坐席多开
LIKE.TG |如何高效管理多账号推特？最好用的 Twitter多开工具
在今天的社交媒体营销世界，Twitter无疑是一个强大的平台，尤其是在全球范围内。无论你是企业营销人员、内容创作者，还是网络推广者，Twitter的强大影响力让它成为了一个必不可少的工具。然而，随着Twitter账号管理的需求增加，许多人开始寻求高效的多账号管理解决方案——这时候，“多账号推特”和“Twitter多开”变得尤为重要。通过多账号管理，你不仅可以针对不同的受众群体定制个性化的内容，还能够扩展你的社交圈子，增加曝光率，提升品牌影响力。但传统的手动管理多个Twitter账号无疑是一个耗时且繁琐的任务，特别是当你需要频繁切换账号时。在这个时候，使用专业的工具来实现Twitter的多开管理显得至关重要。一个高效的Twitter多开工具能够帮助你同时管理多个账号，避免账号之间的冲突，提高运营效率，甚至还能避免被平台封禁的风险。最好用的Twitter多开工具：https://www.like.tg免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel1、解决方案：LIKE.TG让多账号推特管理变得轻松如果你正在寻找一个可靠的解决方案来进行多账号管理，那么LIKE.TG Twitter获客大师系统是一个值得考虑的选择。LIKE.TG不仅支持多个Twitter账号的云端管理，它还具有支持Twitter多开的强大功能。通过LIKE.TG，你可以：批量管理多个Twitter账号：你可以在同一设备上同时登录并管理多个Twitter账号，大大提高工作效率。免去频繁切换账号的麻烦：LIKE.TG让你轻松在多个Twitter账号之间切换，避免频繁登录登出带来的困扰。实现自动化操作：LIKE.TG支持自动化发推、自动回复、自动关注等功能，帮助你在多个账号上保持活跃状态。了解更多有关LIKE.TG的功能，可以访问我们的官网：https://www.like.tg。2、为什么选择LIKE.TG的Twitter多开系统？选择LIKE.TG的Twitter多开系统，你不仅能享受高效的账号管理，还能够利用其智能化的功能提升营销效果。以下是使用LIKE.TG进行Twitter多开管理的几个优势：高度自动化精准的用户定位安全性保障3、如何使用LIKE.TG实现高效的Twitter多开？使用LIKE.TG的Twitter多开功能非常简单。只需要几个简单的步骤，你就可以开始管理多个Twitter账号了：登录Twitter获客系统账号设置Twitter账号：在LIKE.TG的控制面板上，你可以输入你的多个Twitter账号信息，并开始批量管理。定制化操作规则：你可以根据不同的目标，设置每个Twitter账号的自动化操作规则，如定时发推、自动点赞、自动关注，私信发信息，采集粉丝等开始运行：点击“启动”，LIKE.TG将脚本自动帮助你执行这些操作，并且你可以在任何时候查看每个Twitter账号的实时数据和表现使用LIKE.TG，你能够轻松实现Twitter多开管理，提高工作效率，提升Twitter账号的活跃度和互动率。4、多账号推特与SEO优化：如何提升Twitter的流量与排名？Twitter不仅是一个社交平台，它也是SEO优化的重要组成部分。通过高效的多账号管理和内容推广，你能够提升自己在Twitter上的曝光率，从而为你的品牌带来更多的流量。以下是利用Twitter进行SEO优化的几种策略：增加推文的互动量定期更新内容使用关键词优化建立链接LIKE.TG Twitter获客大师系统 为Twitter多开管理提供了一个高效、自动化、安全的解决方案。不论你是个人品牌的经营者，还是企业营销人员，通过LIKE.TG，你都能轻松管理多个Twitter账号，提升账号活跃度，增强品牌影响力，进而获得更多的关注和转化。免费使用LIKE.TG官方：各平台云控,住宅代理IP,翻译器，计数器,号段筛选等出海工具；请联系LIKE.TG✈官方客服: @LIKETGAngel想要了解更多，还可以加入LIKE.TG官方社群 LIKE.TG生态链-全球资源互联社区
5G: An Opportunity to Reimagine Customer Experience
Much has been said about the transformative nature of fifth-generation cellular wireless (5G) services. Apart from the consumer applications like blazing fast mobile downloads, 5G also enables an abundance of smart enterprise and Internet of Things (IoT) applications. These applications can transform the way we do business and how we manage our lives.
For communications service providers (CSPs), 5G is a not-to-be-missed opportunity to reimagine customer experiences across the whole customer lifecycle.
5G is a gamechanger in terms of innovation
CSPs can leverage a digital-first, cloud-based customer platform to transform how 5G services are marketed, sold, delivered, and supported.
Imagine a high bandwidth, low-latency 5G broadband offer targeted at serious video gamers.
What if, with a single click on an app, gamers can instantly activate 30 minutes of free play on the 5G network? This would allow gamers to experience the difference in 5G network quality themselves before they purchase.
Similar scenarios exist for Enterprise 5G and IoT use cases. What if an enterprise customer needed a high bandwidth and low-latency video for a live event? How can this be provisioned on-the-fly, through a digital self-service portal? As opposed to going through the time-consuming process of contacting the CSP’s account representative to ask for a quote, before placing an order?
As 5G network innovation takes place, there needs to be a new approach toOperations Support Systems and Business Support Systems (OSS/BSS) in order to support seamless and engaging user experiences like these.
Innovation bottlenecks to overcome
Customer expectations are changing in terms of how they wish to engage and consume services from communications and network providers. With the introduction of new 5G services, there will be opportunities for innovation across the overall customer experience, from marketing to post-sale support.
Innovation is easier said than done. Delivering excellent user experiences depends on the ease of configuring and adapting the telco’s OSS/BSS. Unfortunately, legacy OSS/BSS stacks are often bottlenecks to 5G innovation.
That’s because it is not uncommon for the OSS/BSS to be heavily customised, and extended piecemeal over the years to support each generation of network technology. In the past, this has included 2G, 3G, 4G/Long-Term Evolution, public switched telephone network, digital subscriber line, and fibre-optics communications.
As a result, these legacy IT platforms are often burdened with complexity and technical debt. That means that they are not agile enough to support new demands like omnichannel engagement and dynamic service configuration. With legacy IT platforms, businesses will take far longer to launch new 5G products and services (months rather than days). There will also be costly and time-consuming IT development and support.
LIKE.TG helps CSPsrealise the full potential of 5G
A recent LIKE.TG“State of the Connected Customer” survey found that 72% of consumers and 83% of business buyers expect companies to use new technologies to create better experiences.
In the context of next generation 5G services, this means:
Simplifying products, offers, and business processes, in order to exploit the rich, dynamic, flexible nature of 5G.
Putting the customer in control, with self service features that leverage inherent 5G capabilities for zero-touch automation and service intelligence.
Engaging with customers on their preferred channels. These channels are increasingly digital, mobile, or social, with seamless transitions across channels.
Accelerating 5G service delivery by streamlining and unifying the quote-to-order and fulfilment process through catalogue-driven design.
The phased approach is one way to transition from legacy OSS/BSS to a digital-first and customer-centric cloud platform. Another increasingly favoured method is to start with a clean slate, by deploying a new cloud-based OSS/BSS stack for a new service launch.
Just as network economics will be transformed by 5G, an agile, cloud-based customer platform will reduce the Total Cost of Ownership (TCO) and transform IT spend in a commensurate way.
LIKE.TG is working with CSPs globally to evolve to digital-first and cloud-based customer platforms. These will set the foundation for CSPs to realise the full potential of 5G services. For example, Orange worked with LIKE.TG to “uberise” the digital telco experiences, and put their customers in control with effortless and instant choices at their fingertips. Maxis is trialling 5G services and has rolled out LIKE.TG as part of the sales transformation of their enterprise business.
5G represents a compelling opportunity for CSPs to reinvent their future networks and drive growth through new business models. 5G is also an opportunity to transform IT in order to eliminate bottlenecks to innovation, and reimagine customer experience and the digital world.
Want more insights on how to reimagine customer experience in the communications industry in the age of 5G? Learn how LIKE.TG is working with CSPs all over the world to redefine the B2B digital experience and reimagine next generation digital engagement in the 5G age.
5 Essential Sales Manager Skills for Success
As a sales manager, your job is to provide your salespeople with the tools, information, and support they need to close deals and grow revenue. You also want to help your reps develop meaningful careers. They can’t do it alone — and neither can you.If you’ve recently been promoted to a sales manager role — or are looking to brush up on your leadership skills to earn that next promotion — consider these five essential sales management skills to help you create a successful sales team. By honing these skills, your team will better understand how to build strong customer relationships and close deals. Every sales manager needs to be able to:Hire and retain the right sales teamFocus on performance managementLearn how to coach effectivelyKnow their numbersRethink their approach to leadershipAdditionally, mastering communication skills is crucial for building strong customer relationships, leading sales teams effectively, and conveying information across various business scenarios.Click image to view in a new browser window1. Hire and retain the right sales team understanding sales manager responsibilitiesGood to Great author Jim Collins wrote, “The most important decisions that business people make are not what decisions, but who decisions.” For sales managers, recruiting a successful sales manager may well be the most important thing you do. And yet, since most sales managers don’t hire on a daily or weekly basis, it can be challenging to create an effective sales hiring process.The best salespeople can earn your company big money, but they can be hard to find — and even harder to keep. One study found that the average turnover rate for sales positions is 39 per cent. In a world where four out of every 10 new hires won’t stay with your company, hiring isn’t just about snagging the best salespeople, but retaining them, too.After all, a great sales manager at your business likely invests thousands of dollars for each new recruit. You pay to train them, and then wait for them to learn enough to start making valuable sales. No sales manager wants to put in the time and effort just to start the process all over again.That’s why successful sales managers must try to hire the right people from the start. Here are some tips to get going:Create an ideal candidate profile before you hire. Building your team goes best when you know what you want the end results to be before you even begin. Outline the skills, experience profiles, and characteristics that will fit best with your team, now and into the future. Organise your job description around these characteristics, and screen for them as you interview. Specifically, crafting a detailed sales manager job description that outlines responsibilities and qualifications is crucial. This helps in attracting and retaining skilled sales reps by ensuring they understand their role in overseeing the sales team, setting objectives, and driving revenue growth.Remember that degrees and experience are only part of the equation. Expand your evaluation beyond the resume to screen for more elusive soft skills, like executive communication and relationship-building abilities, as well as sales skills, like logical analysis and the ability to learn a new business.Highlight your business as a desirable employer. When a great candidate is sitting in front of you, often the evaluation is going both ways. That’s your cue to sing the praises of your employer and to dig into anything the candidate wants to know. Share information about benefits, company culture, and opportunities for growth. Seek to understand what motivates these candidates, speak to their passions and their dreams, and tell them why you’ll help them do the best work of their careers.Go beyond the job boards. Your next top salesperson is probably busy closing deals, not scouring job boards. So open other avenues in parallel, like recruiter channels, events, and word-of-mouth referrals. Critically, increasing diversity in your sourcing will also increase diversity in your team. Check out more tips to diversify your candidate pool.When people do move on from your team, another important sales manager skill is the ability to perform an empathetic exit interview. These meetings with sales teams will help you understand why they are leaving, how satisfied they were, and what you can do better.2. Focus on performance managementAs a sales manager, sales performance and management is at the heart of your job. Sales managers are responsible for supporting their salespeople with goals, coaching, and resources while maintaining an authentic interest in their personal growth. Performance management is what makes this growth happen. Developing and implementing effective sales strategies is crucial to achieving sales performance and management goals.Berkeley experts recommend taking a three-pronged approach to performance management:Plan: Collaborate with your salespeople to create expectations around performance and tailor individual growth goals to their strengths and business objectives. Outline these goals in a plan together with specific areas for improvement, actionable steps for achieving desired results, and a timeline for when it all should happen.Check-in: Schedule performance conversations where you and your salespeople discuss what steps have been taken and how performance has been affected.Review: Following the timeline, review performance against the plan, and talk about factors that may have affected the results. Discuss what went well and what didn’t, and create new objectives for the next performance management cycle.Employees crave ongoing feedback, so don’t wait for official reviews before you discuss performance. Instead, build trust-based relationships with your team that provide solid ground for meaningful and regular check-ins throughout the year. Make sure coaching plans include regular training on digital sales tools, too.Performance conversations with sales leaders are a crucial area where employee experience and business results overlap. Like all employees, salespeople want to have good relationships with their managers and seek opportunities for development. Listen carefully to what they have to say; these are dialogues, not monologues.Performance management is what you’re doing. Coaching effectively is how you do it. See the next section for more details on that.3. Learn how to coach effectivelyEffective salespeople aren’t born. They’re created through experience, intensive training, and effective sales coaching, often from great sales managers, who make it a point to help their team members succeed.Sales training traditionally focuses on sales methodologies and product knowledge. In contrast, and just as important, sales coaching is encouraging behaviours that drive long-term success among your sales team members themselves.To be successful as a sales manager, evaluate each member of your sales leadership team as an individual and determine how coaching can help them grow as a salesperson. Get started with these seven steps:Build trust. No rep will take your advice unless they trust you. Don’t offer hot takes on their performance right out of the gate. Take time to observe how they work holistically before offering ideas for improvement.Ask effective questions. Why do they approach their work the way they do? What motivates them? These questions will help you understand their motivation for better results.Encourage self-evaluation. Making suggestions as their manager is great, but what’s even better is helping reps cultivate their own self-awareness. That way they can see issues and resolve them independently.Focus on one area of improvement at a time. No one wants to hear that they need to improve in 10 areas. Start small.Listen as much as you speak. The rep should co-lead any performance discussions alongside you. If you find yourself talking much more than the rep, that could mean you’re not listening enough.Develop a plan of action with your rep. Share, don’t mandate, the roadmap to better performance.Hold the rep accountable. Ask about their progress monthly or more frequently, depending on the relationship and coaching needs.Once you better understand each person’s needs and potential, you’ll be better suited to create a dynamic coaching plan designed for their individual strengths and weaknesses.Click image to view in a new browser window4. Know the numbersAs a sales manager, numbers will be your new best friend. Which numbers? Analytics on how the business is performing. This data will illuminate areas that need extra sales attention so you can pass down advice to reps.If you’re a newly promoted sales manager, think about this as the shift from flawless sales execution to being a numbers-driven coach. Consider these two key areas for revenue growth and focus:Look for the story behind the numbers: Financial reports often don’t provide context for numbers. For example, how does a 25 per cent increase in sales impact quarterly earnings? If one region suddenly saw a dramatic surge in sales, did they also invest significantly in new hires a quarter before? Knowing the data won’t help you if you don’t know what the numbers truly mean. Analysing these numbers can help in refining your sales strategy, enabling you to better meet sales targets and improve overall sales performance by planning and implementing effective strategies and overseeing sales teams more efficiently.Expand outside of sales: Look beyond sales-specific numbers. How is marketing performing? What about customer service? Knowledge of company performance across the full customer lifecycle will give you a better understanding of where sales fits in. Then you can better guide your team.5. Rethink your approach to leadershipSome managers confuse leadership with power. Being an effective sales team leader means understanding your true role as a leader. Sometimes a leader isn’t the loudest person in the room. Sometimes being a leader means active listening, or pitching in on some not-so-glamorous duties if a team member is unexpectedly away.As a good sales manager does, your true purpose is to empower your team and provide them with the tools and resources they need to succeed. This means ensuring they understand where their strengths lie and helping them improve areas of weakness. Your sales manager skills will get better the longer you do the job. It’s a multifaceted role, and when it’s done well, everyone benefits.Next stepsGetting promoted is exciting. Just when you feel like you’ve mastered your domain, you rise to a new place, a beginner once again. Only now you have more responsibility than ever.The call of the sales manager is to become a leader. Instead of solely focusing on making sales, your sales management role has expanded to support and lead those who are making the majority of the sales.The sales manager skills list in this article will help you help your team become top performers. It won’t happen overnight: Take the time to study, adapt, and adjust your approach as you learn more about what works for you, your team members, your sales manager responsibilities and your company.For more insight on sales targets and what it takes to boost sales productivity on your team, download our guide.
Tips From a Lightning-Fast Launch: How GE Renewable Energy Scaled a B2B Commerce Site in Weeks
In a recent survey of 350 B2B leaders, 94% expected their growth to come from ecommerce. And with traditional sales channels at risk because of pandemic-related restrictions, it’s absolutely critical to focus on selling online.
But launching or growing your ecommerce isn’t easy. Even under normal market conditions, these deployments traditionally take months to execute. Today, you likely face a newly remote workforce, siloed systems, and uncertain economics. But GE Renewable Energy was able to build a B2B commerce site in 12 weeks. Here’s what they learned.
The problem: An outdated system
GE Renewable Energy’s products include wind (onshore and offshore), hydropower, and solar power solutions, and it had an outdated B2B ecommerce solution for its aftermarket Onshore Wind parts division. The company began to experience a decrease in online orders since their site wasn’t user friendly and had performance issues.
Although a majority of its commerce was still offline, GE Renewable Energy also had high hopes for their digital ordering portal. To make it successful, they needed to grow user adoption and activate a self-serve capability, so it could increase order values, make it easier for customers, and buy parts. This just wasn’t possible with their current ecommerce solution.
The outcome: An unexpected use case
The GE Renewable Energy team reached out to Deloitte Digital to help them build a portal using LIKE.TG B2B Commerce — and were able to quickly deploy to market.
Before they got started, GE Renewable Energy carried out market research to understand their customers’ pain points, segment their market, and hone in on a minimum viable product (MVP) that would meet customer needs and help them grow sales. While they had big ideas for their transformation, GE Renewable Energy started with that MVP and has been scaling and building on that initial success.
The team had a phased approach and defined what user stories would be prioritised based on the customer feedback. The project focused on the user experience for the first release and then scaled to the order processing and system integration in the next phases.
The new website benefits include:
Improved search: faster results and the ability to filter products through different categories
Better product information: users can check product availability, see specific pricing, identify obsolete parts and their replacements, browse for sub-components, and check detailed specs
Easily request quotes on specific parts and place self-service orders
Faster response to customers due to automated order processing and status updates
The fast deployment was one success, but the true test would be customer adoption. On day one, the team began receiving orders through the new site. And after just one month, GE Renewable Energy saw that the majority of the users accessed the website at least twice per week, In fact, customers liked it so much, those using internal purchasing systems used the new B2B site to browse and configure what they wanted to buy.
The insights: GE’s lessons to other B2B companies
1. Survey customers and base your roadmap on the results
The GE Renewable Energy B2B commerce launch didn’t start with the deployment itself. The team engaged a consultancy company to develop a market study, conduct several interviews with customers, and develop online surveys to gather feedback. They then used this customer data to understand the most common pain points, prioritise deliverables, and plan out the roadmap upfront.
“It took some time for us to define our strategy, but we wanted to understand what was really critical to our customers,” Marketing and Strategy Leader for GE Parts and Repairs and Universal Fleet Solutions Livia Miyabara said, “We deployed pretty fast because we’ve had a minimum viable product approach and divided it into different releases.”
2. Start with what your customers can see
The GE Renewable Energy team had a long wishlist of what it wanted to improve on its website. However, the research revealed that customers were having a hard time navigating the website. Therefore, the team agreed that user experience and search were the top priorities of the first launch — even though that meant that time-saving, behind-the-scenes improvements would be made after.
“We really focused on the front end,” said Jeremy Altschuler, GE Senior Manager of Technical Product Management. “We had that very specific goal from the beginning, which helped us focus and move fast.”
3. Customer behaviours should inform future improvements
GE Renewable Energy based its deployment roadmap and priorities on customer feedback. But the team didn’t stop there. Once they deployed, they analysed how customers entered the website, along with their journey and flow within the site, and details related to when and how they left. As a result, the team gathered data-driven insights that can help them evaluate what’s working about the website and how they can prioritise future improvements.
The next step: Start your own B2B commerce digital ordering portal
To stay competitive in an unpredictable business environment, it’s critical to capture your share of B2B commerce opportunities — fast. To help you get there, the newly launched B2B Commerce on Lightning Experience takes the power of our existing technology and marries it with the capabilities of the LIKE.TG platform to bring the most complete and connected experience to market.
This makes it:
Faster to implement
Easier to use, whether you are a developer or business user
More flexible than ever to respond to ever-changing market demands
Learn more about the GE Renewable Energy storyand get the details on how the new B2B Commerce on Lightning Experience can help you innovate with speed, scale your implementation, make regular updates, and connect with ease.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
A Conversation With Workday Co-Founder & CEO on Resilience
As we face four major crises — global health, the economy, equality, and leadership — how can business leaders help guide the way? In an interview with LIKE.TG CEO Marc Benioff, Workday Co-Founder and CEO Aneel Bhusri says it takes a mindset change.
“Companies can step up and show that we have a soul and we want to do the right thing. We all need to think about more than our share price. We’ve got to think about our community, our employees, and our customers in a far more complex way than we have historically.”
In this installment of our Leading Through Change series, Bhusri shares his thoughts on leading with values in the midst of a crisis, and what enterprises can do to ensure their efforts translate into a better world. His words have been lightly edited for content and clarity.
On valuing employees
We’ve always been “employee-first,” [but] you never know if your value system really works until you hit a crisis. When we realised the pandemic would go on much longer than predicted, we wanted to assure our employees they would be taken care of right out of the gate. We gave every employee in the company a two-week bonus just to get ahead of issues they might have. It allowed them to bring their whole selves to work and know the company was looking out for them. And when you lead with your employees, happy customers come next.
On addressing racial injustice
There’s nothing like a crisis to force you to lean on your core values. If we lose this moment of opportunity, shame on all of us. I feel really energized right now because this is a time where the right conversations are happening. There has to be a major change in mindset. Great Places to Work CEO Michael Bush makes a great point — you’ve got to listen and understand, and then you’ve got to take action.
Companies like ours can step up and be forces for good and forces for change. In our product, we have diversity dashboards where you can [track the progress of your workforce diversity initiatives]. I’ve always believed that if you can measure it, then you can change it. There’s not a chief human resource officer (CHRO) in the country I’ve talked to that doesn’t want to do the right thing.
On technology’s role in recovery
We have to get the economy going, but we have to do it in a safe way. Innovation, new ideas, and creativity are going to help us get through this. For example, marrying the employee and skills data we have in Workday with Work.com makes reopening for our customers a lot easier because the data and solution sets are complementary and powerful.
I’m amazed at how quickly our customers are reinventing themselves to fit this new world using our technology. A large manufacturer built an app on Workday to track COVID-19 cases and inform them where to move manufacturing capacity. A major retailer delivered more than a million one-time hazard paychecks to take care of their employees. Use of our workforce and financial planning applications grew 30 times in the last few months as customers continue scenario planning.
I do think being a cloud company is both a technology advantage and a mindset advantage. We just see the world differently — we see it as open and connected.
On reskilling the workforce
Forty-one million people in the US are out of work, but many of the jobs they had aren’t going to come back. Through private-public partnerships, we have a real opportunity to retrain millions of people and give them skills that are going to make them successful for the next decade. We’re working with states to identify the hiring needs of their largest employers, while those governments invest in the training programs we need to reskill these workers.
On hope for the future
We’ve learned a lot about how to deal with pandemics and we’ll learn a lot about how to be resilient. We will come out a stronger country in dealing with racism. It gives me hope we’re taking on these issues and not being silent while trying to do the right thing. We’re going to look back at this as one of the most meaningful times in our life.
Watch the full interview with Aneel Bhusri and a performance by Leon Bridges below.
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This conversation is part of our Leading Through Change series, providing thought leadership, tips, and resources to help business leaders manage through crisis.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
4 Ways Field Service Technology Delivers Efficient and Safe Services
Companies across APAC are reopening after COVID-19 lockdowns. For many of them, building business resilience is a priority. How can they adapt to disruptions like COVID-19, while maintaining continuous operations and safeguarding people?
This is particularly challenging for field services providers. Future lockdown directives may prevent field service technicians from visiting customers’ homes. Customers may also want to minimise visitors to their homes. Therefore, you will need to explore new ways to deliver superior customer service. At the same time, you have to prioritise the safety of your technicians and customers.
This is possible with the right Field Services Management (FSM) technology. For example, using remote assistance tools can improve first-call resolutions while limiting physical contact.
Here are four ways FSM technology can improve your field service operations, while protecting technicians and customers:
1. Understand your customers’ needs in the new normal
Field service providers must adhere to physical distancing restrictions. To do so, you may need to reduce manpower and service capability.
To neutralise this risk, reach out to your customers to understand their current needs. Then, reallocate the right skill set to meet customer demand.
FSM technology enables effective reallocation by forecasting demand spikes across service territories. Use demand forecasting to mobilise back-up teams in places where service gaps occur. Demand forecasting can also identify high-demand areas that are suited to innovations like pop-up service centres.
2. Maintain service level agreements while ensuring worker and customer safety
To limit in-person customer visits, use remote customer assistance tools. These include live video calls, augmented reality technology, or artificial intelligence.
During the pandemic, Sports Engineering And Recreation Asia Ltd. (Seara) could not send technicians to customers’ homes. That did not stop the fitness equipment supplier from helping customers to install equipment. Group Customer Service Manager Nisarat Chokwattanakansir explains:
Sometimes, in-person customer visits are necessary. In these cases, give your technicians access to remote support resources. When technicians can resolve cases on their first calls, they can avoid repeat visits.
3. Use FSM technology to increase customer service flexibility
For example, Field Service Lightning (FSL) gives customers the flexibility to self-serve. Real-time communication from technicians also reduces the need for physical visits.
If physical visits are a must, equip your technicians with FSL-connected devices. This can help to reduce incomplete operations due to missing information.
FSL can also ensure that replacement parts are always available. This prevents your technicians from making repeat visits due to missing parts.
Finally, FSL helps to match technicians to jobs within their field of expertise. This increases the likelihood that technicians solve cases on their first calls and minimises follow-up visits.
4. Simplify customer support processes
A FSM management platform can do more than minimise customer visits. It can simplify customer support processes with self-service scheduling. It also increases visibility into the statuses of ongoing contracts, thus reducing uncertainty.
FSL, for example, supports customer self-service with chat bots and knowledge base access. This is critical in view of physical distancing restrictions and cost effective in the long run.
Ronnayot Leangumnuay, Deputy CEO at Advanced Business Solutions and Services Co., Ltd explains:
Disruptions like COVID-19 do not have to derail your field service operations. With a FSM platform, you can use demand forecasting to close service gaps. You can also use remote customer help tools to improve first-call resolutions and increase customer satisfaction.
But a FSM platform is capable of much more than crisis management. The right FSM platform can streamline customer support and provide opportunities for self-service.
5 Ways Retailers Can Innovate and Stay Relevant Amidst COVID-19
In an industry as diverse as retail, it’s no surprise the impact of COVID-19 has been uneven. Department stores, for example, struggle due to store closures and reduced foot traffic. On the other hand, some ecommerce players are attracting new shoppers and experiencing record growth.
Our LIKE.TG Shopping Index revealed that parts of Asia experienced 200% year-over-year (YoY) digital revenue growth in April, as a result of more consumers spending online. This is positive news not only for those succeeding online already, but for retailers ready to embrace digital opportunities.
I discussed how retailers can recover and grow post-COVID-19 during a recent joint webinar with eTail. Joining me on the panel were representatives from some of Asia’s most innovative retailers: Pomelo Fashion, Gojek, and Razer. The consensus was clear: retailers need to accelerate their digital strategies and stay relevant to customer needs.
Jean Thomas, CMO of Pomelo Fashion, made the point that engaging customers on their preferred digital platforms was an imperative even before the pandemic:
Innovation is not just about cutting edge technology. It’s about meeting your customers where they’re at and finding meaningful ways to add value. Here are five practical examples of how retailers innovated and stayed relevant.
1. Double down on shopper experience
There’s a distinct rise in different ways to buy online. Customers can use apps, messaging platforms, social media, smart speakers, and more.
We call this shopping at the edge, where brands provide customers with experiences and transaction opportunities on the channels where they’re already spending time.
Antoine De Carbonnel, Chief Commercial Officer at Gojek, said they are helping retailers and consumer packaged goods companies understand the different channels where they can sell.
2. Embracing contactless engagement
Contactless payments are not new. But with COVID-19, we’ve seen more brands embrace tap-to-pay options and contactless delivery. Some new services, like curbside pickup or free click and collect, are likely to remain popular in the early business reopening phase and could be here to stay.
One example is theYou Shop We Drop service introduced by Gaysorn Village, a high-end mall in Thailand. Customers can shop online and pick up their goods at designated locations, without leaving their cars.
3. Responding with empathy and creativity
It’s been inspiring to see many brands living their values and pivoting their businesses to do social good. We saw this with Razer, which used its production line to produce more than a million masks for the Singapore community.
Yvonne Lim, Global eCommerce Director at Razer, says:
4. Turning every employee into a brand hero
Employees are the real brand heroes in retail. Brands have been focused on employee health and safety, while finding ways for everyone to stay productive. This has led to dynamic new offerings like digital concierge services, where in-store employees can apply their skills at home. Beauty brand Sephora, for example, lets customers book online makeup and skincare consultations with the retailer’s beauty experts.
COVID-19 has also sparked conversations on the future of customer service and whether some teams still require a physical location. These conversations will continue as retailers shift their business strategies.
5. Improving merchandise agility and visibility
Retailers have been working behind the scenes to minimise disruption to their supply chains. Building on this, retailers should be able to provide customers with up-to-the minute inventory visibility. This is important as customers are now more selective about how they shop. Customers don’t want to visit a physical store, only to find out something’s not available.The ONI Global website, for example, allows customers to see which health products are available, so that theyknow what they want before going to the store.
Takeaway
Customer demand for frictionless experiences on- and offline haven’t changed. However, the last few months have put a megaphone on the demands that customers have continued to request. To meet these demands, retailers need to listen and respond in a fast and personalised way.
Register for LIKE.TG Live: Asia and learn how retailers like ONI Global andToys”R”Us Asia are responding to customers and navigating today’s new business environment.
Be Inspired by Our Trailblazers at LIKE.TG Live: Asia
LIKE.TG Live: Asia, running on July 8, 2020, is a virtual event for everyone.
One of the event highlights is the Trailblazer-led sessions. A Trailblazer is an individual or company doing amazing things with LIKE.TG. They drive innovation, solve problems, transform their companies, and grow their careers.
Hear from Trailblazers across Asia who are successfully navigating today’s new business environment. Our Trailblazers discuss technology-driven customer engagement, innovative business strategies and solutions, and other lessons on thriving in the new normal. With more than 30 Trailblazer-led sessions, covering businesses of various industries and sizes, there’s something for everyone.
Don’t miss these Trailblazers
First up, the main keynote broadcast at 10 a.m. (Singapore Time). Tune in to hear our executives and Trailblazers discuss how the digital transformation imperative has never been stronger. Today, business leaders face more uncertainty than they have in decades. What’s more, different businesses, industries, and geographies operate at different paces. The secret to thriving in the new business environment? Using technology to stabilise, reopen, and grow.
Our lineup of Trailblazers includes some names that you might be familiar with:
Singapore Global Network (SGN) is a branch of the Singapore government’s Economic Development Board. Jasmin Lau, Executive Director, shares how SGN leveraged technology to build relationships with overseas Singaporeans and friends of Singapore. Technology also enabled SGN to rapidly reach out to overseas Singaporeans at scale during the COVID-19 pandemic.
Prudential Singapore is not just a life insurance company. For the last 90 years, Prudential Singapore’s mission is to innovate and help everyone live well. Join Odd Haavik, Chief Distribution Officer, to hear how the company partners with LIKE.TG to create a Customer 360 vision.
Anantara Vacation Club offers luxurious getaways to breathtaking destinations. Matthjis de Man, Director of Club Services and Innovation, shares the club’s story of customer centricity amidst challenging times. He also gives his thoughts on the role of technology in propelling future growth.
Grab is one Trailblazer that has made data-driven marketing a reality. Asha Gourinath, Performance Marketing and CRM Lead — Growth Markets, discusses how Grab uses Datorama’s marketing intelligence platform to drive strategic decisions within their fast growing business.
Luxasia brings the best beauty and luxury brands to consumers in Asia Pacific. Avis Easteal, Regional Head of Consumer, shares how Luxasia leverages Customer 360 Marketing and Heroku to connect sales and customer data to deliver real-time insights. These insights enabled Luxasia to rapidly shift from an omni-channel presence to a digital-first business.
Union Bank of the Philippines has led the way in digitally transforming their business for the new normal. All while putting customer care at the core of strategic decisions. Colleen Toledo, CX Designer, shares how digital initiatives will be the foundation of the bank’s future growth.
Mitsubishi Chemical Cleansui-Haili Vietnam, a leading water purifier brand, aims to provide high quality products and services to every consumer. To achieve this, they use Partner Relationship Management on LIKE.TG Customer 360. Trang Le, Business Marketing Manager, shares how LIKE.TG helps them build trust and meaningful relationships with customers.
Bluebird Group is a household name in Indonesia. The company offers ground transportation solutions and serves millions of customers every month. During the pandemic, Bluebird expanded its business to include logistics. Learn from Paul Soegianto, Chief Strategy Officer, about Bluebird’s successful transformation and how it continues to evolve digitally to stay relevant and connected with customers.
Join the LIKE.TG customer community at LIKE.TG Live: Asia
LIKE.TG Live: Asia is streaming live and on-demand on July 8 from 10 a.m. to 5 p.m. (Singapore Time). Join us to learn how you too can stabilise, reopen, and grow your business with LIKE.TG.
Register for LIKE.TG Live: Asia here.
Productivity Breeds Success: 8 Tips To Upgrade Your Routine
Editor’s note: This is one of the LIKE.TG U.S. blog’s most popular articles, so we’ve updated it to keep things fresh and relevant.
The most successful salespeople don’t rely on luck. They’re disciplined about building relationships, optimising their sales funnel, and automating their processes – regardless of whether they’re selling from home or in the field.
Rather than hoping for sporadic wins, these productive sellers create winning routines that help them consistently close deals. In this article, we explore eight ways to upgrade your everyday selling routine to be more productive. Sales success doesn’t hinge on what you do here and there – it’s about the habits and patterns you adopt every day, so think about how you can use these tips to craft a more effective, repeatable selling motion.
1. Proactively disqualify prospects
Productive salespeople focus on investing in leads that are most likely to convert. Determine the exact criteria a prospect needs to meet before you spend time moving them further through the sales process.
Ask specific questions to figure out whether the next conversation will be productive and mutually beneficial. If you determine this isn’t an advantageous opportunity for both parties, take the initiative to inform the client you both will be better served in revisiting the partnership at a later time. Be polite, honest, and empathetic as you build customer relationships.
2. Lean into data from your CRM Platform
Leverage the power of your CRM platform to surface useful information about your leads. Others in your company may have added insights about leads and notes about previous interactions. Armed with that data — on their history with your company, the products or services that already pique their interest, and other notes — smart salespeople can enter conversations with the relevant background information they need.
Plus, with the right CRM system, you’re able to automate a lot of otherwise extra steps, allowing you to create more touchpoints and connect information across silos. This saves reps dozens of hours each month. That’s important because studies have shown that the average rep spends only one-third of their time actively selling. CRM data will also help you and your leaders forecast more accurately, as shown in the next image of a forecast divided by leader.
A Sales Cloud dashboard
3. Use mobile tools
You’ll be more productive if you can work from your phone instead of only from your desk. Fortunately, sellers have plenty of options for mobile sales tools today, including:
Video conferencing
Calendars
LIKE.TG Inbox
Voice memos
Mobile CRM
Productivity and collaboration tools
This doesn’t mean you have to work 24/7. It just ensures that you no longer have to feel tethered to your computer. Take the time to set up your workflows and systems on your mobile device so you can stay productive wherever you are.
4. Focus on channels delivering high lead quality
Many inbound and outbound salespeople are naturally inclined to focus on the sales channels that bring them the most leads and keep them busy. This makes sense; more is usually better. However, successful salespeople look especially closely for channels that provide the best lead quality.
By taking a full-funnel look at which lead acquisition campaigns bring the most revenue, you’ll invest more of your time on leads that drive revenue, rather than just maintaining a large pipeline of lower-converting prospects.
5. Ruthlessly prioritise your pipeline
Adding to the previous point, top-performing sales reps also prioritise their sales efforts based on customers who are more likely to buy. They weigh the revenue potential against their chances of closing the sale and then budget their time and resources accordingly. Ruthlessly prioritising is key to sales productivity.
Effective salespeople deprioritise long-shot accounts and postpone activities that generate little or no revenue. This doesn’t mean you have to burn bridges. Rather, it just means you don’t expend an outsized amount of effort on customers who aren’t ready to convert. That way, you’re more disciplined with your time and resources.
6. Use every conversation to add value
Make good use of customers’ and your own time by adding value at every touch point. If you don’t have valuable information and insights to add to that email or video call, wait to communicate until you do. Once your customers see that conversations with you always provide new learnings and insights, they’ll start to see you as a trusted advisor.
Two examples to bring this to life:
Founder CEO of PepTalkHer Meggie Palmer curated a series of daily #PowerPepTalks encouraging people to find their superpowers and skill-up during extra downtime. The company funneled registrants into LIKE.TG Essentials to track and nurture leads with customised content.
A web services firm recently began offering free webinars and office hours to help their customers build skills in remote education while schools are physically shut down.
Inspired by these examples? Come up with your own creative, useful ways to connect.
7. Reinvest in existing relationships
Renewals and referrals make up a significant portion of most salespeople’s accounts. That’s why it’s important to regularly check in with existing customers to see how they’re doing and discover if you can still provide them with additional resources, support, and value, even if their next renewal date is still months away.
Often, you’ll find that extra effort throughout the lifetime of your relationship with customers pays off in dividends when they happily renew their contract with you, increase the scope of their engagement with your business, and even go out of their way to share customer testimonials and new client referrals. Set aside certain blocks on your calendar (maybe it’s every Thursday afternoon or every other Monday) for reconnecting with existing customers.
8. Meet deadlines at all costs
As your client list grows, it’s easy to accidentally let different projects slip. Rather than abandon your responsibilities, focus on meeting your deadlines before completing any nice-to-have projects. If you can’t meet a deadline, give as much of a heads-up as possible and propose a new deadline. Delegate, automate, or reassess your processes wherever needed. Your goal is to keep your team and your customers satisfied.
Invest in tools and processes that help you streamline repetitive tasks. You may even be able to outsource some of your tasks to other team members or departments, too, to save you time.
Even the most productive salesperson you know could likely optimise their routine in certain areas. The point is to keep evolving your habits and practices as the market landscape and your buyer needs change. Check out our complete guide to building a sales forecastfor more tips to become an expert seller.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
Selling Through Partners: When and How To Do It
Channel sales allows you to scale up your sales operations and reach new customers without adding to your head count. Whether you’re selling consumer products or computer software, an effective channel sales program can help you achieve revenue goals. In fact, channel sales is so important, I wrote an entire chapter on it in my book.
Selling through partners is changing faster than ever as new channels emerge and the pandemic challenges our status quo. What worked five years ago or even five months ago may not work today, so sales leaders need to constantly seek ways to keep partners engaged, supply chains moving, and customers happy.
I recently reached out on social media to get a frontline perspective on what indirect sellers are experiencing and what questions they may have (previously, I answered questions about direct selling). Below are my answers to 10 questions using real examples from LIKE.TG customers and channel sales leaders.
1. What advice would you give a business considering launching a channel sales program for the first time?
First, ask yourself: what is your product? Who is your customer? How do they want to buy? Unfortunately, consumer purchasing habits are a moving target right now, especially with the explosion of online sales channels. That means you must first understand what channels your prospects prefer. Rarely is it only direct or only indirect, most companies have a blended channel strategy to accommodate different go-to-market and customer requirements. If you choose to include indirect sales, then you will need to create a separate organisation to focus on this new channel. This includes channel leadership, channel account managers, and channel program managers to design and develop the framework for your partners.
Most companies have a blended channel strategy to accommodate different go-to-market and customer requirements. Click to Tweet
For instance, toilet paper is a product often sold and distributed using a channel sales model. You usually can’t purchase it directly from the manufacturers. They will direct you to one of their partners, either online or offline. When retail partners ran out of toilet paper earlier this year due to hoarding and supply chain issues, it created huge frustrations for everyone.
These partners provide tremendous scale, logistics, distribution, and sales capabilities. When setting up the program, channel program managers should consider not only the cost of goods sold, but also ease of purchase, customer preferences, and additional logistics capabilities. This approach maximises your sales and market coverage.
Once you’ve decided to create a channel sales program, you’ll need to put the right resources behind it so you’re setting partners up for success.
2. My company puts more resources toward direct sales than indirect sales. How can I get executives to prioritise and invest in the channel?
Most organisations grow up selling directly to customers. It creates a level of comfort. It becomes their muscle strength.
Many sales leaders I talk to believe direct sales bring higher profitability and margins. This is a common misperception, and it doesn’t consider the additional sales expenses transferred from the company to the partner organisation.
With direct selling, you’re absorbing all the costs: commissions, employee salaries, health insurance, office space, and mileage. Those expenses don’t exist in channel sales, so while the product’s profit margins may in fact be lower, much of that can be offset by the reduction in selling, general, and administrative expenses.
Indirect sales can also help your organisation tap into new markets. Case in point: when LIKE.TG started selling in various Asian countries, it relied on local partners. Stephen Casey, Regional Vice-President, Alliances, LIKE.TG ASEAN, says that “Selling through partners in Asia is instrumental to thego to market success strategy at LIKE.TG. Partners allowusto scale across a very diverse and complex region.A clear and consistent channel program helps us ensure the success of our customers.” Getting back to #1, if the executive team is committed to the “why” of an indirect sales channel, then they will prioritise and invest in that channel to ensure greater customer and market coverage and success.
3. What skills should a channel sales leader have?
While building and nurturing relationships is the job of every seller, managing channel partners and supporting others’ selling efforts requires a nuanced skillset.
The channel organisation looks and feels a lot like a direct selling organisation, but channel account managers or partner account managers are their company’s brand ambassadors responsible for galvanising, training, and supporting resources who work for another company.
Let’s go back to the toilet paper example. Your local retailer probably stocks several different toilet paper brands. Each one of those brands has a channel sales manager who is fighting for shelf space, funding marketing campaigns, training other companies’ employees, managing inventory, and the supply chain, all while navigating their own internal sales responsibilities.
Channel sales managers are responsible for getting partners to give their company more mindshare than its competitor. Understanding the interconnectedness of sales, marketing, and customer success is key.
4. There is a ton of investment in technology on the direct sales side. What technology do you need to manage your channel program?
When you have just a handful of partners, you have a lot more freedom in how to manage them. It could be something as simple as a spreadsheet, or even a very basic tool. However, if you hope to scale your indirect business, attract new partners into your ecosystem, and leverage the additional reach third parties can bring, then you will need a more sophisticated solution to help you manage the entire lifecycle of a partner relationship. (Hello, Sales Cloud Partner and Channel Management software.)
When companies use the same tools for partners as they do for direct selling, such as a CRM, it can lead to unintended consequences. Lead management is hugely important to partners, and the lead management system used in the direct business may not meet partners’ needs. Does it have a structured system for tracking leads all the way to closure in a two-tier or three-tier distribution channel? If not, the reputational and opportunity costs can be huge.
Technology that enables a better channel partner experience translates to a better customer experience. Click to Tweet
Technology that enables a better channel partner experience translates to a better customer experience, too. By replacing their legacy platform and its siloed systems with the more user-friendly and personalisable Sales Cloud partner management solution (PRM), Dropbox unlocked channel visibility, and partner productivity — resulting in a 310% increase in registered deals and a 68% increase in partner training completions.
5. Should I invest my resources in already high-performing partners or high-potential partners? How do I identify either?
Not all partners are created equal – not in their performance and not in their commitment and engagement with you. If you are able to determine which partners fit which category or at least have a good idea of how many fit into each category, then you can allocate the necessary resources, marketing dollars, and support efforts to each.
However, just like not all partner organisations are created equal, the resources supporting them should have different remits. Channel sales managers covering high performers should focus on maintaining current momentum and supporting the initiatives both companies are collaborating on. It is less about selling to your high-performing partners, but rather keeping them engaged. You are responsible for ensuring your joint customers are successful.
High-potential partners have a lot of upside with the right effort (people, process, and systems). Target them for business planning sessions to outline the best way to realise joint success. That type of planning can help define where you focus on providing leads, co-selling, using market development funds to stimulate new joint opportunities, and provide the training and enablement to point them in the right direction. The business planning session can very quickly validate how serious they are about the partnership. If they don’t engage or put forth any real effort during the planning process, that should be a clear indication they may not be worth the effort.
6. When should you stop doing business with a partner?
Partners who are not engaged with you in any meaningful way, yet still demand time and resources can be draining for channel sales managers. Those are the ones you want to consider eliminating from your ecosystem.
If you are a smaller organisation with limited resources, you must pay attention to the companies you recruit into your channel program from the start. This way you don’t waste time and energy on those who were never going to provide the returns you seek. The takeaway: choose wisely.
Unfortunately, even with the best intentions, when both companies are committed to the partnership, things may change, and you have to make hard choices and remove them from the program. The channel sales manager needs to evaluate partners based on engagement, opportunity, and fit on a regular basis. Then remove the ones that no longer make sense. This ensures your ecosystem is healthy, your customers are happy, and you have the right level of partner engagement.
7. Why do so few partners actually take advantage of market development funds? How can I change this?
Market development funds (MDF) — money companies give to partners so partners can market to their customers — have been a focus for many companies over the past decade. Some companies spend millions of dollars on MDF (annually or even quarterly). It is the engine that keeps the leads flowing, deals moving forward, and partners engaged. However, there is another side to the MDF story.
Sometimes partners don’t use their MDF, because they don’t have a marketing department to plan and execute a campaign. Sometimes it’s because the dollar amount is so small, they feel they can’t do much with it. Or sometimes the partner takes a short-term approach to marketing or isn’t focused on selling that vendor’s products during the specified time frame.
Since so many partners lack their own dedicated marketing departments or resources, an easy way to encourage engagement is to share pre-built campaigns, trade show in a box or brandable content with them. That way, you’re knocking down barriers and making it easy for them to begin to market with less upfront investment. Plus, they’ll have professional looking materials at their disposal that are still in line with your brand guidelines and standards.
8. In challenging economies, do you expect to see more companies creating channel sales models? If so, why?
Yes! You see companies that originated as a direct-to-consumer model, and now that they’ve built a radical fandom, they’re expanding their go-to-market strategies by including indirect selling partnerships with large big-box retailers. They’ve realised that if they really want to get scale, it’s hard to do and very expensive on a one-to-one basis.
One example is Mitsubishi Chemical Cleansui Haili. Haili is the sole distributor of Mitsubishi Chemical Cleansui, Japan’s number-one water purifier brand in Vietnam. It recently opened other distribution channels through a new business to business to consumer (B2B2C) model. These channels are managed through the LIKE.TG Partner Relationship Management (PRM) tool. According to Trang Le, Business Marketing Manager at Haili, “The advantage of this model is that we do not need to recruit too many sales people and we are able to increase our speed to market as well as consumer coverage. Dealers are our extended sales army.”
9. How can I tell if my partner is representing my brand in the best way possible?
The way a partner represents the brand is important. Companies won’t be able to reap the benefits of scale and reach if selling through channels damages their company’s reputation. Channel leaders should monitor the satisfaction of customers who purchase through partners so they can address any issues that might arise. One way to do that is to survey the partner’s customer directly. Were they satisfied with their experience? What went well? What could be improved?
While a survey might sound easy enough, this is fairly difficult to execute, because you don’t always know who the end customers actually are. Some companies use product registration to create that direct customer connection, so they can survey and uncover unmet needs or service issues. Others might require partners to register customers, so that the company knows who ultimately bought the product. Others have no visibility into the end customers at all, and that closes the door on being able to survey at all.
If you are able to survey and get real time customer feedback, you can keep your partners accountable for the quality of service you expect. If they don’t live up to your standards, you can lower them in the program or maybe stop doing business with them altogether.
10. What changes have you seen in channel sales and what should we expect going forward?
Selling through partners looks very different today than it did just even a decade ago, because of all the new selling platforms and online channels we have at our disposal. You can sell on social media, brick-and-mortar retail, online retailers, and more. The good news is the list is endless. The bad news is the list is endless.
However, just because there are more sales channels to leverage doesn’t mean that you should. Less is more. Unless you have a significant amount of resources, marketing budget, technical capability, and need, I would avoid adding new channels until you have achieved stability and proven success in another.
This goes back to: who’s the customer and how do they want to buy? If your customers are teenage girls, then they may be more inclined to buy makeup on Instagram rather than a department store. If your customers are men over the age of 50, then you might choose to partner with a sports podcast rather than TikTok. It’s easy to get caught in the comfortability of “we’ve always sold this way.” Use the current market context, what your prospective customers expect, and where your customers shop to help shape your future go-to-market plans.
Got more questions?
Ask me on social media. You can connect with me on LinkedIn and Twitter.
For more tips and strategies on indirect selling, check out our free training on Trailhead.
Finally, learn more about how our Partner and Channel Management Software can help you build your partner ecosystem,here.
This post was originally published on the U.S.-version of theLIKE.TG blog.
In Crisis, IT Leaders Are Keeping Teams and Customers Connected
As office workers switch to remote work en masse, information technology (IT) leaders are doing the heavy lifting to improve employee and customer experience. Vijay Iyer, Head – Employee Customer Experience Specialists, leads a team of Employee Customer Experience Specialists at LIKE.TG. He shares what we can learn from IT leaders who are proving very good at keeping teams and customers connected.
Six months ago, Chief Information Officers said one of their biggest challenges to the improvement of employee experience was ‘IT is treated like a support function instead of a business partner’.
What a difference six months makes.
It would be very difficult to find an organisation today that does not consider IT a core enabler of success. In an entirely new and, by necessity, immensely flexible work environment, all stakeholders require trust in the fact that their data is being encrypted, that they have access to the right information, and that they can access the information needed to do their work from anywhere and at any time.
IT leaders and their teams have had to pivot quickly to meet specific and urgent needs. The simple act of onboarding and training a new employee, at their home instead of in a centralised office, takes on an entirely new level of difficulty, for example.
The shape of IT teams has become fluid. Team members have been redistributed to cope with constantly changing demands.
IT departments have also become at least partly responsible for the emotional wellbeing of staff. Some staff have been separated from their families. Others were forced to return early from their honeymoon. Some have been unable to come back into where they’re primarily based. Every individual – whether they have faced one of those situations or not – has felt uncomfortable and uncertain at different points in this process.
The work of a IT leader and their team – whether an app, a chat platform, expanded virtual private network capabilities – enables a sense of belonging and security that helps people cope during difficult times. While everyone is experiencing this current climate ‘storm’, we are all in different boats.The purpose of IT leaders has changed dramatically, and we’re hearing some spectacular stories from their endeavours.
The IT leaders who are hitting it out of the park
Two examples of IT leaders who helped their companies to provide excellent employee and customer services come to mind:
Maxicare
Maxicare is the top health maintenance organisation in the Philippines. When COVID-19 struck, Maxicare’s first priority was to take care of their employees and ensure that they could safely continue to work.
According to Sylvia Stolk, Chief Digital Transformation Officer, Maxicare’s employees had to transition from working at Maxicare facilities to working from home. Maxicare set up a “Maxicare WoW (Ways of Working)” microsite that helped employees with adapting to working from home. The microsite had learning materials on how to set up home networks, access systems, and leverage user productivity tools for collaboration. Maxicare also used Service Cloud to orchestrate services and ensure continuity of care.
Maxicare’s transition to remote work was successful and as a result, Maxicare was able to provide uninterrupted care to its members.
SingEx
Headquartered in Singapore, SingEx is a leading meetings, incentives, conferences and exhibitions (MICE) company partnering businesses on customer-insight driven audience engagement solutions. It is also a venue operator and manages Singapore EXPO MAX Atria, Singapore’s largest purpose-built MICE venue.
During the COVID-19 pandemic, SingEx repurposed Singapore EXPO MAX Atria into a temporary community care facility for recovering COVID-19 patients. In view of the scale of operations and the need to urgently align multiple parties on site for rapid response times, SingEx used Service Cloud and Community Cloud to set up a digital command centre. This gave a single view of the facility’s operational requirements such as internet services and waste management.
SingEx used Service Cloud to manage onsite providers and agencies, including the facility’s managing agent, medical groups, security services, and infrastructure agencies. These onsite providers and agencies were also enabled to use the digital command centre.
Rizwan Hazarika, Chief Digital Officer, said that after SingEx’s success with Service Cloud and Community Cloud, the company is now looking into how else LIKE.TG can complement its current efforts to transform and recalibrate internal work processes. The next challenge: Strengthening core capabilities for a digital-first world.
IT leaders must set priorities
Every organisation is unique in its operations, meaning every IT leader must set priorities before deciding where and how resources must be distributed.
At LIKE.TG, we created a COVID-19 Customer Response Hub and quickly addressed three priorities:
All current information related to COVID-19, so the teams have one place to find everything they need to support our customers and community with help quickly and effectively.
Expanding our employee wellness resources, with different programs each week to help everyone stay focused and feel good – online childcare activities, education and training, and our ‘BeWell’ sessions (featuring speakers including Trevor Noah and Arianna Huffington) that we are now sharing with external audiences to enjoy.
Ensuring all team members are being enabled to help our customers pivot in these uncertain times, with offerings such as Work.com.
All three platforms relied heavily on the IT team and offered unique challenges, as well as exciting new opportunities, to the technology team.
I’d expect the complexity of the tasks, as well as the combination of challenge and opportunity, to be no different in any other organisation.
IT leaders are now central to employee and customer experience
We’re seeing the role of the IT leader changing day by day. Those changes are not going to stop any time soon. So what are the essentials? Where must IT leaders focus? A helpful framework is the ‘three Rs’.
Reassurance: The IT leader must let the organisation know they have everything under control, that everybody can continue working and that they’ll be ready to move no matter what changes.
Redistribution: As demands change and as different skills are needed in various parts of the organisation, the IT leader must lead the charge by redistributing their own team to ensure business continuity. Success in this venture will come from deep listening in all parts of the business.
Rebound: What direction can the business take to bring itself out of a dark space and into the light? Where are the exciting new opportunities, particularly those that can be scaled through the use of technology? What are the channels the company hasn’t used in the past? If one thing is for sure, it’s that the IT leader will have the attention of the entire leadership team, so they should make the most of it.
Finally, we must lead with empathy and trust. If IT leaders lead their businesses to a better place and ensure stakeholders feel safe and protected along the way – if they offer a parachute at a time that many stakeholders feel they are falling – imagine the bond that will be formed. The IT leader role has never been more important for building trust and providing security.
To learn more about the relationship between technology and employee engagement, download the APAC Employee Engagement Report.
This post originally appeared on the A.U.-version of the LIKE.TG blog.
How To Use Data To Boost Growth Marketing
The remit of marketing has expanded beyond branding to encompass business growth.
Therefore, marketers have to adapt to new metrics and decision-making frameworks. Data integration and analytics to measure impact are the new essentials.
Datorama is a LIKE.TG company that provides a AI-powered marketing intelligence and analytics platform for enterprises, agencies, and publishers. Recently, Datorama and researchers from The Leading Edge conducted qualitative and quantitative research with more than 1,000 marketers in Singapore, Thailand, the Philippines, India, Australia, New Zealand, and Hong Kong.
The results show how marketers in the Asia-Pacific (APAC) region are responding to the new growth mandate. This research also uncovers the challenges marketers face with data integration and analysis, and their solutions.
Here are four highlights from the Marketing Intelligence Report:
1. Growth marketing is the new focus
The vast majority of marketers – 91% – recognise the major role marketing plays in driving revenue.
This growth mandate is also reflected in marketers’ priorities. About 94% of respondents say that their priorities have changed to focus on marketing-led growth.
Approaches to growth marketing, however, vary greatly:
54% of marketers say they think of driving growth and efficiency as a long-term play that builds equity and loyalty.
11% look for short-term gains including increased sales, acquisition, and retention.
35% describe a mix of long- and short-term goals.
Time periods aside, the top growth-related sales initiative for marketers across APAC is connected customer experience across marketing, sales, and service. This means the top barrier – misalignment across teams on measurement and reporting – is essential to overcome.
2. There’s opportunity for those who can manage cross-channel data
Many of the barriers to effective growth marketing stem from inadequate measurement of cross-channel activity and performance.
The average APAC marketer is managing 7.4 marketing channels. A third experience challenges unifying data from different sources, and 64% spend a week each month – or more – doing this.
Data-driven customer engagement and personalisation at scale can increase lifetime value and assist in immediately boosting returns of investment. This represents a straightforward growth marketing opportunity for the 71% of marketers who are still integrating data manually.
3. Optimisation requires investment and problem-solving
Data accuracy – rated the most important factor for marketing performance – is fundamental to effective analysis and optimisation. It must be solved first, before other challenges can be effectively addressed.
These other challenges include sharing and collaborating on data analysis (faced by 37% of marketers) and connecting marketing investments to business outcomes (faced by 35% of marketers).
By looking deep into marketers’ processes, our research uncovered three major underlying issues with marketers’ data practices:
54% don’t have access to real-time reporting or daily reports.
68% don’t have fully automated cross-channel reporting.
40% operate in silos, measuring performance independently within each of their tools or relying on spreadsheets.
4. A data culture is key
Marketers are optimistic. Sixty-six percent say they’ve made excellent progress in gaining executive support. Sixty-four percent rate the progress on aligning key performance indicators across teams, regions, and partners as excellent.
In the data revolution, tools and processes are vital. But so is a data culture.
People need enablement. They also need to be part of a culture that:
Shapes decisions and actions around data insights at every level.
Gathers and manages the right data mapped to desired outcomes – now and for the future.
Prioritises the democratisation of real-time data so that it is not locked up in the IT department.
By understanding and utilising these data integration insights, marketers can lead data-driven decision making to deliver better performance and return on investment. In this changing business environment, that knowledge is essential to business success and growth marketing.
Find out more about how marketers are using data to fuel growth marketing. Register for the Datorama APAC Marketing Intelligence Report Webinar.
Over 20,000 New Jobs in Thailand by 2024 in the LIKE.TG Economy
LIKE.TG and our partners’ ecosystem will create 24,260 new local jobs by 2024. That’s what the recent addendum to The LIKE.TG Economic Impact white paper finds. It also projects the creation of 33,570 indirect new jobs and THB 15 billion ($1.6 billion USD) in new business revenue in Thailand between 2018 and 2024.
The data accounts for its impact and relies on updated IT and cloud software spending predictions, in light of the ongoing COVID-19 pandemic. The data also aligns with recent country GDP forecasts.
“The LIKE.TG ecosystem is capable of generating business and job growth, even during a pandemic,” said Sujith Abraham, SVP and General Manager for ASEAN at LIKE.TG. “Because we’re all working remotely, our solution — and our partner ecosystem — answers the need for digital transformation and is essential for our customers as they continue to deepen relationships, and ready for their place, in the post-pandemic economy.”
IDC estimates that, for every dollar LIKE.TG made in Thailand in 2020, the LIKE.TG ecosystem made THB 161.72 ($5.21 USD). That number increases to THB 218.83 ($7.05 USD) by 2024. The research shows every LIKE.TG cloud subscription sold often leads to the sale of additional and related third-party products and services. And that extra spending often exceeds the expenditure on the original subscription. In this way, the LIKE.TG ecosystem is expansive, more significant than LIKE.TG itself.
What is driving these economic benefits in Thailand?
The growth of cloud computing is driving these economic benefits. It has and will grow 19%, from THB 6270.08 million ($202 million USD) in 2018 to THB 17972.16 million ($579 million USD) in 2024. Meanwhile, spending on non cloud software will increase by 3% over the same period.
Between 2018-2024, there will be 24,260 new LIKE.TG and LIKE.TG customer-created local jobs.
Over the same period, LIKE.TG customers’ cloud computing use will add a net THB 15 billion ($1.6 billion USD) in new business revenue to Thailand’s economy.
Because a spend on cloud computing subscriptions also increases spend on ancillary products and services, the LIKE.TG ecosystem in Thailand in 2019 was 4.7 times larger than LIKE.TG itself. By 2024, it will be 7.1 times as big.
For over five years, IDC has predicted cloud computing’s economic benefits will free up information technology (IT) resources from routine tasks, allowing for more innovation.
Additionally, since cloud software in 2019 was 18% of software sales, the economic benefits can accrue for years to come.
Source: IDC white paper sponsored by LIKE.TG, The LIKE.TG Economy in Thailand: 24,260 Jobs, $1.6 Billion in New Business Revenue from 2018 to 2024 (May 2020)
Like the rest of the world, Thailand’s enterprise organisations continue to undergo a digital transformation extending into the foreseeable future. As the pandemic continues to demand outdated systems go digital, cloud computing will grow faster than general information technology. (In fact, according to IDC’s global forecast, nearly 50% of cloud software spending in 2024 will be tied to digital transformation and related technologies.) At the same time, those enterprises also react to the uncertainty of the new post-pandemic economic environment.
Training and reskilling for the LIKE.TG economy
Just as cloud computing spend increases in Thailand, a workforce ready to support implementation and operations is also needed. The World Economic Forum believes significant workforce shifts will occur by 2022, with up to 35% of the current skills in demand to change. Existing workforces need training and reskilling to prevent an undesirable scenario where talent shortages accompany technological change, mass unemployment, and growing inequality. Though we, understandably, did not foresee the pandemic economy, individuals now must take a proactive approach to their lifelong learning and reskilling, and governments need to nurture these efforts.
As many business and IT executives assess the implications of these coming shifts, expansion of digital transformation through the region will impact the skills companies need. Not enough employees have the skill sets required to take on the digital changes they’ll soon have to roll out. Already, 52% of IT leaders say skill gaps are a significant challenge at their organisation.
“The pandemic ensures cloud computing spend will increase in ASEAN and beyond. And, we know job growth in the region is dependent on a skilled workforce,” said William Sim, VP Trailhead Academy, APAC at LIKE.TG. “That’s why Trailhead, our free online learning platform, is available for anyone who has internet access to get the skills they need to ready them for a career in the LIKE.TG economy.”
The extra money spent by new company employees as the LIKE.TG economy grows and shifts in Thailand will lead to more jobs in the retail and service sectors. And, there will be 33,570 additional jobs created in the supply and distribution chains serving those LIKE.TG customers. Economists call these ancillary jobs indirect or induced jobs.
Takeaways for Thai organisations using cloud software
New working environments will speed up the adoption of cloud computing and digital transformation.
The payoff to the broader organisation — in business agility, shaping customer experiences, and bringing new products to new markets — is more beneficial than the impact on the IT organisation.
Successful cloud software implementations require concerted efforts (something LIKE.TG has unique expertise in) on the part of the customer, cloud providers, and ancillary services and products.
Forecasts show significant returns from investment in cloud computing by 2024. Still, spending on public cloud computing in Thailand will be less than 5% of total IT spending. Which means there is an opportunity for almost unlimited cloud computing growth.
Dig into The LIKE.TG Economic Impact white paper and the Thai economy addendum to learn more about the LIKE.TG economy. Tap Trailhead to learn additional skills for the LIKE.TG economy.
How To Be a Climate Champion Every Day
Patrick Flynn is the Vice President of Sustainability for LIKE.TG.
The science is clear. Human-caused emissions of greenhouse gases, the root cause of global warming, continue to increase year after year. If we don’t act now, the damage will be irreversible. To avoid the worst impacts of climate change we need (according to the United Nations Intergovernmental Panel on Climate Change [U.N. IPCCC]) “rapid, far-reaching and unprecedented changes in every aspect of society.” Quite the call to action, isn’t it?
Now, as our global workforce travels less and mostly works from home, you may have heard that less air travel and commuting is lowering carbon emissions. However, the pandemic has shown that even with a significant reduction in air travel and reduced commutes, global emissions are expected to drop by only 7% compared to 2019. These emissions cuts are viewed as only a blip on the radar. We need bigger declines in global emissions, and we need them every single year from here on out. The extreme measures taken in lockdown are impossible and unrealistic to maintain. As Bill Gates put it, “What’s remarkable is not how much emissions will go down because of the pandemic, but how little.” Only through catalysing global systemic change can we hope to build the future we all want and we all will share. Those are the facts, and, yes, they can be unsettling and might make you feel uneasy. Know what the antidote is to that feeling? Action! And each of us has a role to play in addressing climate change.
We launched the Sustainability at Home Guide, intended to provide suggestions to make working from home more sustainable by sharing actionable ways to improve your workspace and protect the planet.
Below, in no particular order, are a few highlights:
Protect and plant: Scientists estimate that protecting and restoring nature can get us 30% of the way towards averting the worst climate emergencies. In your own backyard you can grow an herb garden to directly connect with your food and save money while sprucing up your meals. But we also need to protect and plant everywhere.In January we helped launch the 1t.org initiative, dedicated to conserving and restoring one trillion trees within this decade by connecting, empowering, and mobilising a global reforestation community. You can help us achieve our goal by donating to our project via Plant for the Planet on the LIKE.TG tree tracker.
Update your menu: Every day we make decisions about what food to eat. Every day these decisions impact our health, our wallet, and our greenhouse gas footprint. It is estimated that 14% of the average person’s carbon footprint is related to the food they eat. Switching to a plant-based diet could cut 70% of food-related greenhouse gas emissions. For most people, a complete switch won’t happen, but all of us could aim to do better, like: eating less meat and dairy and more whole grains, fruits, and vegetables.
Beware of vampires: Even when not in use, electronic products that are plugged in may still suck up energy. These parasitic energy losses are often called “vampire energy.” Unplug devices that aren’t in use, enable “sleep mode” or “eco mode” on electronics, and use smart power strips to reduce energy wasted by “standby power.” This reduces your carbon footprint and saves you money too.
Go low flow: Sink aerators and low-flow showerheads reduce water and are easy to install. Newer designs that add pressure make it so you may not even notice a difference. Low-flow toilets consume less water and deliver the same flushing results.
Manage waste: Waste management is more important than ever with the continued growth of landfills and marine debris, such as the Texas-sized island of garbage in the middle of the Pacific Ocean, one of several harming the world’s oceans. We often hear of the 3 Rs, “Reduce, Reuse, Recycle,” but there are six Rs in the waste equation — refuse, reduce, repair, reuse, rot, recycle. As we strive for a zero-waste planet, we can all commit to one or two, such as refusing plastic bags at the store when you have your own bag, or reusing a container to extend its life.
There’s a lot at stake, but the good news is we already have the necessary ideas, systems, and solutions to stop the worst effects of climate change. Every individual, institution, government, and corporation has an essential role to play in this transition. Making the lifestyle choices outlined above are important steps each individual can make to support the environment and lower carbon footprint while working from home. And while lifestyle changes are important, they cannot be decoupled from advocating for climate action — and this is why we need you. We each have a unique skill set and resources that we can use to deliver impact that the planet might actually notice. You are just in time. You are a stakeholder. And to quote Paul Hawken, “You are brilliant and the Earth is hiring.” There are countless ways to apply your unique skills and positions to make change in the world. The climate crisis needs champions of all types, so take what you do best and apply it to addressing climate change — the greatest adventure humans have ever faced.
Sustainability Cloud lets you track, analyse, and report environmental data to help reduce your carbon emissions and drive sustainability. Learn more about Sustainability Cloud here.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
VT-What? How LIKE.TG Gives Back To ItsRainingRaincoats
ItsRainingRaincoats Founder Dipa Swaminathan grew up in Bangalore hearing about the need to be ‘other-regarding’ often.
In Singapore, she noticed a divide between the country’s migrant workers and the rest of the population, and looked for a way to create connections and support migrant workers.
We’ve been honoured to work with ItsRainingRaincoats as part of our volunteer time off (VTO) and by providing LIKE.TG Care. We hope you join us in supporting your local community.
Learn more about our four core values and impact.
5 Sales Skills Every Rep Needs To Master Right Now
Since the start of the COVID-19 pandemic, you’ve probably come to expect the unexpected. But how are you supposed to adapt to it in your job as a sales rep?
“As a salesperson, when you pick up the phone, you really don’t know what you’re going to hear on the other end,” said LIKE.TG Executive Alison Gooch, who leads companysales developmentefforts.
Your prospects might be at wit’s end reminding their first-grader to sit still for virtual school. Or they might be worried about an aging relative in another state. Or their partner keeps grinding coffee beans right next to their workstation at the kitchen table.
Whatever the case, reps need a mix of hard and soft sales skills to meet this moment. You need to see things from your customers’ point of view, and find a way to make virtual communication feel personal and human. You must also know how to act on hard data and strategise in an environment that is always changing.
The following are the five top sales skills sales reps need tosucceed right now:
1. Empathy
Empathy is by far the top sales skill that can help you meet customer and prospect needs.
Showing empathy means seeing things from the customer’s perspective, and being sensitive to their situation. That situation may be working at home alongside kids who need attention, or it could mean seeing their business through a round of layoffs.
Flexibility with customers and personalised outreach were two of the top five tactics sales leaders considered crucial for success over the next year, according to LIKE.TG’s latestState of Sales report. The research surveyed nearly 6,000 sales professionals globally, including sales operations, sales representatives, and sales leadership.
Early on in the pandemic, LIKE.TG advised sales teams to lead with empathy, “really try to not have an ask at the end of the call,” Gooch said. That guidance changed over time, as we learned that showing empathy and making sales are not mutually exclusive. Your products or services meet a need. So find the people who need them.
When you contact a prospect or customer, start the conversation with open-ended questions. Your goal should be to make them feel comfortable. You might ask:
How is your business adjusting?
How has it been working from home, for your teams?
How have your priorities changed based on the current climate?
How have your customers responded?
How has your role changed?
Sharing how conditions have impacted you can also help to build a connection. For example, are you struggling with homeschooling kids on top of work? Is there something you’ve witnessed during the pandemic that makes you hopeful? Maybe you’ve seen your neighbors step up to support someone who was struggling due to illness or job loss.
When you open up with the person on the other end of the line, you encourage them to let down their guard and feel more comfortable.
2. Data fluency
“You don’t need to be an expert in data manipulation, but you do need to be able to analyse your business,” said Willard Monroe, senior director of Sales Strategy at LIKE.TG. That means understanding territory and industry trends, and knowing what that data means as it relates to your customers.
Data also informs overall team focus. Most prospects who took meetings with Gooch’s teams in March and April were in manufacturing, professional services, real estate and engineering, and high-tech.
Sales teams responded by leaning into these industries. In April, 60% of meetings with Gooch’s teams happened in those fields; in May, 73%. That shift led to a higher return on invested time, Gooch said. In addition, sales reps converted 10% more qualified opportunities than they did even prior to COVID-19.
“Stated otherwise, we called people who were ready to be helped, as opposed to calling everyone equally,” Gooch said.
3. Customer research
Another critical sales skill is the ability to build knowledge about your sales prospects. Spend time learning about their industry, and get familiar with other data about them. How many employees does their company have? How long has their company been around? Are theygrowing?
Reps in high performing sales organisations are more than twice as likely to monitor customer purchase history and customer staffing changes than their underperforming counterparts, according to the recentState of Sales research.
Before reaching out to prospects, look at available information to gain insights about them. Have they announced plans for employees to work from home? For how long? How is their industry or region impacted by the pandemic? If they have a call centre, call it. How long is the wait time? What could that say about how busy they are or their staffing levels?
There might be impacts unique to their company that the data doesn’t capture, or they could be experiencing personal hardship.
Being observant also helps. Are there kids, partners, or animals in the background who could be causing a distraction? If you’re on a video call, does their body language seem closed and protective, or open and relaxed?
Gooch said matching tone is a key sales skill. If you reach a prospect and they tell you not to call, because they just laid off employees, respect their wish and give them space. You can still call them back a few weeks later to see if you have a solution that can enable them to do more with less, helping them get through the crisis so they can hopefully hire those workers back.
4. Virtual presence
You’ve already scrambled to throw together some form of ahome office. But developing yourvirtual presenceis about more than just logging into work from your couch or dining room table. It’s also about how you present yourself to people on the other end of the video call.
It should come as no surprise that sales professionals surveyed by LIKE.TG named video conferencing as the top tool that has become more valuable since 2019.
If your computer meets the minimum technical requirements to run your video call tool of choice, that’s great, but it may not be enough. Make sure people can see and hear you clearly. Your colleagues may be able to provide feedback. If your audio is cutting out or your picture is blurry, you may want to invest in anexternal micorwebcam.
Make sure you have alight source in front of your face, and that your camera is positioned at eye level. “If someone is making eye contact and showing signs of active listening, they might be in a place to receive,” said Monroe. It’s not always possible to avoid distracting noises, but try to if you can. And even if you’re not heading into the office or out on the road, you should dress like you’re ready to do business.
Be mindful of “Zoom fatigue.” Your customers or prospects may be exhausted from too much screen time. Offer them a choice between video call and phone call to ensure highest comfort.
5. Building relationships
Think about all the in-person interactions you used to have during the sales process. You took prospects to lunch. You met customers at their office. Maybe you invited sales leads to events like baseball games.
These rapport-building interactions are hard to replace, but there are some ways to adapt. Being able to build relationships under changing circumstances is a more critical sales skill than ever.
A webinar is one of the easiest virtual experiences to set up. Anyone can do it, and it doesn’t have to cost you anything. From a technical standpoint,hosting a webinaris no different than sharing your screen with colleagues during a video call. To get set up, you need: a video call tool like Google Hangouts or Zoom, a slide presentation on your selected topic, and a plan for how to present it.
You can also get creative with other virtual event options. LIKE.TG has offered customers free livestreamed classes, such as yoga and cooking with prominent chefs. The key is to design activities so it’s easy for prospects to participate. For example, a cooking class for making pasta would only require customers to have flour and eggs on hand.
Or try free activities offered by third parties. For example, theLIKE.TG B-Well serieshosts regular livestreamed conversations with celebrities and wellbeing experts. Working with a customer whose kids play soccer? Invite them and their children to sit in on theB-Well episode with Megan Rapinoe.
A final tip: Remember the essentials
While much has changed since the coronavirus outbreak became a global pandemic, many parts of the sales process remain the same. Remembering that can help restore a sense of normalcy to your work.
Sales reps initially build rapport over email and through phone calls post-COVID-19, just as they did pre-COVID-19 said Gooch. So to eventually close deals, you still take the same first steps.
Alex Colbert, LIKE.TG regional vice president for enterprise sales in the Americas, said sales reps should remember the power of demos, which they can still offer live over the internet through webinars or one-on-one interactions.
Most important, though, is being mindful of how current events impact you and those around you. “Work and home is now blending for everyone, and it’s hard to step away so it’s easy to burn out,” Gooch said.
Look for ways to maintain a positive mindset, and ask your team for support when you need it.
To learn more about trends happening in sales, read our fullState of Sales report.
Why Empathetic Marketing Is the Key To Building Consumer Trust
Today, marketers must meet increasing demands for personalisation, while carefully managing consumers’ data privacy concerns. Chris Jordan, Head of Data, Personalisation and Marketing Intelligence, ASEAN, consults with key strategic customers around the use of data and technology in the context of digital marketing. In a recent webinar, he joined marketing leaders from Proton and Kimberly-Clark to discuss why empathetic marketing is important in gaining consumer trust.
Following the COVID-19 pandemic, consumer expectations and behaviours are shifting with unprecedented pace. Strong consumer demand for personalisation is driving new urgency for marketing transformation.
Personalisation requires consumer data. Yet, consumers are concerned about data privacy. How can marketers earn consumers’ trust, in order to deliver personalised consumer experiences?
The answer lies in offering clear value to consumers. Marketers must show consumers how their brands fulfill unmet consumer needs, which can be uncovered by listening to feedback. By doing so, marketers can demonstrate clear value to consumers. This value exchange is at the core of empathetic marketing.
In a recent State of Marketing webinar, I met Vijayaratnam Tharumartnam, Director, Group Corporate Communications at Proton, and Rahul Asthana,Senior Director, Business Transformation APAC at Kimberly-Clark. We discussed what marketing innovation means in a world with COVID-19. Here are some key insights about personalisation, data privacy, and empathetic marketing that surfaced from the webinar:
Understanding the personalisation paradox
According to the LIKE.TG Sixth State of Marketing report, more than 60% of marketers say that they have improved personalisation across all channels.
To do so, marketers must understand and engage consumers as individuals. Data plays a lead role in achieving this. According to the report, 78% of marketers describe their customer engagement as data driven.
Marketers also expect to use an increasing number of data sources. The report reveals that the median number of data sources used by marketers increased to 10 in 2020. That number is projected to increase to 12 in 2021.
However, data privacy is still a concern among consumers. According to the report, 58% of customers are comfortable with their data being used transparently. Yet, only 63% of consumers say companies are generally transparent about how their data is used.
This is the personalisation paradox. Consumers demand personalisation. Marketers need customer data to improve personalisation. But without transparency into how businesses use that data, marketers risk losing consumer trust.
The ad blocking backlash
Tharumartnam warns that there may be consequences for brands that fail to provide data transparency. He says:
“I think there will be a consumer backlash at some point. It is a very slippery slope from where we currently are with data management to reaching a point of insidiousness.”
This backlash is evident in the consumer uptake of ad blocking plugins, which remove advertising content on webpages. Ad blocking demonstrates that many consumers are no longer responding to digital advertising, and are taking action against it.
Therefore, Asthana recommends a move away from advertising. He says marketers should instead focus on offering a value exchange to consumers:
“Digital is such a versatile medium. A lot of the engagement you can have with consumers doesn’t need to be an ad that they can block. You need clarity around what value your product adds to the life of the consumer. Communicating that value exchange in simple language improves consumer engagement and trust.”
The empathetic marketing solution
This value exchange is at the core of empathetic marketing. Empathetic marketing marks a mindshift away from advertising, towards value-based marketing personalisation.
Tharumartnam likens empathetic marketing to a Hollywood film script. He says marketers need to cast the consumer as the protagonist, identify the consumer’s obstacles, and provide a solution:
“In Star Wars, for example, there is Luke Skywalker. He needs to overcome Darth Vader, but he doesn’t know how. Then along comes Yoda, who offers him the Force. As brands, very often we try to be Luke Skywalker. But we need to learn to be Yoda.”
Tharumartnam used empathetic marketing at Proton during the height of the COVID-19 pandemic. The company identified consumer anxiety around safety. Their Yoda move was to replace the existing filters in their cars with N-95 filters. He says:
“There is a fundamental rule in marketing to listen to customers. We should be using customer feedback to change the product, so that we can come to consumers as a hero with a solution. Otherwise, it’s just fancy words.”
Building trust with informed consent
However, effective empathetic marketing relies on proper consent management. Consumer data plays a vital role in identifying consumers’ unmet needs. But poor consent management will risk eroding the consumer trust that you’ve built.
Many consumers are questioning how their data is being collected, stored, and managed. Therefore, marketers must be transparent and clearly express the value exchange.
Asthana emphasises the need to replace jargon-heavy opt-outs with clear consumer language:
“This is known as informed consent. There was a time when opt-out language was so opaque that as a consumer, I didn’t realise that I was required to do something. We need to place the consumer at the heart of everything we do and say as marketers. If we do not have anything of value to say, then let’s not say it. It’s that sincerity that sustains long-term connections with consumers.”
As consumers demand more personalisation, marketers must provide data transparency to ease privacy fears. Shifting to empathetic marketing based on a clear value exchange helps to build trust and maintain long-term connections with consumers.
Download the Sixth State of Marketing report to learn more about empathetic marketing and other key marketing trends.
How SEEK Asia Uses Data To Understand and Help Job Seekers
At LIKE.TG, Nichola Palmer works with customers to bring their stories of innovation and transformation to life. In this article, she shares how the SEEK Asia team took an empathetic and data-informed approach to help job seekers during the COVID-19 pandemic.
SEEK Asia connects job seekers with employers. It operates as JobStreet in Malaysia, Indonesia, Philippines, and Singapore, and as JobsDB in Thailand and Hong Kong. SEEK Asia typically handles more than 23 million applications every month, from around 1.5 million applicants.
But today’s job market is a whole new ball game. The COVID-19 pandemic created lots of fear and uncertainty. To stay connected, relevant, and helpful to its customers, SEEK Asia needed entirely new marketing strategies.
SEEK Asia’s Chief Marketing Officer, Ramesh Rajandran, and Bernard Chong, Regional Head of Personalised Marketing Insights, share more about how SEEK Asia adapted to the new job market:
Searching for the truth in data
“The new approach to the market required pure empathy in these highly challenging times” Ramesh says, explaining the laser focus on job seekers’ and employers’ needs above all else. “The marketing plans we made at the start of the year didn’t make sense anymore.”
SEEK Asia knew the employment market was looking for strong solutions in the midst of uncertainty. But before it could react in an empathetic manner, SEEK Asia had to ensure it properly understood the current environment. That involved going back to its customer data to find out what was driving the intent of job seekers and employers.
Data drove the SEEK Asia response
To conduct this deep dive into the market, Ramesh, Bernard, and their team turned to LIKE.TG Marketing Cloud and Social Studio. SEEK Asia used data from the beginning to shape the way it connects with and understands customers. Social Studio, in particular, offered revealing insights around what people were talking and asking about.
“We use Marketing Cloud to understand our customers, both job seekers and employers, and be relevant to them. That has always been about personalisation, about knowing their mindset and answering their needs,” Ramesh says.
As the COVID-19 situation evolved, the SEEK Asia team quickly realised that it couldn’t answer all the needs in the job market alone. It needed to work with governments. In the Philippines, for example, SEEK Asia worked with the Department of Labour Employment to discuss how they could partner to help more Filipinos find employment.
Real-time data also allowed the team to see interactions with applicants across multiple channels. The next step was to use that data to nurture relationships.
“We collected different signals from our candidates, so we knew which part of the customer journey they were on. By knowing which stage in the job process they were at, we could offer them very personalised content,” Bernard says.
“So, if a candidate was an active job seeker, we could offer useful, relevant advice. The data meant we could be completely relevant to each person, in that moment, and be of real assistance to them.”
Making a real difference with data
The SEEK Asia team refined and personalised communications with individuals to meet their needs. It could then focus on using their data to help solve the social and economic crisis of mass unemployment.
While some industries were facing challenges, others were suddenly and unexpectedly booming. Businesses in the booming industries urgently required new staff. However, many were not equipped to find and onboard staff under such tight deadlines.
Recognising this, SEEK Asia moved quickly to develop the #WorkNow program to help match thousands of people with employers that urgently required staff. The program has had an overwhelming response. To date, more than 100,000 people have tagged their profiles with #WorkNow.
“As a team, we are fiercely proud of our marketing pivot,” Ramesh says. “We wanted a sense of purpose about helping the community around us and #WorkNow has been able to help many people find new jobs.”
Learn more about data-driven marketing in the sixth edition of the State of Marketing report.
How To Build a Strategy Framework That Works
For her first blog in this Strategy series, Lee-anne Knight explained what strategy is and why it’s so fundamental in the success of a business. Now, Lee-anne shares how you can start building your own strategy.
Did you know that 74% of executives are concerned that they have not translated their strategy into tangible actions? Did you also know that only 35% of those executives believe their strategy is going to lead them to success?
What’s going on?
While we know having a solid and inspiring strategic vision is great for rallying the troops and stakeholders, it’s not what gets you to your destination. So, how can you create tangible actions and a plan to help you deliver on your strategy?
The answer is with a robust planning framework.
And there is no better framework to start with than LIKE.TG’s V2MOM, which stands for vision, values, methods, obstacles and measures.
V2MOM: a robust planning framework
Before we discuss how you can utilise the V2MOM framework, let’s take a look at how the V2MOM method works. To give you some context, V2MOM is the methodology that helped grow LIKE.TG from a four-person company to one with over 50,000 employees globally. As our Founder and CEO Marc Benioff said: “Success depends on constant communication and complete alignment – we’ve been able to achieve this through V2MOM.”
Has this strange acronym piqued your interest yet?
At LIKE.TG everyone creates a V2MOM, from Marc Benioff down. It provides transparency and alignment, which in a matrix organisation can be somewhat of a challenge! From an alignment perspective, the V2MOM method allows every employee to clearly communicate what they plan to achieve each year and how. Updated yearly, the V2MOM keeps us all connected as we conquer the year ahead.
From a strategy perspective, the V2MOM framework is just as robust in building a strategic plan. The beauty of the framework is it can span multiple years, and can be an instructive reference and checkpoint to ensure you’re holding your course. That doesn’t mean things can’t change along the way; important changes are discussed, agreed, and strategically referenced in the V2MOM.
Building a strategic V2MOM
Now that you have a better understanding of how the V2MOM method works, let’s dive into how you can use the V2MOM to build your own strategy framework that will lead to a successful delivery of your vision.
Vision: What do you want to accomplish?
A clear vision is a great starting point for building your strategy – it’s the encapsulation of the big hairy goal you’re aiming to achieve. The vision should be bold, clear, inspiring and importantly, short! If I can’t understand your vision without you explaining it, then go back to the drawing board. For more practical tips on creating a strategic vision, take a look at Gamestorming’s Cover Story exercise I mentioned in my first blog.
Values: What are the principles that matter?
Let’s be honest: How many of you have read a company’s values and thought they were fluff? Company values are not just ‘nice to have’, they guide us in our everyday decision making and tradeoffs. Values can be what keeps stakeholders engaged, just as they keep us all honest about the intent and impact of the work we’re doing. It’s why it’s so important to be strategic when it comes to determining the values that will help build your strategy. Don’t let them be fluff!
Ask yourself these questions:
What are the top three values that are key to the success of implementing my strategy?
What values are core to my organisation and how we work?
Are your strategy values aligned with your organisational values? Do they work in harmony or are they counter-intuitive?
Are these values clear and can everyone in the organisation uphold them?
After answering these questions and you find there is misalignment, you will need to review your strategy values. Remember, be holistic with your approach and allow your values to build on one another.
Methods: What are the actions needed to achieve the strategy?
Here’s where you can outperform those executives who weren’t sure how to turn their strategy into tangible actions. Methods are really where the rubber hits the road, outlining the key ‘chunks’ that start to form the strategy. Or in other words, how you are going to achieve the vision.
For example, if NASA’s vision was “to put the first man person on the moon”, the methods could have included:
Forming a team with the right expertise
Finding the right location for launch
Engaging other countries and teams for knowledge sharing.
Methods allow us to break the work down into manageable pieces, articulating the how and providing clarity on what each of the chunks is focused on delivering. It’s what leads people and strategies to success.
Obstacles: What stands in your way?
The value of a roadmap is not just knowing where you’re going, it’s having a view on what might stop you getting to your destination. Being able to plan for potential challenges before they arise, means you know how to deal with them when they manifest – saving a lot of future headaches. Although, not every obstacle is identifiable – COVID-19 is a perfect example of that – however, getting into the habit of thinking about and planning your way around obstacles builds the strategic thinking muscle.
Heard of the 80/20 rule? It’s officially known as the Paretto principle, and in this case, it means 20% of obstacles will cause 80% of the roadblocks you’ll encounter on a typical strategy journey. When the unexpected does happen, the muscle built discussing and identifying obstacles provides a fast path to escalate out of the challenge when your strategy strays off the path.
Measures: Planning for success
Every step in the V2MOM process leads to this final destination: ROI. Measures challenge us to call out, right from the start of our journey, what success looks like – and holds us to it. Without having a clear perspective of what you’re aiming for, you won’t know it, much less celebrate it, when you’re at the winning post.
A final word on V2MOM
The V2MOM is a great tool to use in a collaborative way, ensuring stakeholder engagement and buy-in right from the start. But executive ownership is key – the executive owner has to and must hold everyone accountable to the final plan.
Just as with Gamestorming’s vision exercise, building out your strategy roadmap is not a singular activity. At LIKE.TG the V2MOM is a living document. Reviewed on a regular basis, providing a level of accountability that is perfect for the ‘test, revise, deploy’ frameworks necessary to build the roadmap to deliver a successful strategy.
Need help writing your V2MOM? There’s a trail for that! Take our Write a V2MOM trail over at Trailhead.
This post originally appeared on the A.U.-version of theLIKE.TG blog.
How to Build One Team Around the Customer
Peter Doolan is EVP of Digital Transformation Innovation. He shares what it takes to change mindsets, overcome silos, and put the customer at the centre of the business.
Who owns customer centricity? Ultimately, everyone in your organisation does. That means collaboration must be your top priority.
In a previous article from this series, we talked about the need for customer-centric business processes, which lie at the heart of any customer-focused business. How do you bring these processes to life? You have to act as a unified team across silos so employees closest to the end customer are empowered to create enduring relationships.
Customer-centric companies have silos, too. They have clear designations of who’s doing what for efficiency. But they empower distinct departments to share, collaborate, and deliver integrated customer experiences — down to even the most junior employees.
Empower every employee to deliver the full force of the company
There is a good reason for silos: speed and efficiency. In the past, you could leave that statement and move on, confident in its accuracy. In today’s — and definitely tomorrow’s — digital world, rigid silos might be fast and efficient at repetition, but they are slow, expensive, and critical of change. To move your company from product-centric to customer-centric, you can keep silos but you have to advance them with new tools, new language, and new culture to ensure they become flexible, hyper-collaborative, and sensitive to customer needs.
What happens when customers have a poor experience with your brand? They speak to the first person they get from the company, and they don’t care what department the person is in. Unfortunately, and all too often, the customer ends up having to navigate the org chart to get what they want. Employees are simply not empowered and connected to serve the customer’s needs.
This requires us to abandon the top-down organisational structures we’ve inherited from the early 20th century, with rigid divisions between sales, service, marketing, and IT. And in a world where your customer is at the centre of your organisation, what the highest-paid person in an organisation wants may not be as important as what the customer wants.
It’s time for flexible, flatter, and empowered team structures.
Customer-centric companies think carefully about the customer experience and develop a customer-first culture to improve it. They overlay this culture with the tools and information everyone needs to make it easy to collaborate across teams and departments in the service of the customer. These same companies cultivate information transparency and celebrate team behaviour.
Thousands of our customers are born digital and customer-first. For them, the challenge is one of formalising the culture and collaboration tools as they scale. For thousands of larger companies, the issues are slightly different. They see immediate results, especially around NPS and CSAT scores when they formalise multidisciplinary teams dedicated to a location. This case study on T-Mobile shows how bringing together cross-functional teams delivers improved revenue, NPS scores, and customer retention.
Make a plan with internal stakeholders to get started
To start to make this discipline a reality, review your goals and KPIs with peers or departmental leaders outside your team — even those that don’t normally work together. Explore how you can help each other, and find goals you can share. Celebrate successes as a broader team as you step away from partitioned, traditional responsibilities.
Review the following list. How can you move from the department-specific approaches on the left to the customer-first set on the right? Have you listened to all perspectives, especially from those who are on the front lines with customers every day? Who is responsible for designing the end-to-end customer experience and where are the internal bottlenecks?
To become a customer company, you must have the mindset to evolve your business model, culture, and organisation. One example is the Chief Technology Officer of Edelman Financial Engines, who evolved his department from functional product teams to “customer journey” teams.
Technology is only an enabling platform for change. The real transformation takes place when everyone within the organisation shares the commitment to place the customer at the centre of everything.
For more information on building your team around your customer, check out the customer 360 playbook.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
Celebrating Partners and Customers Together: Asia Winners for APAC Partner of the Year Awards 2020
Every year, we recognise partners who have gone above and beyond to overcome their customers’ business challenges and deliver a significant impact. These awards reflect the vital role our partners play in our success and, more importantly, the enormous value they create for our customers.
We are continually inspired by our partners’ determination in solving unique customer challenges. We are also impressed by the speed at which they’re able to deliver value. In today’s environment, our customers know that transformation needs to happen in weeks, rather than years. That’s why one of the key criteria for our awards is time to value.
Additional criteria include:
The compelling nature of the business challenge solved by the partner
The innovative use of LIKE.TG solutions
Demonstration of measurable success
Our three award winners in Asia have excelled in all these areas.
Spotlight on our winners
Best Multi-Cloud Partner of the Year: Telcowin
Telcowin is a LIKE.TG Gold Consulting partner in Malaysia and our Best Multi-Cloud Partner of the Year. This award recognises Telcowin’s collaboration with UEM Sunrise Berhad (UEM Sunrise), one of Malaysia’s top property developers.
UEM Sunrise Berhad had embarked on digital transformation, with several objectives in mind. It wanted to simplify its business processes and establish a single source of truth for customer data. It also wanted to establish end-to-end visibility over its sales lifecycle.
Telcowin helped UEM Sunrise by seamlessly integrating LIKE.TG solutions. It implemented custom components that expanded UEM Sunrise’s digital capabilities on the service front and improved sales visibility. This gave the sales team the agility to connect and engage with customers across multiple digital channels.
“This award is proof that we chose the right path when we decided to focus on consulting and implementing LIKE.TG products. The continued trust we build with our customers and opportunities awarded to us will be the important factor for us to keep going, exploring, and expanding our horizon.”
Hafiz Izwan, Chief Executive Officer, Telcowin
Mid-Market + Implementation Partner of the Year: II Group
II Group Public Company Limited is a LIKE.TG Gold Consulting partner in Thailand. A life insurance company turned to II Group to improve their complaint management processes and provide a better service experience for customers. The solution provided by II Group included improved case monitoring and automated triggers to ensure cases are responded to within the defined service level agreement (SLA). This resulted in a 34% reduction in cases exceeding the SLA.
“Our entire team has worked so hard over the past several years to be the best in what we do to help LIKE.TG customers in Thailand achieve business value for their transformation initiatives. To win this award is extraordinary, but to keep it up is even more challenging. That’s exactly what our team will try to achieve.”
Khun Somchai Mekasuvanroj, Chief Executive Officer, II Group
SMB Implementation Partner of the Year: TechMatrix Pte Ltd
TechMatrix is a LIKE.TG Gold Consulting partner that is headquartered in Singapore. Aureus Academy, a music school in Singapore, turned toTechMatrix Pte Ltdto consolidate multiple legacy systems. The school also wanted to create a seamless and high-quality self-service experience for customers.
TechMatrix automated and streamlined various processes for Aureus Academy. These include enrolment enquiries, class scheduling, and subscription billing. To improve customer experience, TechMatrix implemented a customised mobile application and self-service web portal. Finally, TechMatrix automated Aureus Academy’s customer journeys and made them more personalised.
The solution resulted in a 30% increase in enrolment, a 50% increase in productivity, and zero service backlogs.
“We are very excited to win this award two years in a row. It is a testament to our customer-centric approach and our team’s hard work. It also serves as a motivation for us to continue partnering with our customers and driving results on their behalf. This focus on customer success will be key to our approach and success.”
Dharamvir Sharma, Managing Director, TechMatrix Pte Ltd
Find a partner to unlock your success
Finding the right partner can help you to accelerate your organisation’s transformation journey and unlock greater success.
We suggest those like our winners who have demonstrated best-in-class attributes and proven success. It’s also more important than ever to find a partner who can accelerate time to value. Look for a partner with experience and intellectual property that are specific to your industry. You’ll also want a partner who understands your unique challenges.
To find your ideal match, visit our Consulting Finder on the AppExchange.
Small Businesses Lean Into Tech and Customers During COVID-19 Pandemic
The fourth edition of the Small and Medium Business Trends Report analyses the responses of more than 2,300 small and medium-sized business owners and leaders. Chris Yio,Regional Vice President leading the Small and Medium Business (SMB) segment in Asia, shares some key report insights.
Business as usual has been anything but “usual” over the past six months.
In early 2020, as the global economy thrived, most small- and medium-sized business (SMB) leaders were focused on how to win new customers and access capital. But, the onset of COVID-19 brought new challenges, including a health and economic crisis. As a result, SMB leaders have had to adapt, but a surprising number remain optimistic about the future of their businesses while navigating uncertainty.
Today we released the fourth edition of the Small and Medium Business Trends Report. The report looks at how 2,300+ global SMBs are evolving in the midst of so much change. These include SMBs from the Philippines, Singapore and Thailand. We had the unique opportunity to survey these business leaders in March 2020 and again in August 2020. Obviously, a lot has happened during those months.
The report shows how much SMBs have shifted their business operations over the past six months. These insights can help SMB leaders adapt and prepare for the next normal as the business landscape continues to deal with the pandemic.
Here’s a look at what’s changed for SMBs between March and August:
Businesses are doubling down on customer communications
It’s more challenging than ever to meet customer expectations. All businesses have to worry more about safety and clean work environments, meeting local health mandates, and offering contactless service. Implementing these measures is one thing, but making customers aware of them is another. So, it’s no surprise that 55% of the SMB businesses surveyed are more careful about how they communicate with customers — and almost half have expanded the ways customers can get in touch with them.
Unsurprisingly, SMBs are leaning into technology to keep customers close. Over half of growing SMBs say tech drives their customer interactions or customer base growth. Really, businesses are meeting customers where they’re most comfortable: 63% of millennial consumers — and 61% of Gen Z consumers — surveyed in July 2020 say they’re more likely to support small businesses with a digital presence.
SMBs now lean into customer-focused tech in all kinds of ways, from offering online ordering for curbside pickup or delivery, to putting more focus on email and social media messaging. We also see a continued embrace of business technologies like customer relationship management (CRM). SMB leaders who use CRM cited delivering better and faster customer service as the technology’s biggest benefit.
Malaysia-based property development company Myra is using CRM technology to improve customer interactions. Managing complex customer journeys was difficult with the company’s cumbersome paper-based CRM. Ken Goh, Head of Marketing at Myra, knew that digital transformation was the way forward.
“With LIKE.TG, we are now able to act more as a consultant than a standard property developer,” he says. “We can provide advice and support throughout the entire customer journey — from finance to interior design. That has helped to reduce our drop-off rate from 6.7% to 1.45%, while achieving a 65% to 70% reduction in the cost per lead.”
Growing SMBs are accelerating their use of technology, but use fewer apps
We mentioned SMBs use technology to keep customers close as they figure out how and when in-person business can happen safely. The pandemic is also driving those able to invest, to consider ways tech can help shape their future for the better. Growing SMBs, in particular, focus on three key areas where technology can help: customer interactions, workflows, and internal communications.
What’s really interesting is businesses are using fewer apps to get more done — and they’d love to use even fewer. The average number of apps SMBs use to run their business dropped over the past year. This coincides with a 24% increase since 2019 in SMBs’ use of a CRM system — CRMs are now used in more than half of SMBs and offer centralised systems for sales, service, and marketing within the same app. The technology (68%), consumer products (68%), and manufacturing (64%) industries are the biggest users of CRM systems.
Insurance company gm, which is based in Singapore, is using LIKE.TG to overcome that challenge.
When CEO Douglas Chia took over the company from his father in 2013, he wanted to simplify insurance. This meant offering straightforward protection for the things his customers care most about. To achieve this vision, he needed a trusted and user-friendly CRM solution.
“We looked at a few different CRM vendors, but they were too complex,” he says. “Then we found LIKE.TG. We could use it straight out of the box for a simple deployment, and the intuitive user interface enabled fast adoption. Our move to LIKE.TG delivered a revenue gain of 30 to 40 per cent.”
Learn how SMBs are navigating the present and preparing for the future, by downloading and reading our latest Small Medium Business Trends Report. Plus, find out the new technology trends reshaping the business world and see how they can help set up your business for growth.
This post originally appeared in the U.S.-version of the LIKE.TG blog.
Infographic: 5 Ways WhatsApp Can Help Scale Your Conversations
Meeting the needs of today’s ultra-connected customers means delivering service on their terms.
It’s about two-way conversations, consistent service, and being there at the right moment. It’s also about making customer service effortless. Your customers want to engage with you via the same messaging apps they use in everyday life. One of the most popular apps is WhatsApp.
The mobile messaging app reached 2 billion users in 2020 and has been embraced by businesses across Asia as a way to service their customers. These businesses range from early-stage startups to companies like AirAsia. AirAsia launched an artificial intelligence (AI)-powered chatbot that responds to simple enquiries in several different languages.
So, how can you use WhatsApp to better engage with your customers?
As a start, WhatsApp should be used alongside all your other channels to deliver a connected customer journey. LIKE.TG can support you with this by providing you with a platform that allows you to manage all your channels and data in one place. It also lets you manage multiple text conversations at once so that you can deliver faster service and boost productivity.
Let’s take a look at how businesses are using WhatsApp and how it can help you to scale your conversations.
Learn how LIKE.TG and WhatsApp can help you have two-way conversations with customers at various points in their customer journeys. Join us for our on-demand webinar on how to leverage conversational platforms.
How Customer Engagement Has Changed, According To 15,600 of Them
To say this year has been different would be a huge understatement. Storefronts went digital, kitchen tables turned into conference rooms, and how we live, work, and shop have been generally turned upside down. What hasn’t changed for businesses, however, is the importance of providing an outstanding customer experience. In fact, 80% of consumers and business buyers say experience remains as important as products.
Of course, how to deliver those differentiated experiences transformed as life moved online and economic uncertainty moved in. Our fourthState of the Connected Customerreport, based on a global survey of over 15,000 consumers and business buyers, details how, and provides invaluable insights for business leaders navigating their paths back to growth.
The report details key elements of customer engagement in our radically changing times, including:
Earning trust pays dividends
People want to do business with brands they can depend on. While that was true before 2020, it’s an undeniable fact in a world taken by pandemic, social justice movements, and environmental crises, among other issues. Eighty-two percent of customers agree a company’s trustworthiness matters more than it did a year ago.
Like most relationships, gaining trust doesn’t happen overnight. Businesses mustearn trustthrough their actions over time, and it’s not getting any easier to accomplish. Sixty-one percent of customers say it’s difficult for a company to earn their trust – 7 percentage points higher than the previous year.
Evolving customer expectations present an opportunity for businesses to get closer to the audiences they serve through their actions. How are they showing up and what are they saying on issues beyond their particular industry? Ninety percent of customers say how a company acts during a crisis reveals its trustworthiness. And, this year, 56% of customers say they’ve reevaluated the societal role of companies. Customers want to see brands prove they’re interested in more than simply surviving through the pandemic and other crises. They want to see goodcorporate citizens making a differencein the communities they serve.
A company’s ability to build trust is inherently linked to its values. Customers expect brands to share their values and communicate honestly and openly. Brands that turn their back on doing the right thing risk taking a hit to their bottom line. Consumers will take their business elsewhere. The majority (62%) of customers say they have stopped buying from a company whose values didn’t align with theirs.
Empathetic, unified teams build differentiated engagement
Whether customers shop for themselves or on behalf of their companies, they expect interactions with brands to not only be convenient and digital first, but also infused withempathy and understanding. To no surprise, our survey results show customers want organisations to relate to their specific needs and expectations at every touch point. And they are making purchasing decisions based on personalised experiences.
There’snever beena more critical moment for companies to know their audience and relate to what they’re experiencing. Brands that get this – and actually invest in appreciating their customers’ varied perspectives – can gain a competitive advantage by delivering connected and contextualised engagement. While 66% of customers expect companies to understand their personal needs and expectations, only 34% say they usually do so. Moreover, more than half (52%) of customers expect offers toalwaysbe personalised.
So, how can companies get it right? One important way is for brands to ensure everyone under their roof has real-time information. When customers engage with a company, they shouldn’t have to worry about reaching the right person. Our research shows 76% of customers expectconsistent interactionsacross departments. However, 54% say it generally feels like sales, service, and marketing don’t share information.
“Disconnected experiences used to inconvenience customers,” noted Tiffani Bova, Growth and Innovation Evangelist at LIKE.TG. “They still do, but they cause so much more damage in our current environment because they signal insensitivity.”
Prior to 2020, customers were well on their way to becoming more digitally dependent in their interactions with brands. From Amazon to Hulu, more and more customers grew accustomed to having their wishes granted at the push of a button. In a socially distanced environment, those same customers – and many new converts – have come to viewdigital engagementas not only a convenience, but a necessity. Brands, in turn, have had to accelerate their digital transformations.
In just one year, online customer interactions grew from 42% (2019) to 60% (2020). While the sharp increase is, in part, a reflection of our overnight transition to a socially distanced society, the upward trend shouldn’t come as a surprise. Most brands were already in the midst of transforming their digital capabilities to cater to customers. COVID-19 just gave those plans a push. Customers agree, with 88% saying they expect companies to accelerate theirdigital initiativesbecause of the pandemic. Furthermore, 68% of customers agree that COVID-19 has elevated their expectations of brands’ digital capabilities.
In 2020, people are living and working much of their lives online. In fact, the vast majority (68%) of consumers say they’re online more often than not. As a result, they’re looking for companies to provide more digital options. Fifty-four percent would like companies to introducenew productsor services in response to the pandemic.
“To me, this really drives home the point that, yes, digital transformation is essential, but we need to think about it as part of something bigger,” observed Brian Solis, Global Innovation Evangelist at LIKE.TG. “The companies that use this moment to understand not just how to digitise their existing businesses, but how technology can drive new, innovative experiences that set them apart will prove more resilient as we move into the next normal.”
More insights to explore
The findings uncovered by our research reveal a customer base that craves personalised, digital-first experiences from brands they can trust. As our world continues to adapt and shift day by day, business leaders have an opportunity to use this knowledge to revamp how they engage their customers. In addition to the broad trends covered above, this research offers insights across demographic subsets and geographic boundaries. To further dig into this data, check out ourinteractive Tableau dashboards.
This post originally appeared on the U.S.-version of the LIKE.TG blog.
From Push To Personalisation, How AI Is Transforming Sales
With inputs by Alekhya Bodingari, Lead Solution Engineer, and Shantesh Akerkar, Lead Solution Engineer.
Sales as a business function is undergoing an accelerated transformation. Thanks to technological innovation, customers now expect personalised engagements and recommendations from sales representatives. The burgeoning role of sales in customer experience is no more a secret. But to rise to these new responsibilities, sales reps need deep insights into customer expectations to make effective decisions throughout the sales pipeline.
The use of artificial intelligence (AI) tools in decision-making helps sales teams take prompt, accurate, and insights-based decisions, transforming their engagement with prospects and customers. Here’s how AI tools support effective decision-making in the field of sales:
1. Better lead prioritisation for improved conversion rates
Lead and behavioural scoring is about predicting the leads that are most likely to convert. Several factors go into building a lead scoring model, such as:
Behavioural analysis: Understanding how potential buyers are interacting with a company is critical to lead conversion. For instance, someone visiting your pricing page is more interested in your products than someone who visits your home page and bounces back.
Company information: For a B2B enterprise, factors such as the annual revenue or any recent mergers and acquisitions (MA) of its leads are important parameters for lead scoring.
Engagement: The level and frequency of engagement shown by a lead for your content is also an indicator of their interest in your products. For example, someone subscribing to your newsletter is keen on engaging with you.
As customer journeys become more fragmented, and the volume of unstructured data rises, it can be easy to miss vital pieces of information. The use of AI tools can fine-tune lead scoring models such that the ‘hot leads’ are at the top of the pipeline. Besides, AI algorithms can continuously analyse consumer behaviour and adjust lead scoring criteria as the markets change.
Effective lead scoring accelerates an enterprise’s sales pipeline, helping reps close more leads faster.
2. Personalisation of sales strategy
Knowing when to reach out to a prospect and with what value proposition is just as important as who you are reaching out to. Historically, sales reps have relied on their experience and instinct to engage with prospects. But when sales reps use AI tools in sales, they rely on customer data to suggest a strategy.
Even unstructured data such as emails, social media posts, and minutes of a sales meeting can point to customer sentiment. When combined with factors such as a prospect’s annual revenue, territory, competitor involvement, and seniority of decision-makers involved, AItools like Einstein Account Insights and Einstein Opportunity Insights can suggest the best path forward for sales reps.
3. Better insights with automated data capture
Most customer relationship management (CRM) software are good at collecting structured data. But when it comes to unstructured data such as activity-data (emails, calendar events, minutes of meetings), CRMs often fail to capture it efficiently. Since activity data is alsoimmensely useful for extracting customer insights, sales reps capture it manually, which can be time-consuming. Enterprises want sales reps to spend more time selling. Ironically, sales reps today spend just a little more than 33% of their time selling. The rest is distributed between researching prospects, entering sales information, and generating quotes and proposals for prospects.
Sales Cloud uses Einstein to offer featuressuch as Einstein Activity Capture, which automatically syncs all emails and calendar events with the corresponding prospects in Sales Cloud. Thiseliminates data entry tasks for the sales team, translating to higher productivity, and eventually, better sales. It also helps sales reps find sales information in real-time with all the data pertaining to a prospect neatly collated in one place.
4. Accurate forecasting for an optimised sales strategy
Accurate forecasting is another way AI tools drive better decision-making in sales. Using AI tools, sales teams can do away with the guesswork and accurately predict how much revenue they stand to generate at the end of a forecasting period. The predictions are based on factors such as the past performance of a sales team, and the history and other recorded details of accounts in the sales pipeline.
For instance, with Einstein Forecasting, sales teams get real-time insights into predicted sales trends and how the team is doing against them. This data is available to the team on an intuitive dashboard that also offers graphical interpretations for maximum visibility and comprehension.
Leveraging AI for decision-making allows sales teams to do more with their time and sell more. It can also lead to higher revenues, enhance the overall customer experience, and enable richer relationships between your prospects and sales team.
To experience the power of AI in sales,tryEinstein for Sales Cloud.
This post originally appeared on the I.N.-version of the LIKE.TG blog.
