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Will Your Customers Remember You?

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If your customers look back on the part of their lifetime when they used your products, will you be remembered?

Your­ decision ­to ­base ­your ­operating ­plan ­on ­your ­customers’ ­priorities ­rather­ than on ­your ­own earns ­you ­the­ right ­to ­customers’ ­continued ­business. ­By ­tapping ­into­ customers' ­lives, ­you ­open ­a ­world of possibilities. ­­You ­fuel­ the ­prosperity ­engine ­of ­your­ company.­

To do so, however, you need to be able to answer the following.



  • Do you know the moments in your customer’s life when they need you most?


  • Do you dedicate any part of your experience to those moments?


  • Will you be there?


Decision Intent: Get College Students Mobile


Zipcar was founded in 1999 to break the mold on car rentals by making cars accessible by the hour and by making that experience quirky and cool. With one foot in“cool” and one foot in “eco-friendly,” Zipcar has become a game changer. Gaining ground most rapidly with the under-35-year-old driver, Zipcar blends technology, community, and personality. Yale student Lisa calls it “a new cult of transportation.”

The need for wheels without the resources for owning a car has been a perennial dilemma of college students and young professionals. Zipcar wanted to provide the solution. And it wanted to do so in a way that appealed to waves of collegians and professionals reared on technology, increasing gas prices, and the power of community. The solution itself is game-changing---zip in and out of a parking spot near your dorm without going anywhere but the Internet to do the paperwork.

Motivation: College Students Are Early Adopters. Their Memories Pull Others In


Scott Griffith, Zipcar’s CEO, says, “We’re borrowing from Apple’s early days when it went after students to be its early adopters.”

Zipcar's goal is to change the traditional rite of passage of buying a car when you graduate. Zipcar yearns to develop a relationship early, by offering cars to college kids who want to drive. So, available rental cars include Mini Coopers for fun and BMW 5-Series for looking like the success students aspire to be after college.

Zipcar’s goal is to connect with customers early in their car-driving experience and hold them close through adulthood. Playing to the college student’s desire for instant gratification, the Zipcar experience is a perfect fit. Griffith has said about the experience, “Getting a car is as easy as getting cash from an ATM.”

Impact: Zipster Fan Base Has Grown to 250,000 Members


Since 1999, “Zipster” members have grown to 250,000 passionate users and ambassadors. College students have taken to Zipcar, which has a presence now at 100 college and university campuses throughout North America and London, and an inventory of 5,500 self-service vehicles. More than a dozen metropolitan areas have taken to the idea.

In an experimental partnership with Starbucks, Zipcar urged people to live a “Low-Car Diet,” and to try them out. Some 58% percent of people who participated said they were hooked and would not go back to vehicle ownership. According to Zipcar COO Mark Norman, it is averaging 10,000 new customers a month.

'Decide to Be There' Challenge


So, what are you doing to improve the lives of your customers?

Here are a few questions to get you thinking about whether you're memorable for providing what your customers need.


  • How would you rate your intent and ability to make your experience memorable?


  • How would your customers say you are doing?


  • Do customers rave about how you improve their lives?


  • Are you part of the story of their lives?


  • How do your decisions to create a memorable experience compare with this beloved company?


  • Do your decisions for dedicating part of your experience to the moments when customers need you earn you “beloved” status today?


Decide ­­what you ­­want your ­customers ­to ­remember ­about ­you and your experience with them.





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Jeanne Bliss began her career at Lands’ End where she reported to founder Gary Comer and the company’s executive committee, ensuring that in the formative years of the organization, the company stayed focused on its core principles of customer and employee focus. She was the first leader of the Lands’ End Customer Experience. In addition to Lands’ End, she has served Allstate, Microsoft, Coldwell Banker Corporation and Mazda Corporations as its executive leading customer focus and customer experience. Jeanne has helped achieve 95% retention rates across 50,000 person organizations, harnessing businesses to work across their silos to deliver a united and deliberate experience customers (and employees) want to repeat. Jeanne now runs CustomerBliss (http://www.customerbliss.com), an international consulting business where she coaches executive leadership teams and customer leadership executives on how to put customer profitability at the center of their business, by getting past lip service; to operationally relevant, operationally executable plans and processes. Her clients include Johnson & Johnson, TD Ameritrade, St. Jude’s Children’s Hospitals, Bombardier Aircraft and many others. Her two best-selling books are Chief Customer Officer: Getting Past Lip Service to Passionate Action and I Love You More than My Dog: Five Decisions that Drive Extreme Customer Loyalty in Good Times and Bad. Her blog is http://www.ccocoach.com She is Co-founder of the Customer Experience Professionals Association. www.cxpa.org

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  • by Michael Wilson Thu Jun 13, 2013 via blog

    Customer feedback and customer satisfaction is EXTREMELY important in running a good business mainly because without them, you wouldn't sell any product and wouldn't generate any profits. Make it a priority for your customers to fill out some surveys so you will really know what they think of you and their products. If there is something that you need to improve on, there is no better way than asking the people who have invested money into your product and have used it for a considerable amount of time.

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