Susan and Bill have Relationship Problems!
04.09.2014 , by John O'Connor
The Susan & Bill Trilogy

Susan and Bill have relationship problems.

When we updated our Customer Relationship Quality (CRQ™) methodology in 2014, we created a storyline around two fictitious characters. The first was Bill, a thoughtful but somewhat introverted Marketing Director. His counterpart was Susan, a more aggressive but low-attention-span Sales Director. They may be fictitious but they bear more than a passing resemblance to some sales and marketing directors we have met in the past.

Episode 1 finds Susan and Bill having relationship problems. Well, their problems are primarily related to understanding the relationship their company had with its main corporate clients. However, there is also some evidence of tension between Susan and Bill themselves. This is the sort of natural tension that exists between Sales and Marketing in any large organisation.
 

EPISODE 1: Susan and Bill have Relationship Problems!

Susan – Sales Director

“I need real customer feedback. Something that helps my sales teams manage their key accounts. For the long-term. All Marketing are interested in is some box-ticking exercise for the folks in HQ.”

Bill – Marketing Director

“I need to provide HQ with Net Promoter Score (NPS®) metrics. It’s our corporate policy. For some reason, Sales just don’t seem to get it. NPS is a useful tool if they could only figure out how to use it properly.”
 

Net Promoter Score

Net Promoter Score (NPS) is a simple easy-to-use metric for measuring customer loyalty. Many large, well-known companies now use it as a key business metric. The concept behind NPS is simple: loyal customers are more willing to recommend you to a friend or colleague. To find out how loyal your customer base is, measure their willingness to recommend. The higher your NPS score, the more loyal your customer base is.

NPS is easy to calculate. It’s based on a single question: “Would you recommend Company XYZ to a friend or colleague?”. The problem is that Sales Directors find it hard to turn the answer to that question into a clear set of actions. Actions that can be used to improve a complex web of relationships in a large corporate account – or across an entire customer portfolio.
 

Does NPS work for B2B Organisations?

Yes, but!

On its own, NPS is not sufficient for understanding complex B2B relationships. It does provide a good starting point but in complex B2B relationships it must be supplemented by other metrics. These metrics must help account managers take action at an INDIVIDUAL account level, as well as helping senior executives focus on a small number of strategic initiatives across ALL accounts.

Deep-Insight’s unique Customer Relationship Quality (CRQ™) methodology helps Sales Directors do exactly that. CRQ identifies which accounts are its greatest Ambassadors, and which on the point of defection (Stalkers and Opponents). More important, the CRQ methodology identifies – for each account manager – what needs to be done to transform an Opponent into an Ambassador.

Relationship Segmentation

NPS tells you if you have a problem but not how to fix it. CRQ tells you what the problem is and exactly how to address it.
 

Back to Susan and Bill

Bill needs NPS data in a comparable format to data from other parts of the organisation, with feedback on brand, image, product and pricing. With Customer Relationship Quality (CRQ™), Bill gets his NPS data in exactly the way he needs it. That keeps Bill and his Marketing team happy.

On the other hand, Susan gets detailed account-level customer relationship feedback for her sales teams. Each account manager gets an account report for every client. They can looking at levels of Trust and Commitment for each client so that they, and Susan, can avoid any surprises when contracts come up for renewal. That keeps Susan and her Sales team happy.

Join us next week for EPISODE 2.