Posts filed under ‘News’
“Almost 60% of customers prefer to interact with customer service over email.“
The call centre is no longer the first line of service for an organisation, but it still has a role, particularly for some tasks and certain audience groups. Flavio Martins makes some other equally interesting observations in his article Customer Service Online Matters.
Offensive Customer Service
You gotta love Hans Rosling, this guy makes data interesting, if not fun!
A more ‘normal’ discussion of data next post.
No I don’t necessarily think so, but to keep mixin’ up the metaphors it is not unlike Field of Dreams with the oft-used mantra “build it and they will come“. Just because you build or buy a CRM at great expense and turn it on does not mean that “… they will come”, let alone continue to come again, more often, with increasing loyalty across the various constituent lifecycles.
As many others suggest CRM is but infomation enabled Relationship Marketing that requires equal investments in strategy, people AND technology.
The reason for my initial question is a recent blog post from Lisa Baxter of The Experience Business Customer Relationship Management: Pulling the wool over our own eyes.
Lisa, I suspect you and I are singing from the same hymnsheet (oops analogy three and counting), but I worry about your vilification of CRM at the start or am I getting the wrong end of the stick (oh oh four).
I think an essential element of a CRM in assisting Audience Development is initiating and then building an ongoing relationship, but an important part of that is trust. Trust is based on mutual respect and organisational actions and tactics must align with that as part of a sustainable long term strategy. The tactics that you mention may be useful components, but as you suggest, on their own with out the coordinated organisational committment that builds trust each and every contact, they are just cheap tricks (and are perceived as such).
CRM like marketing is about managing an exchange of value and that means providing value for both sides, the customer and the vendor. Lisa, the examples you give do seem to be framed to sound “predatory”, but the language does not include the value that such actions may have for the customer (whether prospective, first time, recent or frequent, lapsed or refused and so-on)
Maybe our perspectives are very similar, I agree with you that maybe it is the people and strategy components at fault. A selling orientation is increasingly out of place in this day and age and push marketing is limited by its short term perspective.
I don’t disagree with your ‘platitudes’ that Relationship Marketing may deliver via a CRM: gratitude, helpfulness & empathy, inform, delight, connect and value. In fact, they sound like worthwhile values to aspire to in any initiative.
Yes, retention is the way forward. Retention in all its guises from return attendance to frequency recency and monetary value to upselling, cross-selling and value adds and so-on. But it is a two-way exchange of value that ensures longer term success.
“It’s really ####ing shady!“ Viagogo employee in The Great Ticket Scandal.
“at viagogo you’ll work with fun people who are committed to helping fans gain access to tickets to the best live events in the world!“
One of the required Skills and Attributes is “A sense of humour”
The Great Ticket Scandal in summary:
Viagogo takes the most flack (not surprisingly they attempted to block the broadcast with an injunction), but Seatwave and others named are not without blame. Promoters LiveNation and SJM are also incriminated for duping fans with a 90/10 split (in their favour) on the markup on tickets withheld from the primary marketplace and allocated to resellers like Viagogo.
1. SECONDARY MARKET COMPETITION WITH PRIMARY MARKET
“Viagogo staff compete directly with real fans to buy tickets from primary ticket sellers, like Ticketmaster, for in demand events as soon as they go on sale. To get around systems put in place to prevent bulk buying of tickets, Viagogo staff use multiple credit cards registered to different addresses.“
2. PRIMARY MARKET SHORTCHANGED
“major promoters allocate hundreds or even thousands of tickets to be sold through their (Viagogo) website at well above the face value. Tickets for recent gigs and tours by Coldplay, Rihanna, Westlife, Take That, and V Festival have been allocated by the promoters in this way.“
The Dispatches episode on the Channel 4 website:
The Great Ticket Scandal (not available online outside the UK)
Outside the UK watch the exposé on YouTube (in 4 parts):
The Great Ticket Scandal (outside the UK)
Various recent articles:
The WordPress.com stats helper monkeys prepared a 2011 annual report for this blog.
Here’s an excerpt:
A New York City subway train holds 1,200 people. This blog was viewed about 7,400 times in 2011. If it were a NYC subway train, it would take about 6 trips to carry that many people.
““less data is more.” How can your firm start a data diet?”
1. “Keep only the data that is needed for forecasting and execution”
2. “Collect only what is strategic to your business”
3. “Adopt a cross-organizational approach to data collection and management”
“How much information you collect will depend on the organization but the decision inevitably will boil down to the value and usability of the data versus the cost and risk of keeping it.”
In a public relations nightmare for all parties involved, the eagerly awaited onsale for for the annual Splendour in the Grass festival hit had a major meltdown as reported in the Sydney Morning Herald. Online blogs were aflame with fans venting their frustrations with the problems getting hold of tickets.
Of course, the Fairfax Media owned Herald could not miss the opportunity to take a free jab at the Rupert Murdoch News Corp owned Moshtix.
I have been watching this movement with interest since the start of the year.
The Fan Freedom Project rails against the “new restrictive paperless ticketing technologies under the guise of innovation and convenience.“
It is the terms and conditions that are now being applied to paperless tickets that the Fan Freedom Project sees as restrictive:
Two types of paperless ticketing, both of which have negative implications for fans of live events:
- Restricted transfer (closed-loop system administered by the ticket agent)
- Prohibition of ticket transfer (ticket tied to one credit card or ID)
While I applaud the sentiment and the call to action for change, I am not so sure about the statement – “We the fans believe we own the tickets we buy.” My understanding is that a ticket is just a licence to attend an event at a specific location, date and time (and maybe seating location). Does the consumer really own it and own what? Any opinions?
Take a look at the infographic for a quick summary of the issues.
We always expected Anschutz Entertainment Group (AEG) take the opportunity to go its own way with ticketing. Particularly as it is #2 to Live Nation, now owners of Ticketmaster.
It is not surprising that AEG chose not to Ticketmaster’s system, surely this is an endictment of the decision and logic of the antitrust regulators?
AEG has entered a joint venture called Outbox Enterprises. Fred Rosen, former Ticketmaster CEO who steered Ticketmaster to dominance in the 80′s and 90′s, is the new venture’s CEO. Outbox originates from Canada and is responsible for the sexy Cirque du Soleil online ticketing interface written about in FULLHOUSES last year.
It will be interesting to see how the rest of the industry takes to the ‘white label‘ model that Outbox offers, removing the need for a central ticket agent online brand selling directly from the venue or event owners website. Is it the end of the agent middleman?
“This isn’t about trying to go out there and build a whole new brand around the name Outbox, … This is about service.” AEG Chief Executive Tim Leiweke