring the right tools to the job site, difficult to order the right materials, difficult to implement an efficient floor plan and almost impossible to ensure those using the building are comfortable inside its walls.

Relevant and effective cultures feed off of clarity.  The more clear, the more cohesive the culture.

If you were to ask employees “Why does our company exists”, how many answers will you get?  Is there clarity?

One of the roles of upper management is to offer and feed clarity.  Is your management team providing clarity that results in cohesion?

Here is an example of a management effort to create clarity.

The important thing here is the effort towards clarity in “Why” we exist and “How” we do things around here.

When relevant and effective cultures arise, “WHO we are” becomes much more important than “WHAT we do.”

If you like to read more on cultures, here is a white paper that might be helpful – download

All the best.

Rudy Vidal
Customer Loyalty is Never and Accident !
XCL

This short video clip not only applies to our personal lives but also to our businesses.

Being internally focused takes time away from the true source of our success, our customers.
We forget who they are.
We forget why they came.
We forget we made a promise to them.
We forget we need each other.
We forget we have the power to make a difference in their lives.
We forget to be respectful.
watch_popup?v=17ZrK2NryuQ&vq=medium

All the best
Rudy Vidal
XCL

Popular media is often a surprisingly accurate vehicle to get better acquainted with ourselves.

Here is an old favorite Seinfeld clip that can provide an opportunity to see ourselves more clearly.

REQUEST: In a short phrase, please let us know one specific aspect of our customer relations, this clip showws we may need to address.

I will start it off:

- Escalations should include the customer.

Over the years, we have followed shifting customer values that help to differentiate brands.
As we follow these developing trends we often gain clarity in interesting areas.  Clarity in the past couple of years came in a better understanding of certain segments of customer loyalty.
We have watched loyal customers for some time and have a good understanding of their make up.  But within these loyal customers, there are some that stand out.  These “raving loyalists” go beyond loyalty, they are willing to defend and represent our brand.  They are somewhat more engaged than those defined by the NPS methodology as “promoters.”   The raving loyalists feel a personal and emotional bond with the brand which causes them to not only recommend but defend and represent the brand.  Think of hard core Apple users; it would be an understatement to say “hardcore Apple customers have a strong willingness to recommend.”  Their bond to the brand is clearly more emotional than that.

Raving loyalists are not only important because they are loyal and drive additional business, but are also part of the “innovators” and “early adopter” set in the market.  It is they, who control access to the mainstream market (see the Law of Diffussion of Innovation – beautifully explained by Simon Sinek here).

In looking at these raving loyalists we find they have the following characteristics:

1. Raving loyalists believe they perceive the company’s purpose or mission (It doesn’t matter if they are right or not.  In this case perception is reality.)
2. Based on their consistent experience with a company or brand, a raving loyalist perceives the company or brand to be authentic to its purpose or mission.  Simply put, the customer thinks the company walks the talk.
3. The raving loyalist perceives an alignment between the company’s values (the source of the authenticity) and their own personal values.

When they see this alignment of values, the customer feels personally represented by the company or brand. In turn, becoming an agent of the brand that represents him or her.  This turns into an emotional bond of reciprocal kinship.

We see these types of relationships between fans and sports teams, within certain ethnic or socio-economic strata, in nationalism and regionalism, religious groups, and more specifically to our discussion, between customers and certain brands such as Harley Davidson, Apple and Corvette among many.

So, the raving loyalist who will promote, defend and represent your brand has only two overriding requirements.  They must perceive authenticity in your brand and they must feel the brand is aligned with their own core values.

Here then, are the obvious questions:

1. Do we understand our customer’s values?
2. Is our mission or purpose aligned with them?
3. Are our customer experiences across the company demonstrating consistent authenticity?

If the answer to any of these is no, raving loyalty is not possible and we have lost major ground in the battle for differentiation.

Our deepest quest as marketers and brand strategists must be authenticity.
However, authenticity is not found in an advertisement or in engaging creative production.  Authenticity is found in the operations of the company as it relates to a higher overriding purpose.  It is found in a company’s policies, processes and delivery mechanisms as experienced by the customer.

Without authenticity we cannot create deep rooted loyalty with our customers.

Rudy Vidal
Committed to XCL

There was a time when having consistently satisfied customers kept us ahead of the competition.  Those were the days when the differentiating power in the market was in products and services.  Now, as we become more and more accustomed to our EXPERIENCE economy, we begin to accept that the quality of our products and services rarely differentiate our brand.  Quality products and services are now common, expected, minimum business requirements – table stakes.  Brand differentiation and loyalty now come by way of our experience while consuming the product, service or brand.

I often ask in my seminars: “what does Barnes & Nobles sell?”  The reply is usually: “books”.
The truth is that I could do research for my next book at B&N for the next year, using their tables, sitting on their chairs, with clear access to all the books in the store, and never have to buy a book.  If B&N were really selling books, after a couple of days, they would ask me to buy something or leave.  But they don’t.  In fact, they are not selling books at all.  In stead, they are selling experiences and hoping that while we are consuming their experience (nice chairs while we read, a coffee shop, poetry readings, a children’s reading area, etc.) we will see a book we like and buy it.  Statistics show we do.

If we know our customers now value and are willing to pay more for experiences, but we continue to offer them marginally differentiated products, we should not act surprised when they ask us for a lower price.  Over 50% of the CEOs I speak with, actually believe customers DEMAND lower prices.  In most cases these CEOs are the source of unnecessary commoditization and failing businesses.   If we offer someone what they no longer value why would we expect them to pay a premium?  As long as we continue to try to differentiate our brands by the feature/price ratios,  we will always be “me too” brands.

Let’s get to know our customers and their values more intimately.  Then let’s create experiences for them that result in emotional bonds with our brand.  I know the temptation to simply lower the price is great since no one ever says no to a lower price,  but I also know if we are willing to think about our customers, talk to them, ask probing questions with humility and a sense of service, we can get to understand their values, those things that really matter to them; those things that will engage them emotionally and make them loyal.

Aligning our companies to our customers’ values is the only way we can gain sustainable differentiation in a commoditized market.
Alignments require the management of only a couple of key components: Customer Values, Corporate Purpose and Corporate Goals.  Align these three and magic will happen.

Customer loyalty is never an accident.

Rudy Vidal
Committed to XCL

In today’s commoditized markets customer loyalty is the result of consistency in customer experiences across an entire organization, from shipping and receiving to accounts payable.  Such consistency across divisional lines can not be managed effectively without considering culture.  For this reason, the topic of customer centric cultures seems to arise more and more in customer loyalty discussions.

The right culture holds the company together, committed to a common, high level purpose that inspires a certain “way of being”.  Management’s ability to effectively communicate this higher purpose and to show authenticity to it, determines the degree of cultural adoption and level of sustainability.

Clarity in communication of the higher purpose is helped greatly by a well thought out, well written statement of purpose (vision and/or mission type statements.)

There are some in management who strongly oppose the use of such statements, thinking of them as meaningless words no one ever reads.  I disagree.  An effective statement of purpose, when used and supported by authenticity in our management intentions, beliefs and behaviors can become a source of inspiration, employee cohesiveness, and clarity amidst the din of day to day business.

Below is an example of a mission statement we worked on a few years ago (shown with permission.)

MISSION
We believe an individual’s health is more important than money.
We are committed to providing optimum family healthcare where the best interest of the patient is the only consideration.
No patient will ever be turned away for the inability to pay.

- They are concise and easy to digest.
- It gives a sense of what the company does.
- It makes me want to join the club (as an employee and as a customer.)
- It provides an idea of why the company might feel this way.
- It tends to inspire others to follow suit.
- It can provide the basis for day to day decision making.
- It compels us to make more and more decisions at the customer level.

An aligned culture is the result of general employee engagement to a common purpose.

How we make that purpose clear to the organization is up to us.  Good statements of purpose are an important part of a culture management communications plan.

Rudy Vidal
Committed to XCL

Who would want to go, anyway?
It’s an old Idea !
anyone with money could do it.

When we create new paradigms we often create amalgamations between product and experiences that change the rules, equalize the playing field for all except the leader, and develop brands beyond the current capacity of common methodologies.

Coca-Cola Bottle, the Model T, the Boeing 747, Kellogg’s Corn Flakes, Apollo, little round glasses glasses on a rock star, Mickey, smiley face, Apple, Technics 1200 turntables, IKEA, iPods . . . . . . Virgin Galactic.

Here is a perfect example of paradigm just shifted.  Thanks to Dave Oldham (a bright marketing light himself) for the link.

Take a look:

This new paradigm can reset the rules for Governments, NGOs, cross cultural assimilation, ecology and so much more.

The most profound changes occur, not when people see us differently, but when we see ourselves in a new light !

Brilliant !

Rudy Vidal
committed to XCL

GM has been considering selling Hummer to the Chinese, while also playing with the possibility of euthenizing the SAAB brand if they cannot sell it.  Although I am tempted to ask “how did we get here?” I’m sure many have already asked this question, so I will refrain.

What I would like to discuss however, is that we have reached a point  in the evolution of value where the obvious should no longer surprise us.  Business is about people first, then about money.  At the end of the day, people make cars, people sell cars and people buy cars. Many make the mistake of believing that the car business must, then, be about cars.  But it isn’t.  The car is, in fact, the most commoditized part of the equation (especially American made cars).  Although we would rather deal with cars than people, this approach is powerless in an experience economy.  People are the source and receptors of experiences, the judges of value and the determinants of our success.  They are empowered with information and are therefore no longer victims to our tactics.

The good news is that loyalty also is about people, and that it can be created at very little or even at no cost.  Simply by finding ways of making our customers emotional about our brand, what we stand for, what we’re committed to, and what we do to be authentic to this claim.

Which brings me to an article I read about Mr. Sewell and his long-term attention to customer service as a way of adding value to his dealership.  Mr. Sewell’s approach to business has left him and his brand perhaps more stable and certainly more loved than the brands of the products he sells.

“I asked a neighbor what she will do with her Saab now, and she said she just plans to buy another Sewell,” Campbell said. “That’s brand power.”

Mr. Sewell seems to have known what many overlook . . .”We couldn’t control the product,” said Sewell, “But we could control the customer experience.”

Now, as the Chinese auto manufacturers are considering entrance into the US market, they are looking for high brand loyalty dealerships to carry new unknown brands under their wings.  When such dealers invest their hard earned brand equity to good business use, I’m sure there will be those among us who may consider them as “selling out” to yet another wave of importers.  But just remember, they did the right thing all these years in building their brands, It is the auto brands that have failed them.

Is it too late to put our attention on the customer?  No.
But many of the large dealerships I speak with still believe they are selling cars (the most undifferentiated aspect of their business), as if it was still 1970.  Let’s sell trust, convenience, respect, guaranteed transportation to work, safety, anything but cars.  It isn’t about the product anymore.  The experience is what differentiates brands.  The product is just the vehicle we use to carry our mind-set and commitment to serving people.

Here is the link to the article.

related postings

Thank you Mr. Sewell for your example.

Rudy Vidal
Committed to XCL

This past week I had the privilege of speaking with friends at CLG Consulting, the leading firm and true masters in creating positive business change through behavioral management.  We spoke briefly about the importance leadership behavior in bringing out the greatness in employees and thereby in our organizations.

We know that leadership is important, but what is the difference between good and great leadership?

• Great leader facilitate the behaviors necessary to reach our goals.
• Great leaders create clarity of purpose.
• Great leaders keeps us aligned to the purpose and the customer values.
• Great leaders encourage behaviors that drives success while discouraging behaviors that get in the way of our success.
• Great leaders urge us to believe in ourselves and the value we bring.
• Great Leaders empower, guide and get out of the way of our individual and collective magic.

As I thought about these traits I was reminded of a video that showed so many of the characteristic and results of great leadership, in action.
Please Note: you will need audio turned up to hear the audience participation.

Take a look:

Are we striving to create clarity and cohesiveness?  Are we facilitating the right behaviors?

Great Leaders can make things happen that we never thought were possible.

Rudy Vidal
Committed to XCL

Here is a worst case scenario:

• A well known product, already experienced by the entire market.
• It’s had many re-introductions in different forms, packages, and industry verticals.
• Fully commoditized.
• The market may be emotionally attached to the original version so the new version may be potentially undesirable.

We must agree that under such a scenario new value-add, demand and certainly loyalty would be difficult to achieve.

However, if we are willing to look beyond our paradigms, and if we know our customers well enough to offer them something they never knew they wanted,
then, maybe we have a chance to lead.

Take a look:

What is special about this video?
Knowing your customer is the key to adding unforeseen value.

Rudy Vidal
Committed to XCL