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Marketing Matters Client-centric marketing Capturing true customer loyalty is a multi-step, multi-media process By Nanci Evarts
“Client or customer centric” has become a much ballyhooed catch phrase. A keyword search on Google turns up literally millions of references to the phrase (or some variation). But if you are talking about running a business, what other possible approach is there? Unfortunately, the phrase too often is simply bandied about with few resources to back it up and, thus, little behavioral change that really puts the focus on the customer or client. An important first step is to refocus or massage your marketing efforts. Springtime often kicks off a season of customer events—industry trade shows and association meetings, the RIMS Conference—where brokers, wholesalers, carriers, and other firms hit the road to meet with clients, identify needs, and impress customers with their capabilities. It’s a perfect time to evaluate what you can do to make your customers and clients believe that they are the center of your universe. Branding, positioning, communications Rather than simply declaring that your company is “client centric,” strive to make certain that all your company branding positioning—advertising, sales materials, presentations, proposals, newsletters, direct mail—conveys your “client-first” focus. This can apply whether your customers are the insurance buyer, agents and brokers, or insurance underwriters. This usually doesn’t mean a major overhaul, just some tweaking after “reading” your messages through the eyes of your customers. In your sales and marketing messages: • Relate your capabilities to what problems or opportunities your customers are facing, and then explain how you can help. • Be direct and plain-spoken—more substance and fewer platitudes. • Use a “you” voice, rather than a “me” voice in printed materials. • Use graphics to illustrate the solutions you are offering customers. • Consider testimonials. What helps sell a customer more than hearing about another satisfied customer? • Advertise in media that is well respected by your customer base. Even in this day of fast-paced e-communications, buyers still report getting their motivation about what to buy and whom to partner with from industry trade publications. • Make it easy for the customer who is reading your ad, your brochure, or your e-mail to make immediate and easy contact. • And then make sure that someone is there to answer the inquiry and direct them to the right source. There is nothing more frustrating for a customer than to get lost in voice mail hell or in an automated attendant maze. What is probably most important is that you must differentiate your product and your services from your competition. A no-brainer, yes? But, not so easy if you really want to distinguish yourself to the client. Most often this means talking less about “stuff” (a.k.a. products) and more about “how” you accomplish good results for a better outcome for the customer. Market research or focus groups can tell you what customers are thinking and what they want or need from you. You can then translate the results into strong marketing and sales messages. Niche market advertising In order to reach potential insurance buyers, many retail insurance brokers and independent agents spend a good portion of their advertising and marketing budget on local business media or industry niche publications—also known as “verticals.” So do carriers who sell “direct” or position themselves with risk management buyers. Such advertising establishes your reputation as someone who is experienced, knowledgeable, and committed to an industry segment. In this age of “transparency,” it behooves insurance intermediaries—wholesalers, MGAs, and reinsurance brokers as well as specialty carriers focused on niche or program business—to create visibility and tell their story to the buyer. Savvy insurance buyers are eager to learn more about all the potential pieces of the puzzle available used to help solve their insurance-related challenges, and assertive buyers may want to direct their brokers to look into key players. Web sites Your company Web site is often the door through which many customers first find you and then keep re-entering. Web sites offer tremendous potential to both introduce and reinforce your customer-first focus. First and foremost, do a thorough job of search engine registration so that potential clients/customers can find you in the first place! Then design your site from the visitors’ point of view. What info and contacts are they looking for? When developing content and navigation for your site, involve customers so that the ultimate design reflects what they will be looking for and helps them easily locate the most critical information. Use your site for additional market research in identifying customer needs. Make sure that all points of customer contact—e-mails, letterhead, sales materials, ads— feature your Web site address. Strive to make certain your Web site is a pathway for dialogue with your staff, not a dead end. In addition, have a fallback position. For example, include an 800-number on your site so that if a customer becomes frustrated, he or she can easily contact a warm, live, breathing person! Trade shows Trade shows and conferences—if they are carefully chosen—are still one of the best means to make the most meaningful and most cost-effective contact with the most qualified customers and prospects in the shortest period of time. When your feet are hurting from standing in the booth, remember that research indicates that customers come to conferences to identify ways to do their job better and identify the products, services, and people that can help them. So if you’re going to be customer centric, you must go where the customers go. However—conferences can be a tremendous drain if you don’t work smart. Here are some pointers: • Construct a booth that reaches out to the customers trudging down those aisles. You have three seconds to capture their interest, so make your messages and graphics present actionable solutions. Research shows that many trade show attendees are often puzzled by trade show booths; they simply don’t “get” what the company does! • Don’t bet on simply grabbing passers-by from the aisles. Launch a systematic approach for letting your customers and prospects know that you’ll be exhibiting and set specific appointments to make certain you make contact with your top prospects. Then, send your best “people engagers” to the show—staff who will initiate a dialogue rather than be content to hide behind the counter. Booth duty is great training ground for new sales people eager to learn the business and learn from customers. • A customer-centric approach to a conference can go beyond the booth. For example, volunteer to demonstrate your expertise (and differentiation!) as a speaker or a panelist. • Carefully identify sponsorship opportunities that tie you closer to the show attendees, but first make sure that they are not just costly window dressing. • Reach out for press coverage at the show so that you get a bang for your buck months after the event. • Identify opportunities for other events such as receptions or sports outings that will allow you more quality time with your best candidates. Post-sale customer communications True customer loyalty and retention are based on remaining customer centric after the sale is made and the contract is signed. For starters, offer ongoing risk and exposure identification and management to policyholders and insurance buyers. This of course opens the door to cross-selling campaigns that bring new or additional products to the customers’ attention. If you work with agents and brokers, provide educational newsletters which include coverage education and training, as well as “how to sell” and “who to sell” tips and ideas. Depending on the markets you serve, use Webcasts to deliver value and tie you closer to customers. Your tech-savvy customers might also take advantage of exciting new strategies involving “on demand” presentations and “rich media.” All of these marketing efforts are for naught, however, if your customer’s experience “goes south” when coming in contact with your sales staff, underwriters, management, or receptionist. So take the time to work with staff from the bottom up to communicate the short- and long-term potential of being truly client/customer centric. And reward your staff for their efforts. * The author |
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