What’s Your SCRM Strategy?

Social media refers to the means of interactions among people in which they create, share, and exchange information and ideas in virtual communities and is reliant on mobile and web-based technologies to create highly interactive platforms through which individuals and communities share, co-create , discuss, and modify user-generated content.  It introduces substantial and pervasive changes to communication between organizations, communities and individuals and offers still another technological opportunity for business to market their products and services.

Social Customer Relationship Management Strategy (SCRM) differs from traditional CRM Strategy.  In a Social Media relationship, the customer is in control and the approach is for businesses to manage the dialog, not the customer.  The interaction is based on the ability of a company to meet the personal agendas of its customers while, at the same time, meeting the objectives of its own business plan.  It is aimed at customer engagement rather than customer management.  Social Media is here to stay and it is fundamentally changing the way companies do business.

At Best Buy, the preferred authority and destination for technology products and services, a well-integrated social media strategy offers customers the opportunity to use Twitter to send inquiries to Best Buy and thousands of their employees across all organizational functions.  Employees are encouraged and empowered to respond to the customers directly.   “Our model is like a hive. Each group manages its own initiatives, but we work under a common strategy. We are well integrated, well networked, and everyone is responsible for social media,” said John Bernier, Product Manager-Connect, for Best Buy.

Companies looking to establish a Social Media Strategy face some challenges.  First they must determine if engagement makes fiscal sense and often it is the fear of not being engaged that is driving many companies to jump into social media initiatives without having fully assessed the potential for risk. While the fear of negative brand exposure is a top concern for many companies, the fear of missing opportunities presented by social media is perceived to be greater.  As companies establish their Social SCRM footing, they need to develop localized policies for appropriately addressing these concerns.

Begin by engaging and empower employees to use social media responsibly and to convey the brand promise, in content and conduct, appropriately.  Be aware that, with the social community now controlling the brand conversation, a potential for negative brand exposure and misuse exists.  Develop corporate guidelines for social media and consistently train and empower employees to make informed decisions that are in line with company values and the brand promise.

Before embarking on a social media journey, make sure all key stakeholders are on board with your goals. As a key performance engine for client/customer engagement, social media activity takes into account all organizational activities that affect those relationships.  Review and collect all relevant internal marketing assets and define a set of goals that are in line with the businesses overall marketing objective.  Your social media marketing goals need to resonate with authentic customer/client engagement in the following ways.

  • Excellent customer/client service
  • Updates on brand, products, and services
  • Product/service promotions
  • Education of the customer around your value
  • Making your brand go viral on the web
  • Informing your target of changes in your industry, products, and services
  • Acting as a thought-leader by taking the lead in online education

New research indicates that 72 percent of businesses using social media have failed to identify a clear set of goals for their social media strategy or are completely in denial about the need to embrace the emerging technology, but companies who are actively and effectively engaging social media will soon demonstrate a credible advantage over the competition.

Great Turnout at Junction Sponsored Third Annual Optimist Club of Gettysburg Golf Tournament

Junction Creative Solutions (Junction), an award-winning strategic agency, sponsored the 3rd Annual Golf Tournament hosted by the Optimist Club of Gettysburg, on Thursday, May 23rd in Gettysburg, PA. Junction has worked closely with and admires the Optimist Club and supports their 19 youth-oriented programs that are financially backed by the Club.

What started out as a stormy, and rainy Thursday turned into a wonderful day of golf. As a true optimist, the storm clouds cleared just in time for the tournament to start and held off for the entire duration. 23 foursomes signed up for the event and 91 total golfers participated, making the breezy tournament a great success.

The event was located at the Links at Gettysburg and was sponsored by 26 different organizations and companies such as Adams County National Bank, Sun Motor Cars-Mercedes Benz, and Gettysburg Construction just to name a few.

The Club raises tens of thousands of dollars annually for local youth organizations and this event was no exception. The Club is focused on what is best for children and does all that it can to help; this 3rd annual golf tournament has become a huge way that the Club is able to give back to the community. Junction was excited and honored to be a part of such an amazing fundraiser.

For more information and to view photos of the Golf Tournament, please visit: http://www.gettysburgoptimist.com/news/golf-fundraiser-photos/

In Remembrance of the Fallen

Memorial Day , originally known as Decoration day, is a United States federal holiday which occurs every year on the final Monday of May, and is a day for remembering the men and women who died while serving in the United States Armed Forces.
Many speakers will stand before the gathered on this day around the country to express the livings appreciation and remembrance of those who died in the battle for freedom and justice throughout American history.  Each presenter’s comments will vary in length and represent a wide range of speaking confidence and competence, but few will equal the eloquence and speaking mastery of a message as President Abraham Lincoln.
On November 19, 1863, on dedicating the Gettysburg National Cemetery, Lincoln paid tribute to the thousands that died in an effort to preserve the Union.  His “Gettysburg Address” became the most famous and accomplished dissertation in history and remains unequaled to this day.
Junction hopes that you have a safe Memorial Day weekend!

The Greatest Thing Since Sliced Bread…Or Is It?

In 1928, sliced bread hit the shelves marketed at the “greatest forward step in the baking industry since bread was wrapped.”  The development became the universal benchmark for greatness, mostly for its improvement of convenience and utilization of a basic dietary staple, becoming the ingenuity that we refer to when discussing the best of innovation or developments. As a result, the consumptions of breads, jams, and spreads increased dramatically.  However, in some cases, its meaning is applied incorrectly by entrepreneurs describing a new idea for the next greatest innovation.

Entrepreneurs routinely inspire those around them for their unrepentant ability to brainstorm one idea, after another, so intently focused on the ideas that they fail to form and execute a coherent strategy to initiate their product or service into a viable business.  Ideas are common, particularly when generated out of a personal preference or need, but understanding if the idea, whether a product or service, is something a mass audience would purchase and embrace is another thing entirely.

Developing an executable strategy is the difference between talking about an idea and establishing and growing and sustainable business.   Here are a few tips in the early stages of bringing an idea to market:

Identify the Need

The best and most easily marketable ideas are those that solve a consumer need.


Engage friends and colleagues in the thought process.  Feedback and constructive criticism can assist in fine-tuning the features and benefits of an idea to anticipate and better meet the needs of the marketplace.


Educate yourself on the marketplace you wish to enter. Understand the opportunities and potential pitfalls. Creating a blue ocean requires that entrepreneurs dig a little deeper.  The difference between success and failure is often determined by market factors hidden just below the surface.


Success for any business is in the execution.  Even the greatest idea, remains just an idea until it is introduced, presented and distributed to an accepting market.

The test of any innovation or business development is time.  Sliced bread has been around for nearly 85 years and has become the universally accepted standard.  The “little nipper,” the classic snapping mouse trap invented by James Henry Atkinson in 1897, still retains 60 percent of international market sales, it appears that building, and marketing, a better mouse trap, is taking a little longer.

Junction Sponsors Third Annual Optimist Club Of Gettysburg Golf Tournament Supporting Local Youth

Junction Creative Solutions (Junction), an award-winning strategic agency, sponsors the 3rd Annual Golf Tournament hosted by the Optimist Club of Gettysburg. Junction has been an avid supporter of the Optimist Club and the 19 youth-oriented programs the Club supports financially throughout the year.

“We applaud the efforts of the Optimist as they fundraise money, in a difficult economy, for the betterment of the youth in the greater community,” comments Julie Gareleck, CEO & Managing Partner, Junction.  “We are really excited to participate. Participants will get an opportunity to meet our team on the course and at the beverage cart!”

Chartered in 1958, the Club serves the Gettysburg community, raising tens of thousands of dollars annually for local youth organizations that are dedicated to bringing out the best in children.  The tournament has become an important part of the Club’s fundraising program.

For more information on how you can support or attend the Golf Tournament, please visit:  http://www.gettysburgoptimist.com/news/2013-golf-tournament/

Learning to Better Communicate from a Master

Abraham Lincoln, the 16th President of the United States, garnishes record approval and favor among all races, political parties, social economic categories, ethnic groups and gender more than 150 years after being elected to a second term to office in 1864.  His first term saw his leadership challenged by America’s only Civil War, one that threatened to dissolve the very Union he was elected to protect and serve and one that divided not only a nation but families as well.  Credited with holding the nation together and officially abolishing slavery, at a time when such actions were considered treason by nearly have the electorate and foolish by most of the other half, Lincoln was able to forge a following by strength of character and commitment to a higher order of moral values and leadership integrity.  His unprecedented ability to garnish support for his actions, from even his most ardent critics and formidable enemies, stands as one of the most admirable utilizations of the key principles of effective communication and public relations in history.

Equipped with a keen sense of humor and artful story-telling skills, Lincoln was able to frustrate and disable his most committed opponents with his backwoods, country-boy persona and inherit and naturally honest personality.  Here are a few principles our Nation’s greatest President practiced in communicating his vision for the country.

Have Something to Say

Communication is the sharing of information with others, but no matter the skill level of the communicator, if you have nothing to say or are ignorant of the necessary knowledge you will be ineffective in establishing the message and discredited as a reliable source.  Prepare a carefully crafted plan and follow the plan.

Build and Polish Your Brand

Build and nurture relationships with industry trade publications and local media outlets that cover the audience that you are attempting to connect with and share important tips and information with them to establish trust and credibility.  Abe Lincoln was an absolute master at currying favor with the White House press corps, sharing quotes, tips and trends.

Create a Strong Team

Doris Kearns Goodwin chronicled in A Team of Rivals, “Lincoln populated his Cabinet with the very people he defeated for the presidency. They were the best and brightest thinkers in the land. Lincoln not only sought their counsel but made sure the media knew they were involved in key decisions.”

One of the most challenging aspects of building a successful business is to gain trust and confidence in the organization.  To carry forth a message requires a team of creative thinkers and talented employees who share the vision and the goals of their leadership.  The best and most advantageous ideas for success often come from the voices of these who may not hold creative agreement with others.  To spite what some may claim no one finds sustained success being an island to one self.

Use Comedy, Tell a Story

If you want to be a persuasive communicator, shroud the facts and statistics with humor and a good story. Your audience may quickly forget your facts, the statistics, and the arguments but they will remember a colorful, artfully presented story that etches an ineligible picture in their minds eye.  Lincoln was the consummate master at story- telling and using humor to input an impression in the minds of his audience, often infuriating and frustrating his distractors.  Exasperated by General George McClellan’s unwillingness to engage in battle with Robert E. Lee, Lincoln sent a telegram that read: “If General McClellan isn’t going to use his army, I’d like to borrow it for a time.”  Knowing how and when to use comedy or tell a story will is a huge advantage to effectively communicating ones ideas and position.

Know Your Audience

The most effective communicators invest time and effort in researching their audience and developing a strategy of messaging that will result in a stronger connection with them.  Some listeners are motivated by the facts; statistics and details of a subject and others are more motivated by emotions and are bored with anything more than outline of the supporting data and details.  Think about the impact your message will have on your audience before you deliver it, consider the tone of your delivery and query whether it will invoke the intended response or if it will result in angering and distancing an intended target.  Lincoln once wrote:  “No man who has resolved to make the most of himself can spare time for personal contention.  Better to yield the right of way to a dog, than to be bitten by him in contesting the right.”  Seek to convince your audience that you have their best interest at heart and are empathetic to their concerns and interests.

Embrace New Technology

In case you have been living in a cave for the past decade, no one uses the same tools of communication of the past decade anymore.  Twitter, LinkedIn, Email, Facebook, blogging and other emerging technologies have burst onto the seen in the past few years and have opened the door to communicating to the masses.  The young, old, rich, impoverished, schooled and uninformed are all embracing the new and expanding communication technologies and tools in order to open the door to knowledge.  Heighten your own awareness and thought leadership by demonstrating your ability to be as conversant with what’s new as your audience.  In his book, Mr. Lincoln’s T-Mails, Tom Wheeler describes our 16th President’s complete mastery of an emerging technology called the telegraph. Like Twitter, the telegraph forced a writer to be concise. In one classic exchange with General Grant near the end of the war, Grant telegraphed Lincoln, stating: “If the thing is pressed I think that Lee will surrender.” What was Lincoln’s Twitter-like response? “Then, press the thing.”

Protect Your Reputation

Lincoln said, “Reputation is like fine china: Once broken it’s very hard to repair.”  This is a no-brainer for communication professionals, whose job it is to advance and manage a message.  While the best lessons are often learned from our failures, wearing the eraser out before the pencil will result in the inevitable loss of a reputation and render the communicator ineffective and discredited.  Not every campaign will result in a Pulitzer Prize or an Academy Award for its performance, believe in permitting your team to fail and foster an environment of creativity and calculated risk taking, but insist on a high standard of integrity, conduct and authenticity.

Few communication professionals will ever achieve the level of skill demonstrated by masters of the craft like Abe Lincoln, but exposing ourselves to the biggest ideas and the best communicators will produce lessons that will elevate our craft to new levels of effectiveness.  We all benefit from history and those who have made history, from those who criticize and from those who admire our efforts.  Becoming an effective communicator is a one step at a time project, and one that has a constant learning curve and continuous improvement process. The famous newspaperman Horace Greeley, who often was Lincoln’s critic, made this telling observation about the great communicator:  “There was probably no year of his life that he was not a wiser, cooler, better man than he had been the year preceding.”

Resilience Not Performance is the New Metric for Business

Ask any business professional in business for more than 20 years, the story is sure to include a part about surviving an economic recession.  Just as well established as business growth cycles, these periods of economic famine, panic, shake-out and even demise are a natural occurring event in commercial economic history.  However, if you ask that same confident, practiced business professional about the great recession and financial crisis of the current half decade, the response is sure to bewilderment, uncertainty and an outwardly, unspoken aura of “what’s next!”

Not limited to just micro and macro-economics, Americas businesses are facing challenges  arising from international economic calamity, geo political upheaval, increased global competition, a technological revolution, an ever more savvy consumer, an evolution in consumer buying habits, regulation, healthcare legislation and an unprecedented increase in the severity and frequency of natural disasters.  Simply said, the last 5 years has tested the resilience of every business across industry.

In a turbulent business environment, companies need resilience—the ability to bounce back when faced with adversity. One important part of this is operational resilience—recovering from threats to your day-to-day operations—by having the ability to respond quickly, and by building duplication and redundancy into your operations.

The solutions for resolving any of these challenges are numerous and vary depending upon the cause, effect and the businesses life cycle, but for many the best solution may lie in the challenge itself, like the technology revolution.  While many traditional and well established business models are in decline due to new products and processes brought on by the technology revolution, many of these same models have found solutions by embracing and incorporating innovation and change.  Not change for change sake, but change that will bring about growth and increased profitability.  The recent initiation of the make over at Nokia is an example of massive change, necessary to survive in an ever increasing competitive technology devise-driven world.  Once and still, as a percentage of phones shipped, the leading handset manufacturer, Nokia lost it way in the revolution of smart phone technology and had become “clogged with bureaucracy” making it impossible to affect change quickly enough to respond to a rapidly changing market and increasingly tech-driven consumer.  Jo Harlow, head of smart devices at Nokia, says, “Our ability to change from being device-led to being software-led as the industry changed hasn’t been fast enough. A lot of anger has come from the fact that we could have been in a different position if we had been able to make the transition more quickly.”

With the economy causing huge twists and turns in a consumer’s budget and spending power, major companies are trying to keep their brands inside the shopping carts of many families. Some companies have found success in on-line sales to boost their bottom line and keep their brand right in front of the nose of the buyer.  Home Improvement stores like Lowe’s and Home Depot have great websites that sell everything normally found in their in the stores and offer online tutorials on how to utilize their products in do yourself projects.  Supermarkets have tapped into in the on-line arena by offering weekly circulars, menu and recipe planning ideas and a way to shop from home.  Department stores like Macy’s and Kohl’s keep the customers happy with great coupon deals and free on-line shipping.

Here are a few rules of engagement that will help a business recast its fundamental business model to better respond in this new challenging business environment:

Evaluate and eliminate excessive debt.

It has often been coined, “Cash is King”, if true in good times, than in a challenging economy, “Cash is an all-powerful Emperor”.  As revenues drop, debt service must relative to revenues. Resiliency requires more cash to effectively respond to necessary change.

Resize operations to reflect the new reality.

Adjust the size of staff and work to cross train remaining employees.  Smoother production, greater productivity and happier customers mean a better bottom line.

Track, measure and control finances.

Install a key indicator system to track the business and have daily, weekly and monthly financial reports.  Use these indicators to focus on the most profitable products or services. Make nothing that does not bring in a profit.  Track and analyzing key indicators, financial reports and productivity. Get smaller first and more profitable; then grow slowly and carefully.

Reduce inventories and overhead.

Look for costly items that do not contribute to income and profitability.  Closely monitor and aggressively collect accounts receivables.  Too much cash invested in materials, labor, and receivables can be a real drain on an otherwise healthy business.

Develop an effective marketing strategy.

Review the marketing spend on traditional media and develop a marketing strategy that effectively utilizes the full menu of marketing collateral including digital, social, traditional and mobile media.

Avoid the impulse to give away the farm.

Resist profit-eating sales and discounting.  Don’t give away your product; instead, compete with service, quality and uniqueness. Create a niche and have a competitive advantage.  Look to the recognized leading competitor and implement a strategy to meet their performance and defeat them by exceeding your markets expectations.  Expand geographically and be willing to gravitate towards opportunity and create unique core competencies.

Focus on brand quality.

That’s what wins in the long run. Never forsake this principle. Never cheapen the product to increase profitability.  That will prove to be a real losing tactic.

A recent report from Boston Consulting Group indicates that large companies may have something to learn from smaller and family owned businesses when it comes to being resilient.  The conclusion reached in the report is that smaller or family owned businesses focus on resilience more than performance. They forgo the excess returns available during good times in order to increase their odds of survival during bad times. Executives of family businesses often invest with a 10 or 20-year horizon, concentrating on what they can do now to benefit the next generation. They also tend to manage their downside more than their upside.

The researchers also noted that executives at family-controlled firms realize they are missing opportunities by being overly prudent, but they hope to generate superior returns over time as business cycles turn from good to bad. It is evident that those cycles are speeding up. In an environment that seems to shift from crisis to crisis with alarming frequency, accepting a lower return in good times to ensure survival in bad times may be a trade-off that owners of all size businesses will be thrilled to make.

The history of economics will prove to be tale that the next generation of business leaders will learn about.  The real lessons learned will not be from text books but from those resilient business leaders who have weathered the storm.

Have You Jumped on the Social Media Bandwagon?

Customer Relationship Management (CRM) is a strategy that a marketer uses to facilitate customer interaction with their company.  One of the most common CRM strategies is customer service cards, where customers are offered special purchase discounts or cumulative purchase points which can be exchanged for rewards and special benefits.   However, with the increased use and popularity of social media, companies are expanding their CRM programs in an effort to retain current customers, attract new prospects and to better understand customers buying patterns, wants and needs.  With each new advance in technology — especially the proliferation of self-service channels like the Web and smartphones — customer relationships is being managed electronically.   Armed with all the data, businesses can now offer its customers targeted coupons and other programs that will motivate them to buy more products and services.

Many aspects of CRM relies heavily on technology; however the strategies and processes of a good CRM system will collect, manage and link information about the customer with the goal of letting a business  market and sell services more effectively.  With the user explosion of social media and the mobile new communication technologies developing and managing marketing factors like social media and new marketing opportunities for mobile devises, it is vital for today’s Chief Marketing Officer (CMO) to fully understand why customers are interested in using social media to interact with a particular brand or company.

The IBM Institute for Business Value recently surveyed 1,000 customers from all over the world, as well as 350 key marketing executives and discovered significant discrepancies in what CMO’s believe customers want from a social media experience and what customers really want.  The illuminating results from the study are unveiled in the two-part “From social media to Social Customer Relationship Management (CRM)” white paper indicate that customers are far more pragmatic than many CMO’s believe, and therefore need to design experiences that deliver tangible value in return for customers’ time, attention and data.  The role of the business is to facilitate collaborative experiences and dialogue that customer’s value.  Social media is ultimately about interacting with others with an expectation of getting something in return.  Users are joining networking sites such as Facebook because this is where conversations are taking shape and circles of influence reside.

Consumers also say “getting tangible value’ is the reason they interact with a company and list “getting discounts or coupons” and “purchasing products and services” as the top two activities, respectively.  The survey results indicate a significant disconnect with business marketing executives who cite getting discounts and purchasing products or services as the two things customers were least interested in doing – the direct opposite of the consumers’ rankings.  Businesses are also three times more likely to think consumers are interested in interacting with them to feel part of a community. Marketers also overestimate consumers’ desire to engage with them in order to feel connected to their brand.  In fact, these two activities are among the least interesting from a consumer’s perspective.

The chasm between what customers want from their social media experience and what management thinks they want is concerning because the power of the social community’s endorsement and influence can be felt each time someone “likes” a company on Facebook or re-tweets a company’s message on Twitter.  For many companies, social media will become the gateway, if not the primary, communications channel to connect with customers so getting it right, for the right reasons, is vital to the success of a social media marketing strategy.

An effective CRM strategy is based on the understanding that the customer is now in control and that there are differences in social media and other channels of customer interaction with a company and its brand.  The customer experience must be seamless, across social media and other channels and the social solution should not be devised as an isolated standalone program, but needs to be thoughtfully integrated with other customer initiatives.  It is time marketing professionals begin to think like customers, ask customers why they choose to interact with a company in a social environment and ask them what they want from the relationship.   Listen, analyze, engage, evolve; organizations can optimize their social media programs to continually enhance their business only if they abandon the “build it and they will come” approach to social media.

The consumer findings in this study should be a wake-up call for marketing executives and professionals, that much more must be done if they want to attract more than the most devoted brand advocates.

Apples to Apples?

Businesses share core principles of business that are common and integral regardless of product, service and industry. These same principles when adjusted for variation in size, logistics, and offerings become essential to the overall success of a business whether delivering a load of stone or a pair of designer jeans.  Considerations for supply and demand, cost to price, solutions to needs, and delivering on customer’s expectations are found across business and industry vertical.

However, in this fractured marketing environment, identifying customers and defining their wants, needs and expectations in product and service is anything but the same.  It is critical to develop a customized strategy to support effective customer experience consistent across multiple communication channels that is cost efficient and designed to consistently communicate and interact at every touch point.  An effective customer experience strategy will include key elements such as:


With consumers being deluged with communications through every channel, targeting only those customers for whom a message is relevant and important, brands will communicate more effectively and enjoy higher returns on the efforts.


Few consumers look forward to receiving messages that are obviously mass produced and designed to reach broad segments of a market.  Because of the new delivery methods, businesses are able to personalize the experiences of each individual customer, identify patterns and pinpoint preferences.

Optimize In-Store

A recent study by Venuelabs reveals major brands are missing as much as 86 percent of local consumer sentiment about their in-store experiences and even when brands are employing best-of-breed social media and brand monitoring technologies and strategies, local consumer activity will be lost because of what the study calls “the missing link of location.”  “Fundamentally, location is the new keyword,” said Venuelabs CEO Neil Crist. “The gap of current monitoring technologies is being felt today by brands large and small.”  Consumers are using mobile devices to interact with brands in new ways, sharing in-store experiences beyond social to include mobile- and location-based services like Foursquare and Instagram, according to the findings. Pete Mannix, co-founder and CTO of Venuelabs, said that mobile Internet usage has skyrocketed.  “Considering that nearly 40 percent of Internet usage is from a mobile device, implied user context, particularly location has become far more critical to understanding the customer,” he said.  E-commerce, expected to rise by 13% this coming year, already accounts for about 8 percent of total retail sales in the U.S. and is expected to outpace sales growth at bricks-and-mortar stores over the next five years, according to a Mashable post on the research, reaching $370 billion in sales by 2017 — or a full tenth of all retail sales in the United States.  Establishing a successful customer experience is imperative to achieving success and sustaining market share.

Internal Focus

A great customer experience starts with treating your employees well.  Employee’s attitudes will transfer through to the customer.  Jonathan Clarkson, Director of Southwest Airlines Rapid Rewards loyalty program recently commented, “We put a very high premium on how we treat our people,” said Clarkson. “It’s all predicated on the belief that when you make your employees happy, they will transfer that attitude to the customers. It’s one of the reasons we think our customers keep coming back.”  “You want to communicate to your employees the general sense of trying to follow the golden rule,” said Clarkson. “At the end of the day, our people have multiple jobs so we don’t want to load them up with details and minutia. Instead, we just want to make sure they help our customers. When it comes to delayed flights, there’s a big difference between an airline employee telling a customer ‘There’s nothing I can do,” vs. “I’ll do what I can.”  Empower your employee’s with the tools and the authority to solve problems and complaints that endanger desirable consumer interactions at all touch points.  Passing the decision up the ladder only slows the solution process and frustrates the consumer. Positive employee attitude and responsiveness to customer concerns go a long way toward creating a positive customer experience.

Monitor and Measure

Consistently monitor your customer experience strategy to measure and verify its effectiveness.  Tracking customer feedback allows managers to monitor how their teams are performing on a day to day basis and keep a pulse on what customers are saying and thinking about the company.


With many operations scattered over large geographic areas, it is important to communicate the strategy internally, and empower employees to take action in achieving customer satisfaction.  An aggressive email system and internal communication pipeline will advance the strategic process and ensure its implementation across the organization.


Establishing an effective customer experience requires commitment of capital, human resources and targeted actions now and extended over time.

Although the core principles are valuable for every business, every customer experience is different.  In this new economy, it’s not apples to apples.  After all, there is more than one way to make an apple pie.