Column ING personeelsblad, April 2009: Als ik de baas was… Met Anibal do Rosario
Juist in deze onzeker tijden kun je je als grootbank onderscheiden door de klant van een helder advies te voorzien. Door mee te denken en een stapje verder te kijken. Maar vooral door te doen wat je belooft. Je dienstverlening en product op peil brengen, en daarna pas overgaan tot grootschalige reclamecampagnes. Want de klant van vandaag is extra scherp op de steken die je laat vallen.
Ik zie service verlenen als een kerntaak van de bank en vind dat je dat niet moet willen uitbesteden. Dus zou ik juist meer bankwinkels openen met adviseurs die persoonlijk, op maat gesneden advies geven. Zo krijgt de ING een menselijk, lokaal gezicht. Ook zou ik meer mogelijk maken via internet voor die klanten welke zelfstandig hun bankzaken willen af wikkelen.
Ik zou de bank open gooien voor de klanten en collega’s meer verantwoordelijkheden geven, waardoor de klant écht merkt dat ze direct verder geholpen wordt. Ook zou ik bijvoorbeeld studenten meer perspectief geven op groei binnen de ING.
Als baas zou ik verder onderzoeken hoe we onze klanten en toekomstige klanten kunnen betrekken bij het merk ING door inzet van bijvoorbeeld Sociale Media zoals Hyves en Facebook. Hoe kunnen we onze formulieren en processen duidelijk en korter maken? En hoe geven onze concullega’ s hier invulling aan?
De uitdaging die ik samen met collega’s zou willen aangaan zou zijn: Hoe kunnen we met ING van een Procesgeoriënteerde naar een Klantgecentreerde organisatie groeien, die daadwerkelijk klaar is voor de nieuwe uitdagingen van morgen?
Coaching en training zou ik ook graag naar een hoger niveau willen tillen. Aangezien iedereen ook meer eigen verantwoordelijkheden krijgt, zullen managers minder hoeven aansturen, en zich meer kunnen inzetten voor persoonlijke ontwikkeling.
Met minder marketingbudget kunnen we via internet klanten toch nog op een slimme en doeltreffende manier benaderen. En binnenhalen natuurlijk! Maar dan moeten we ook onze organisatiecultuur durven aanpassen (Google maar eens op Enterprise 2.0). Als we onze dienstverlening aantoonbaar kunnen verbeteren, zullen onze klanten als ware ambassadeurs hun omgeving enthousiasmeren om klant bij ING te worden en kunnen wij onze beloftes vaker waarmaken!
Deze column is ook gepubliceerd in de April 2009 (“Amsterdam in Beweging”) editie van personeelsblad “ING Verder…”. ING Verder… is een Magazine voor alle medewerkers van het ING Callcenter Amsterdam (voorheem Postbank).No comments
Microsoft dares to take a peek: fast forwarding 10 years into the future of the interwebs; location based services seamlessly integrated with flexible Miniware (thin-clients!) and all topped off with a sweet layer of Augmented Reality…
Very Star Trek indeed, yet, it shows us that beyond the technology, the real challenge is going to lie in syncing all these services from various international competitors (Open Source and Interoperability Standards anyone?) AND getting the User Experience Design perfect.
Check out the inspiring video below:
MS Office Labs 20193 comments
Why the Click Is the Right Metric for Online Ads (On Adding Value and Thinking Beyond the Display Advertising Business Model)
“…many advertisers in the past gave most of the credit for a sale or conversion — which in the web world could include anything from visiting a website to printing an online coupon — to the last ad clicked on or seen by a consumer. But that means brand-focused sites such as NYTimes.com and MarthaStewart.com and even social-media sites such as Facebook and MySpace lose credit because they are often not where a consumer will see that last ad. And when they lose credit, they lose advertisers, and when they lose ad revenue, well, you’ve read that story.
“Publishers have a lot to gain,” said Steve Kerho, VP-analytics, media and marketing optimization at Organic. Mr. Kerho has been doing lots of analysis on how online-display ads affect search and conversions and found that in some cases, a display ad can increase a search ad’s click-through rate 25% to 30%. If he had simply measured the clicks from search, he would have missed the display ads’ influence.”
So… If we’d translate the above model to, say, a real world situation; that’d mean that the sales guy in the local electronics store should get a piece of the provision pie, and maybe you’re neighbourhood whiz kid should be offered a small fee too, since they were the ones that influenced you before you decided to shell out on a new bleeding-edge desktop and order it directly by mail-order, no?
Of course, the conclusion presented above is preposterous to say the least. Not giving full credit to the last click shows a lack of common sense and of everyday reality:
If we’d were to apply this model to the offline advertising industry we’d might as well start charging less for TV ads during the Super Bowl or advertisements in general, since it has never been empirically proven that said ads actually sell significantly more cars, to name but an example.
(Actually I hereby challenge thee naysayers to tell me why the fledgling automotive industry in the US can’t be saved by throwing more money against Interruption Campaigns now that the going is though… Odds are it’s because it just doesn’t work that way nowadays…)
Publishers would of course love to use such a model, since suddenly those abysmally low Click Through Rates on social networks ´d become a license to print money, yet that’s not where the problem lies: it’s about engaging with the visitors of the Facebook’s of this world if and when they feel like it, adding value to the community, giving them something to talk about or a good reason to get rid of their friends. The engagement model is a far more viable one since it makes it very clear for all stakeholders what the true value of those brand interactions are for everyone.
Conjuring op schemes to charge more for a product -display banner- that, on it’s own, has failed to truly deliver on its promise up until this very moment, is not the way forward out of this recession. The research budget would be well better spent on innovation, adding value to the visitors, strategic alliances -you name it, just do not waste it on taking undercover pot-shots at “Go -Emperor CPC- Gle” et all.
There is one thing that does ring true about the statement that a conversion shouldn’t be attributed to just the Last Click alone; and that’s the reoccurring coincidence that carefully crafted, creative Crossmedia campaigns drive word-of-mouth & website traffic, allowing for a tighter control on conversion, ánd they also have the uncanny ability to tip the Attitude scale in your Brands’ favour. A little…
It’s common sense and it’s what marketing should be all about: influencing as many factors as you can to get the prospect to turn into a consumer, making her loyal, spurring her on to buy more and in the end becoming a brand-ambassador.
The communication mix as well as the quality of your product combined with the customer centricity level of your organization all contribute to that end.
As well as a million other tiny factors (does the sun shine, did THAT girl on the train give you a smile, do you have enough money to spare, etc., etc..)
Yet, if we’d follow the philosophy of Mr. Kerho to it’s conclusion, it’d mean we’d have to split the Cost-per-Click revenue and spread the wealth over all communication channels and creatives -and not just the display banner- in order to get a somewhat “fairer” representation of value/conversion for money.
[The Adage article starts with this quote: “The great paradox of the web is that it’s an interactive medium and everything can be measured. And that’s wonderful — unless you’re measuring the wrong thing.”
I’d think what they should be stating is: The single greatest asset of the web is that it’s an interactive medium, perpetuously capable of reinventing itself. And that’s wonderful — Unless you don’t keep your feet firmly on the ground and try to look at opportunities with a positive mindset!]No comments
“no matter what books or gurus may say, customer-focus is a top-down game. from childhood we have learned to follow the example of those that lead us, and that means that customer-centricity should be mindset of all c-level executives. not in words, but in actions…”
“…of course, no self-respecting CEO will reorganise a business around the customer without a solid business case… …the CMO’s second step on the customer-centricity ladder is therefore to demonstrate the financial benefits of “happy customers” to the organisation…”
“to really focus on the customer, companies will need to… …tear up the detailed customer interaction and scripts. show staff and vendors how to listen and care. not only in the front lines, but at every level of the organisation. every department eventually affects the customer experience…”
He goes on to mention five steps to make your organization truly customer- (and prospect!)-centric:
- Step 1: start at the top
- Step 2. show them the money
- Step 3: start with the people
- Step 4: help them do the right thing
- Step 5: make it clear you mean business
Now, the real problem addressed here by Alan, of course, is “isle-thinking” or Department Silo Mentality SyndromeTM -a state of mind inherent to the way we humans are hardwired by evolution/mother nature, as any anthropologist worth his salt could tell you.
When bands of humans grow past the dunbar number, things (read: the consumer) tend to slip out of eye-sight or get dehumanized quickly; this is bad thing for your brand advocacy hopes, so this challenge requires a thorough rethinking of your Service Strategy (Service Design) and maybe even a restructuring of your organization chart…
The above is probably going to require some serious change management (skills) -see point 5 mainly-, effort and lots of lots of passion, training, coaching & patience. Lots. Of. Patience…No comments
“We are currently facing some of the most difficult and life threatening challenges with severe climate changes, the absence of clean water and food in large parts of our world, financial issues. These are all very physical problems. You may wonder what Social Technology can do about them. I imagine it could do at least 3 things:
1. It can help us create awareness of the problem
2. It can help us discuss and find solutions that can actually work
3. It can help us create enough momentum to force ourselves and our governments to act”
“The borders around our job truly change like they never have in the past. The borders of the country we live in don’t have the same power they once did because we are no longer held to them in the same way. With Social Technology everything changes – our world changes – we change.
But it is because of those very things – those changes – that I don’t believe we will see real Social Technology within our lifetimes. These types of changes are too radical and endanger too many positions of power. So the dream will probably remain a dream.”