Reading the Signs

Posted by Rebecca in loyalty | Marketing | retail - (0 Comments)

Guest Post by Sam Ford

datavisionA few months back on a trip to New York City, I was standing in line at DataVision, heralded by City Guide NYC as “practically a New York City landmark,” when I eyed this laminated decree, posted next to the counter. It declares: “CUSTOMER SATISFACTION IS OUR GOAL!” IN ALL CAPS. And an exclamation point to boot.

Right under it, also in all caps…and highlighted is…ABSOLUTELY NO REFUNDS. DataVision may have had a range of issues that led to their “no refund” policy. But it seems it seems an odd thing to highlight if their top goal is, as stated, to achieve “customer satisfaction.”

I was reminded of that sign this week when I saw this Consumerist story from Chris Morran with a sign of its own. In this case, a specialty grocery store is charging $5 to anyone who comes into the store to look at products but then doesn’t make a purchase, for fear that they are looking at their store and then buying the products elsewhere.
dearcustomers
Chris points out that, if the store’s prices are competitive, this shouldn’t be happening and that, if they have products not found elsewhere that people want, then it couldn’t happen, anyway. Most importantly, Chris asks us to put ourselves in the customer’s shoes. If you were a new potential customer, would you ever want to go into the store to check it out, if walking through the door would cost you $5?

I’d take it a step further, though. If you were a regular of this grocery shop, what message does this sign send? A company that distrusts you. A company not confident in its offerings. And a strong deterrent to ever “swing by” the store again, if you’re just passing through.

I can’t help but wonder if either of these stores thought beyond the immediate economic benefit of their policies and into the message those signs send to the people who walk into their stores. If not, they may find out the hard way, when their sign eventually reads:

outofbusiness

 

Sam Ford is Director of Digital Strategy with Peppercomm and co-author of Spreadable Media: Creating Value and Meaning in a Networked Culture. He’s also a contributor to Fast Company.

Customer Service – Take Two

Posted by Maggie in brand | entertainment | food/bev | loyalty | Marketing - (0 Comments)

Maybe Spring is in the air, or I’v288_a73bca5126_gallerye just been lucky, but customer service has been on the uptick in my life.

Take last Friday.  Headed to see Cat on a Hot Tin Roof on Broadway and of course I leave my tickets on my desk.  Of course, it was Friday and a holiday, so no dice on a messenger.  And truth be told, I did not want to give up my pre-even cocktail or be late for the curtain in order to make the trek back.

Enter the manager and staff from Blue Fin restaurant, one of the many delicious restaurants that are part of the BRGuest group.  As a pre-theater hot-spot getting a managers attention at 7pm would seem like a challenge and a big ask.  However, in this case the staff quickly got me help, provided me an email address and the manager (thanks David) went and printed my tickets out.  Seems simple, yes, but not expected.

And I think that is the key here.  A busy restauntant in Times Square is often too busy to stop and consider customer service, and sometimes a part of a larger restaurant group doesn’t think they have the same skin in the game as a sole proprietorship.  By taking the time they not only made my night, but helped BRGuest stand out.

So many restaurant groups and brands do a good – if not overbearing – job on mass marketing once you are signed up.  But a lot fall short on the experience when you walk through the door.  And it is the complete experience, not just one channel that matters.  While leaving tickets for a show may not be common customer issue, taking the time to solve it is a great customer relationship builder.  Brands can learn here it’s not just the draw in, or the sale (let’s face it, I was on my second drink when the tickets showed up), but the cross channel experience that keeps people talking and coming back.

Thanks again Blue Fin & BRGuest… don’t mind if I do.

Shared Responsibility: The New CSR

Posted by Rebecca in CSR | loyalty - (2 Comments)
St. Louis Panera Bread cafes have been testing a 'pay what you can' model for several years

St. Louis Panera Bread cafes have been testing a ‘pay what you can’ model for several years

Did you know that there are five Panera Bread cafes in St. Louis that will allow you to pay whatever price you wish for some turkey chili (in a bread bowl, no less!)? And that they’ve been doing this for three years? Now, the national chain – which is based in St. Louis – is bringing this concept to all of its 48 locations in the St. Louis region. Patrons who order the chili (suggested price $5.89, including tax) can pay whatever they wish and all above-cost proceeds go right back to the community, funding St. Louis hunger initiatives.

Panera implies that this program shares the responsibility of addressing hometown hunger. It sounds like it’s effective: the head of its foundation (Panera Bread Foundation) estimates that 60 percent of customers continue to pay the listed menu price, and the remaining 40 percent is split between customers who pay less, and those who pay more. What a great way to involve consumers – with very little effort from the consumer.

The company does not promote this in their communication efforts. No advertising, no massive PR blitz. As a consumer, it’s music to my ears and makes me want to absolve my love-hate relationship with bread, run immediately to Panera and purchase a turkey chili bread bowl – at full price. As a marketer, however, part of me wonders if Panera might be selling itself a bit short in letting both loyal and lapsed customers about this effort. I don’t eat at Panera on a regular basis, but knowing one opened a few towns over, I’m now more inclined to stop in – even though the pay-what-you-can option isn’t available here in California.

Other brands, such as Yoga to the People in NYC (and Seattle, SF, Arizona….), follow a pay-what-you-can model and attract droves of dedicated followers and brand enthusiasts. One just questions how this model impacts the bottom line. Maybe that’s not all that matters for these brands. For Panera, it appears to be here for the long-haul and I have no doubt their brand will, too.

Above and Beyond Brand Service…Thanks Hertz!

Posted by Maggie in airlines | brand | loyalty | Marketing - (0 Comments)

I admit I am a sucker for every points and gold club out there.  From my United Airlines status to the Starwood Preferred Points to Hertz Gold, I am constantly chasing the perks where I can get them, I mean who wouldn’t.  But this past Friday, an unexpected perk (potentially not eveimagen tied to my membership) totally surprised me AND made me a Hertz renter for life.

Here is the story.  Twenty minutes till flight leaves Dallas Fort Worth, just spent 90 minutes on a 20 minute drive due to an accident on the highway, and pull up into a huge line at Hertz Returns.  Sounds pretty bleak, right?  Well not that day (thanks girl at DFW Hertz).  When I pulled up my boss and I told the woman directing cars that we were potentially going to miss our flights.  She sprung into action, telling us to not even take our bags out of the trunk and to get back in the car; she would drive us to our gates. Unexpected and unbelievable. And we both made out flights thanks to Hertz.

When I dug further I found that this practice is a Hertz commitment and something that is not advertised but communicated as needed.  I guess people would take advantage if it was common practice.  But last Friday, when I needed it most, it was truly a brand practice that was all about me.

Coke As Publisher? Will anyone turn the page?

Posted by Maggie in brand | food/bev | loyalty | Marketing | media | product - (0 Comments)

Seems like the term “story telling” has been the buzz word of 2012, getting tossed around like the word innovation was in 2000.  Today too many brands are looking for any way to connect with their consumer in an over-saturated and very brand-skeptical
market.  Brands can’t just push product – well maybe Apple – and assume their legions will follow.  There is a need to provide content that motivates their consumer and applies to their needs in life, their goals.  A tall order for a brand?  Well Coke thinks not.

Today, one of the most beloved brands – though plagued recently with Bloomberg’s and others bans on soda – is launching a new website transformed into a consumer publication called Coca-Cola Journey. According to Stuart Elliott’s column in today’s New York Times, the article points out that “the use of the word ‘story’ is significant because the Web site changes are indicative of the growing interest among marketers in recasting their communications with consumers as storytelling rather than advertising. Just as attention is being paid to developing content to use for brand storytelling, an appetite also exists for  corporate storytelling.”

The question remains for Coke and all brands as to whether the consumer will engage with the story and take the journey.  I think if they can create a journey with their target, rather than forcing them down the road strewn with ads and product promotions, the iconic brand has hope with its new offering.  So read on soda lovers.

How Fair Art Thou?

Posted by Nick in brand | food/bev | loyalty | Marketing | moms | retail - (0 Comments)

Living in Manhattan, I’m always surprised when I somehow manage to stumble upon a bad restaurant, a moody store owner or just generally bad customer service. The reason it surprises me is that there are so many good restaurants and retail establishments in Manhattan. With so much excellent competition, I don’t know how the good ones stay in business, much less the bad ones.

Plus, New Yorkers are notoriously… um… particular, which makes it all the more wonderful when an establishment is able to stand out above the rest. I’m speaking, of course, about that wonderful New York City bastion of grocery excellence, Fairway. What began as a fruit and vegetable stand in 1933 is now a nine-store juggernaut of high-quality food in the greater NYC area.

But that’s not what makes Fairway great. First of all, it seems like I always go grocery shopping at the wrong day or time. I’m always bumping elbows at the deli counter, dodging baguettes by the bakery or having my toes run over by stroller-pushing mothers in full yoga regalia. Fairway is great in spite of all that, much of which I attribute to my poor planning anyway. That’s because pretty much every employee I’ve ever encountered at Fairway has been helpful and human.

I’ll give you an example. One day I decided to go to Fairway right after work. As every working person is wont to do after work, I was rushing to get home. So I gathered my jerk turkey, dark chocolate with mint, greek yogurt and honey-glazed almonds, and jumped in the express line.

The customer in front of me was completely bonkers. One of those women of ambiguous age with an alien-esque stretched face and stringy hair, she was losing her mind because the cashier accidentally added an extra zero to some quantity of vegetables, making the grand total something around $400 for her handful of items. The cashier, handling a barrage of insults, patiently explained to the customer that she would get a manager to simply void the transaction. The manager came quickly, and, before voiding the transaction, asked the cashier what happened.

It was too much for the customer to handle. She kept screaming “I refuse to pay that much!” After voiding the transaction, the manager then offered the lady free delivery. I would have called a NYC Animal Control Officer to “crate” her for a while. When the debacle was over, and it was my turn at the register, the cashier and I looked at each other and both burst out laughing. It was a little slice of humanity indicative of what I always find at Fairway and supporting what Fairway says about itself: “Fairway: LIKE NO OTHER MARKET.”

 

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Upcharge to Downgrade

Posted by Melissa in airlines | brand | loyalty | travel - (0 Comments)

It’s been awhile since my last blog but travel tends to inspire me to write, or maybe it’s just the ridiculous things that occur when on the road.  Last week, several colleagues and I flew to Chicago for a meeting.  I am typically a United (formerly Continental) gal but someone in the group (read: the boss) is none too pleased with United since the merger so we flew American. I was more than happy to go along for the ride particularly since the cost for a first class seat was marginally more expensive than a coach fare.  The trip out was uneventful although first class was lacking.  The trip home, however, was another story altogether.

Our meetings concluded a bit early so we bolted for the airport in hopes that we could hop on an earlier flight. During our two hour drive, a few back in the office were kind enough to help us research and rebook on an earlier flight. All was well or so we thought.  Upon arrival and check-in we learned that we were not only no longer in first class (allegedly there were no seats available which we later learned was untrue) but that we now owed American $300 EACH to move back to coach.  Wait, it gets better. Our esteemed colleague who had purchased an economy fare checked in and was upgraded and received a refund of $10 on his original ticket.  WHAT!?!?  In what universe does this make sense?

Now, I have absolutely no problem flying economy, in fact, 9 out 10 times, that’s where I am seated. The premium security access is what I am after.  American had no explanation for this except for “It’s how you booked. We don’t know why but we can’t help you.”  Well, American, the customer experience here was in no way “first class” but did have one redeeming quality. Gwen at the First Class ticketing counter at least attempted to assist us and ensured me that although we had now paid a small fortune to be downgraded we could enter through  premium security. Thank you, Gwen!  I will be flying United for the foreseeable future.  It’s not perfect but at least they make sense.

75% Off Bunion Removal in Manhattan

Posted by Lauren in brand | loyalty | Marketing | product - (0 Comments)

From a fancy dinner for two to a luxurious mani/pedi, I’ve taken advantage of the fantastic deals that Groupon highlights each day. However, while I sipped my morning coffee this morning, I stumbled upon the latest offering from the e-coupon giant: 75% off bunion removal in Manhattan.

Sure, New Yorkers do walk a lot and many likely suffer from foot ailments from time to time. However, I see a major problem with this: a hip, e-couponing company like Groupon is missing an opportunity to build its brand by curating deals that will resonate with its audience and show that they understand their needs. If Groupon knew its audience better, I wouldn’t have spilled my coffee in a fit of disgust and confusion this morning.

It wouldn’t be difficult for the company to learn a bit about me. I’d like to receive offers for discounted theater tickets or passes to a museum or a special tasting menu at an exclusive restaurant in Greenwich Village. By paying attention to my search history on the website, it is guaranteed that Groupon would see that I frequently peruse deals related to restaurants and events. I stay away from “deals” related to teeth drilling, skin biopsies, eye exams, etc.

In this case, the data was available but Groupon failed to listen to its customer. Perhaps I’ll see what Living Social has available today.

 

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Moms to Advertisers: The Shoe Don’t Fit

Posted by Maggie in brand | children | loyalty | moms - (0 Comments)

Fifty years ago, Marketing to Moms was perceivably simple. Based on historic icons and a few episodes of Mad Men, reaching moms was one dimensional and focused purely on making June Cleaver’s life easier. Now, the women of that time may disagree about the singular dimension approach, but it worked. And it worked well for large ad agencies relying on piles of research to identify the singular mom audience. Not anymore.

According to a recent blog from EmpowHER, 91% of women feel that advertisers do not understand her. The problem here is that “her” is more multi-dimensional than ever, and old research methods and blanket ad campaigns are just not getting it. Marketers today need to be more nimble and have honest dialogues with their female consumers. The secret sauce that worked to sell home appliances to the perfect housewife now involves 25+ recipes to reach the moms of today. Let’s start with the basics – there are single moms, divorced moms, married moms, moms by mistake, grandmoms being moms, moms to pets, etc. Then we get into situation analysis like the miserable moms, the perfect moms (or they think they are), the active moms and more. So how can one brand or agency claim to be able to reach this moving target?

Listening is the first step and recognizing that no amount of expensive research can uncover what honest conversations can. Second is having these conversations where your consumer is and not forcing them to come to your sandbox. For example, last year Frito-Lay made great strides communicating their healthy brand promise by partnering with Farmville to let social gamers learn about the ingredients in their products. And it worked. And finally, it has to be authentic. Let’s be honest, Kelly Ripa doing laundry and cooking with her Electrolux appliances is about as un-authentic as you can get (at least in this blogger’s mind). Why not show real women – and all types– struggling with daily chores, re-heating the takeout and running to Home Depot to fix things herself.

Agencies that continue to target just June Cleaver are not only getting left behind, but ignored by moms and trampled on by other, more authentic brands. They can’t see themselves in June’s shoes and they are letting brands know this loud and clear. Remember, hell hath no fury…

The “Place” to Stay

Posted by Melissa in airlines | brand | food/bev | loyalty | travel - (0 Comments)

Last week I traveled to a small town in Tennessee.  The easiest way to get there was to fly into Atlanta and drive two and a half hours. Fun right?  On the night we were to fly home  home, we were delayed departing said small town
and had to stay overnight at a hotel close to the airport in Atlanta.  My only request?  That we stay at a “real” hotel.  By real hotel, I mean a hotel with dining and imbibing options that extend beyond powdered continental breakfast eggs and vending machines.  Someone back in the office booked us into the Hyatt which was much appreciated.  I was thrilled – until we pulled up and saw that this was a Hyatt Place. Now, I do not have anything against convenient and affordable options a la Holiday Inn Express and Comfort Suites but it had been a long two days and I was looking forward to a decent meal and a glass or two of drinkable vino.  Well imagine my delight when I walked into a shockingly stylish lobby which boasted 24 hour food options and a small bar. Who knew? Someone apparently did because the place was packed and a post stay search revealed that Hyatt Place boasts more than 58,000 likes on Facebook.

Perhaps I just haven’t noticed the marketing associated with Hyatt Place before, but I was not only satisfied with what I found, but feel that the brand’s messaging was spot on – Welcome to a different place. Because you deserve to have access to everything you need 24 hours a day, seven days a week. The café’s signage and menus catered to the business traveler touting that just because you arrive and depart at off-peak hours you don’t have to eat chips from the vending machine, dream about a cold beer or wait until you arrive at the airport for a hot cup of coffee on your way to a 6am flight.

Keep up the good work, Hyatt Place – I will be back!  Two suggestions:

  1. While the front desk/wait staff are personable and efficient, managing front desk duties, take-out orders and the bar can be challenging and somewhat frustrating for bar/café patrons.  Give these guys some help!
  2. Continue to differentiate yourselves from the pack with great amenities, stylish surroundings and your marketing communications. As a frequent business traveler, I was unaware of what was available to me and wrongly assumed you were just like everyone else.