Brunch with Aric Jenkins

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Your Brand Voice sounds different?

Customer Relationship is often misinterpreted by managers, leading towards misconduct of relationship, and eventually losing them. The traditional form of Customer Relationship management often fails to curate a stronger bond because of their cliché approach: Capturing simple demographic data, monitoring them with purchasing information to segment into profitability tiers and ending up with wrong connectivity. Customer Relationship Management requires Relationship intelligence, as discussed on a Harvard Business Review, to curate stronger and sustainable bonds.

The first notion often unidentified: relationships are not heterogeneous; they differ, for a brand to many of its customers. It doesn’t matter what consistency you’re putting in your brand voice: its subject to the respondent, hence, different customers take it differently, forming different relationships. There are examples of people perceiving Nike as a “Lovely” brand.

So as people have different relationship with the same brand, the brand needs to identify the major distinct brand relationships and respond differently. A generic form of answering to all would be very infantile strategy.

So to understand, brand managers need a radar to understand the variance of emotions, which might arrive as signals. For example, a customer willingly sharing how affectionate she’s about the laundry service and afterwards ending with a suggestion for service innovation. If the customer receives generic promotional mails automated by the CRM system afterwards, its most likely that the service will lose this customer. To respond effectively, we need to understand this signal by listening to their emotions responsibly, and then curate the response accordingly. Web crawling and data mining are now used by smart managers to listen to their customers’ emotions and in a very cogent way, and this understanding can be further taken to build stronger relationships.

The next task is to put a transition into this emotion, by translating this emotion into a relationship. Mentioned earlier different customers will hold different relationship, and this difference is geared by the unique emotion he/she’s putting on to the brand. Emotion to relationship can be of many form. For example, customers incorporating words like love and loyalty for a brand describes a marriage partner relationship. The relationship types described in this review are very interesting yet very effective for a strong CRM strategy: dealer addict relationship; One-night stand relationship; GURU-disciple relationship; stalker prey relationship etc. This understanding of distinct and differentiated relationship will allow reinforce stronger committed bond with customers, and eventually increasing market share.

The next game is the strategy: CRM Rules. Once relationship type is concluded, a business need to form a way of strengthening the relationship, or even altering it. The business might reinforce on the existing relationship the customer is already sharing, a strategy defined in the paper as “bolstering desired relationship”. However, the business might change the relationship into the way it desires, implicating another strategy. But in either ways, to formulate an effective relationship strategy, an understanding of the pre-build relation with the brand is essential.

Traditional form of CRM is turning out to be obsolete. Only understanding their age and similar factors to identify and curating relationship is naive, a very inconvenient way for brands and consumers to communicate. An understanding of the unique relationship every customers hold is compulsory for building stronger bonds, and to find greater share of the market pie.

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