Forget customer satisfaction. It’s a lagging indicator, and you can’t build a forward-thinking strategy based on historical data. Instead, companies need to take satisfaction to the next level and create real advocates out of their customers.
Three hallmarks of a customer advocate differentiate him from a supporter, influencer, loyalist or other satisfied customer.
An advocate:
• Supports the brand: Advocates will stand by the brand in times of difficulty, aren’t afraid to respond to criticism of the brand and will purchase its products as gifts for friends and family.
•Actively promotes the brand: Advocates share their experiences via social media, openly praise company employees both internally and externally, and provide unsolicited feedback on service and quality.
• Is emotionally attached to the brand: Advocates will forgive shortcomings (such as price) when buying products, and treat the brand as part of their inner circle.
So how does one create advocates out of everyday customers?
•Silence detractors: Create an environment in which customers have no reason to criticize your brand. Identify and prioritize customer pockets with a high concentration of negativity, and allocate resources to fix the root issues behind the complaints.
•Build a solid customer experience: Create consistent, coordinated interactions across channels to meet customer needs. Develop efficient internal processes, integrate data and empower employees to ensure customers are always satisfied.
•Offer extraordinary experiences: Go that extra mile when customers least expect it, and in return you’ll receive their long-term support. For example, as a Delta “very” frequent flier, I’ve received two unusual offers. One was an invitation to the grand opening of Delta’s new Terminal A in Boston. The second was an offer for two free flights to Miami, two tickets to an NFL game and a free night at the Ritz Carlton.
Satisfaction and loyalty are important, but they’re old news. Forward-thinking companies should be able to identify and collaborate with their customer advocates in order to build their brand, customer base and bottom line.
(Matthew Rhoden is a partner at Peppers & Rogers Group, leading their Telecom and Media practice. He is formerly a partner with McKinsey & Company and co-led McKinsey’s Customer Lifecycle Management practice.)
