Patricia Seybold Group E-Business Consultants & Thought Leaders How to Provide Customer Intelligence Getting to Know and Serve Your Customers Better By Lynne Harvey This report is a reprint from the July 13, 2000 Patricia Seybold Group's Customers.com® Strategic Planning Service. It has been reproduced here as originally published. Customers.com® / Overview How to Provide Customer Intelligence Getting to Know and Serve Your Customers Better By Lynne Harvey July 13, 2000 NETTING IT OUT THE CUSTOMER’S EXPERIENCE COUNTS To be successful, every company needs to understand its customers well. That means going beyond the basics—who they are, where they live or work, and what they’ve bought. It’s even more important to understand what each customer wants in the context of her situation at a particular point in time. And it’s essential to appreciate the way each customer wants to interact with your e-business at every touchpoint. The same customer may have a different set of expectations when she’s interacting by phone than she does on the Web, for example. For many people, gardening is a year-round vocation. Take Audrey, for example. No matter what season it is, she’s always working on her flower garden. From January through September, Audrey spends months planning. For the past 25 years, she’s planted white narcissus, yellow tulips, and grape hyacinth in early spring; blue dahlias and white daisies from mid to late summer; and purple and white mums in the fall. But she also tries a couple of new kinds of flowers every year. Last year, it was the white poppy. The year before it was purple aster. Ordering from The Garden Store is one of the rituals in her life. When the catalogs arrive after Christmas, Audrey gets her pencils and planning board out and checks off the bulbs she wants to order, carefully comparing her notes from the previous year, noting which flowers bloomed and which didn’t come up. Two years ago Audrey’s life was turned upside down. Her husband Bob received a promotion at his job on the condition that he relocate from their home in Delaware to Bob’s company headquarters outside of Kalamazoo, Michigan. In spite of all the things Audrey needed to do to move, she e-mailed The Garden Store to let them know that she was moving to Michigan. This was two weeks before the moving van was scheduled to arrive at her house. Much to her surprise, the folks at The Garden Store sent her an e-mail the next day, letting her know that they had updated their records to her new address. They also attached a file to the email containing a list of all the flowers Audrey had ordered over the past two years with a chart that showed when these flowers could be planted in Michigan and suggestions for other kinds of flowers that thrived in the more northern, zone 5 climate. The document also contained tips for saving and Customer intelligence facilitates this kind of context-specific insight. In contrast to other forms of business intelligence, which attempt to assess the profitability and efficiency of an ebusiness’ operations, customer intelligence focuses on gathering and analyzing information about customers to deliver a better customer experience and to increase customer yield. In this report we present a conceptual framework for understanding customer intelligence. We show that customer intelligence is part of a holistic process that not only gives insight into who each customer is and what that customer needs but ultimately enables companies to successfully build long-term relationships with their customers. Customers.com is the registered trademark of the Patricia Seybold Group, Inc. • 85 Devonshire St., 5th Fl., Boston, MA 02109 USA • www.psgroup.com 2 • How to Provide Customer Intelligence transplanting some of the existing flowers in Audrey’s garden. Needless to say, Audrey was thrilled! Not only could she save many of the treasured plants in her garden, but now she knew which kinds of flowers would thrive in her new home. The Garden Store told her that if she placed an order, they would mail the bulbs to her new house as soon as she arrived. The Garden Store understands what it takes to build loyalty. By providing personalized service and understanding its customer, the Garden Store just secured Audrey’s loyalty. Three Steps to Knowing Your Customers about understanding not only how economical it is to retain the customer but also how profitable the customer will be over her lifetime. This can be difficult to do, but it is the main ingredient that enables companies to understand their customer relationships beyond segmentation models. Providing the Services and Solutions to Fit Each Customer’s Needs. Personalized service is all about providing the exact product and service at the right time so The key to achieving success that the customer is dyfor any e-business lies in ing to buy! • providing just the right offer to keep customers coming back and knowing your customers better than you’ve ever known them before. This report is going to show you how to know your customers the way our fictional Garden Store does. The key to achieving success for any e-business lies in providing just the right offer to keep customers coming back and knowing your customers better than you’ve ever known them before. Knowing your customers gives you the insights that lead to providing the right products backed by the right services—products and services that your customers value! Getting to know your customers sounds so obvious. But it isn’t easy. To do it you need to rethink the way you measure your business. More important, you have to rethink the way your company attracts new customers, keeps its customers, and makes its customers profitable. These can be achieved by: • Identifying Potential and Current Customers. In traditional marketing, customers were identified through demographic models and broad market segments. In today’s world of emarketing, companies are still trying to place customers into segments. However, these segments have become more granular. Customers are now identified, not by their zip code but based on what they like, what they’ve bought, and how they want to be treated. • Recognizing the Value that Each Customer Brings to Your E-Business. Recognition is Performed with care, each of these objectives can help you acquire, develop, and retain meaningful relationships with customers (see Illustration 1). What Is Customer Intelligence? Customer intelligence focuses on gathering and analyzing information about customers to deliver a better customer experience and to increase customer yield. It’s the process for effectively understanding your customers—understanding things like who they are, what they need, and how valuable they are to your company—and then applying this insight to effectively meet and exceed your customer’s expectations. Companies that excel in gathering and using customer intelligence can attract and retain more customers, increase their level of profitability per customer, and increase customer satisfaction. In our example about the Garden Store, this hypothetical company understands the value of its customers by collecting and analyzing customer information. Even with its large customerbase, The Garden Store knows what kinds of plants each of its customers has selected over time, which plants they buy on a seasonal basis, and whether they buy plants as gifts or for their own gardens. The company also knows each customer’s lifetime value by tracking each customer’s transactions, from the first purchase to the present. As a result, it has been extremely effective at providing services and products that can meet © 2000 Patricia Seybold Group’s Customers.com® Overview • 3 Lo ya lty The Goals of Today’s Organizations uis it Ac q Recognize ion Str a teg y Act Identify © 2000 Patricia Seybold Group, Inc. Illustration 1. To succeed in business today, companies need to get to know their customers better than they ever have before. To do this effectively they need to identify potential and current customers, recognize the value of their customers, and provide the right mix of services to each of their customers. its customers’ expectations. As we saw in Audrey’s case, the company was able to suggest not only what kinds of plants Audrey should order for her new house but how she could save many of the plants in her existing garden. This kind of insight comes from knowing your customers really well. It doesn’t come from sales forecasts and demographic marketing models! A FOUR-STAGE FRAMEWORK FOR DELIVERING CUSTOMER INTELLIGENCE Intelligence, in the psychological sense, is more than just facts and figures. It is more than IQ, the numeric quotient of brainpower. Intelligence is the ability to make sense of the world around you and to act on this understanding in an effective manner. Customer intelligence is derived from understanding information about a customer and applying it in a useful manner. It is the ability to understand © 2000 Patricia Seybold Group’s Customers.com® your customers and to translate this knowledge into effective strategy and action. Customer intelligence is a process with four stages: 1. Gathering customer data 2. Analyzing data 3. Formulating strategy based on the analysis to recognize customer value 4. Taking action based on the strategy This simple framework may seem obvious, but many companies don’t put it into practice or else do an incomplete job. All too often, companies don’t go far enough in using these four components; most tend to focus on the first two elements (data gathering and analysis) but don’t follow through by creating a strategy or acting on it. 4 • How to Provide Customer Intelligence Not a Technological Endeavor Many e-businesses confuse the application of technology solutions with the customer intelligence process. Technology solutions can automate many of the steps in this framework, but they are not a substitute for the process itself.1 • Products that customers frequently buy together (such as fishing poles and mosquito repellant or picnic baskets and lawn chairs) • Observation of click-stream/browsing behavior • Observation of purchase/action behavior Much of this data is available from Web and call center tracking tools and/or from a customer contact Identifying customers entails gathering different system that allows customer service agents to capkinds of information that can help you determine ture anecdotal information on the fly. Some of this who the customer is and what information can also be gathered context he’s in and storing this by applying empirical data gathinformation in such a way that it ering techniques such as survey Intelligence is the ability can be easily accessed by different and focus group data and using to make sense of people within your company and campaign management and/or eby the customer himself. the world around you and mail marketing tools that have What kinds of data do you need to act on this understanding mechanisms for deploying and to gather about your customers? creating electronic surveys. in an effective manner. Of course you’ll start with cusUltimately the data you collect tomer profile information—name, will help your organization know address, job title, company name, not only who your business and/or phone numbers, and roles—as well as transaction consumer customers are, but what they need, and and call-log histories. In addition you’ll want to start what your company can provide to them at any gathering other kinds of data that help define how given moment. Personalized service can only be decustomers behave and how they prefer to interact livered by remembering everything that has hapwith your company. This information includes: pened to the customer within your organization, understanding a customer’s preferences within specific • Customer service history scenarios, and building on that understanding of past behavior and transactions to help anticipate the cus• Transaction history tomer’s needs in the context of any given moment.2 STAGE 1: GATHERING CUSTOMER DATA • Interactive survey data • Directed question responses • Data from interactive personalization tools (like configurators, search engines, planning tools, and gift registries) • E-mail response data • Product registration information A Word on Privacy. Of course, issues of privacy and trust raise their heads when gathering customer data. At the Patricia Seybold Group we believe that a permission-marketing approach is a prerequisite for gathering customer information. Get the customer’s permission and buy-in every step of the way. Always offer something in exchange for the information you seek. And make sure that the customer can view and modify the information you’re collecting about him. If a customer perceives that you have betrayed her trust in you, no personalized offer—no 2 1 See “Moving from Self-Service to E-Sales,” (March 2, 2000, http://www.psgroup.com/doc/products/2000/3/ psgp3-2-00cc/psgp3-2-00cc.asp). See “It’s All About Me and You,” (May 4, 2000, http://www.psgroup.com/doc/products/2000/5/psgp5-400cc/psgp5-4-00cc.asp) and “The Tale of Customer Intelligence,” (June 1, 2000, http://www.psgroup.com/doc/ products/2000/6/psgp6-1-00cc/psgp6-1-00cc.asp). © 2000 Patricia Seybold Group’s Customers.com® Overview • 5 very important process for being able to analyze your data effectively. But segmentation is not the beall and end-all. When intelligence efforts don’t go beyond the process of building a profile and placing STAGE 2: ANALYZING CUSTOMER DATA the customer in a predefined segment, companies There are as many ways to analyze customer data aren’t practicing customer intelligence. They are as there are waves on the beach. Analysis, however, failing to recognize the value of each customer. should not be viewed as a financial measurement Simple segmentation based on demographics can task or just a series of metrics applied to customer present an incorrect picture of customers by atinformation. Customer metrics and financial actempting to make generalizations. For example, what counting practices do have their place in determining if Mary who lives in Beverly Hills is actually a livethe value of your customers, but in gardener? What if John’s the act of analyzing customer uncle owns a computer store data is much broader. and gives him free equipment When intelligence efforts Analysis is the way to unbut John himself is barely comdon’t go beyond the process of derstanding your customers. puter literate? building a profile and You need to be able to analyze customer data to answer quesplacing the customer Don’t Get Caught in the tions like, “who are my best Profitability Trap in a predefined segment, customers?” But you also need companies aren’t practicing Marketers often think segto find answers to the questions menting a customerbase by customer intelligence. that may not be so obvious, like profit is the best way to deter“why are these customers my mine which customers should best customers?” and “when, get premium service. The cuswhere, and under what circumtomers who have spent the most at a particular comstances did they become my best customers?” pany are ranked the highest and receive the most personalized services. Going Beyond Segmentation and Targeting Profitability models, however, are not the best Quite often if organizations are successful in way of segmenting a customerbase for four reasons: gathering different kinds of customer data, they then categorize the customer based on characteristics as• It’s Not Just $$$. Many companies are sursociated with her. For example, if Mary lives in prised to find that the customer who spends the Beverly Hills we assume that she has a high income most at your company is not necessarily the and categorize her as a top-tier target customer. most profitable, especially when she demands a Many sites on the Web will also place customers in high level of service and shows little propensity categories based on technographic attributes. For for future loyalty. example, if John has the latest Internet browser and a • Referrals Generate Revenue. As many marhigh-speed connection he may be categorized in the keters and economists have shown, referrals not technographically advanced segment and also cateonly fatten a company’s bottom line, they are the gorized as a highly desirable customer. mark of a profitable, loyal customer. A customer These kinds of categorization practices are often brings value, not only by what she spends but by used by direct marketers. They’re typically used to what she encourages others to spend with you. drive the sale of products rather than to establish a customer relationship. • Pareto’s Law. This is the 80/20 view of profitNow, don’t get me wrong. Segmentation is a very ability, which deems that the majority of your important process for delivering customer intellicompany’s profit is derived from the actions of a gence. To make sense of the mounds of customer few. Even though Pareto’s Law may be true, the data you must be able to organize it effectively, and other 80 percent of your customers still add categorizing and segmenting your customer data is a matter how attractive or well-focused—will repair the damage. © 2000 Patricia Seybold Group’s Customers.com® 6 • How to Provide Customer Intelligence revenue to your bottom line. Moreover, many of the customers that you might categorize in the 80 percent today could move into the top 20 percent tomorrow. • To build the relationship you need to move beyond just gathering customer information and creating segments and understand what each means to your business. You need to recognize each customer’s value. Develop Your Branded Customer Experience. We’ve spoken with many e-businesses that STAGE 3: RECOGNIZING CUSTOMER don’t want their front-line employees to know VALUE which customers are the most profitable ones. They feel strongly that, although highly profitA few words about customer value. Understandable and loyal customers may be offered special ing a customer’s value is a complicated, difficult services, all customers should be treated equally task. What is a customer’s value and how do you well. Remember, the purpose of customer intelmeasure it? Is customer value a lifetime valuation? ligence is to give the cusIs it a metric of retention? Is it a tomer—any customer—a metric of referrals and affinity better experience of dealing relationships? The customer’s value with your firm. can be defined in a broad sense Measuring Customer Value Segmentation Is Judgmental as a stream of actions that garner value for the customer and yield value for the firm. There’s another important reason why segmentation models should not be confused with the act of recognition. Segmenting is a judgmental act. When you segment you’re placing your customer in a cubbyhole, which may be fine for certain situations but is inappropriate for others. Customers want to believe that they have choices. If a customer feels as if you’ve put him in a particular category and only provide him with a specific set of products and services, he may not feel as if he has the ability to make choices in an autonomous fashion. For example, I recently received a notice from my bank that they were no longer offering account transfer services over the phone. If I wanted to transfer funds between my checking and savings accounts, I had to drive to my nearest ATM or branch office rather than pick up the phone. The letter that my bank sent me noted that the “premium value customers” however, could still transfer money over the phone. My choice of services was limited just because my bank didn’t place me in the “premium” category. Perhaps the bank’s intent was to make me want to become a premium customer, but instead knowing that I was being segmented turned me off! Value can be all of these things and more. The customer’s value can be defined in a broad sense as a stream of actions that garner value for the customer and yield value for the firm. We believe that all companies, both B2B and B2C, should be measuring the lifetime value of their individual “atomic” customers as well as their “molecular” accounts (for B2B) or households (for B2C). Once you have a basic set of lifetime customer value models you can begin to link these to customers’ interactions. One of the key differences between customer intelligence and other forms of intelligence (like business intelligence, which attempts to quantify a company’s operational functions, and eintelligence, which attempts to quantify its online efforts) is that customer intelligence can determine value from an ongoing interaction as opposed to a completed transaction. In other words, with customer intelligence you can determine value as your company is interacting with a customer. For example, Egg, the U.K. financial services firm, tracks which customers are setting up “fantasy portfolios” on its Investment Centre Web site. These customers might not yet be investors, merely credit card customers, but Egg now knows that they are interested in investments. The most basic way to measure customer value is through constantly improving metrics. As e- © 2000 Patricia Seybold Group’s Customers.com® Overview • 7 through delayed referrals. For example, I may have businesses evolve they typically focus on certain bought back-to-school items for my children from types of metrics to measure their strategic e-business Kmart when they were young, and now as a grandgoals. For example, many pure-play dot-coms that mother I may refer my own children and grandchilare focused on acquiring customers rely on Web site dren back to the store for more supplies. My lifetime metrics to gauge the effectiveness of their site in atvalue as a Kmart customer, therefore, has been extracting the customer’s attention. More mature etended over time. businesses typically focus on improving the cusCustomer value encompasses a stream of actions tomer experience for the particular tasks that custhat reflect the history that your customer has had tomers want and need to do on their sites. They also with your company, his current behavior and intermonitor each customer’s ability to complete a transactions, and the anticipated stream of actions over a action and the extent to which the dollar value of the lifetime, which in some industries can range to more customer’s transactions grow over time. than 20 years. In fact, Patricia Your business model will Seybold has argued that the sum also tell you the kinds of things all your customers’ lifetime valto measure about your customUltimately these customer data ues plus the sum of your future ers. For example, in a B2B analyses will be used to help customers’ lifetime values model you’ll probably need to predict and gauge the way that yields an accurate picture of the measure the length of the endvalue of any business.3 to-end sales cycle and the numcustomers will interact with ber of people and roles involved your organization. for each account. In a B2C Using Customer model where you sell shirts, Intelligence to Evaluate computers, or seasonal garden the Customer’s Experience products, you might be monitoring repeat purchases Ultimately these customer data analyses will be and cross-category buying propensities for each used to help predict and gauge the way that customcustomer. ers will interact with your organization. The answers As an e-business evolves in its level of technolgleaned will help your organization determine ogy sophistication and the number of its customerwhether its interactions with each customer met or facing channels, the need to interact and better unexceeded the customer’s expectations. derstand its customers deepens. For example, Eddie Bauer was one of the first clicks-and-mortar retailers Intimacy in Electronic Communications. Alto correlate an individual customer’s buying behavthough customer experience is just one driver of deior across touchpoints including catalog, Web, and termining customer value, it deserves special note. store. Some customers responded to receiving a It’s important to consider how the customer’s expecatalog by picking up the phone and ordering, others rience differs across electronic touchpoints and by visiting a store, and still others shopped online. channels (in addition to the offline ones). One of the Lifetime Value. Lifetime value—the total profits you will realize from the actions of a given customer over the lifetime of that customer’s relationship with your company—typically has many variables (such as cost allocations, referrals, cross-sell, up-sell, and retention), so many in fact that it can be difficult for a company to predict all of the ones that will affect the lifetime value calculation. For example, many companies assume that if a customer defects, that’s the end of the customer’s lifetime value. But if the company wins the defecting customer back after a period of time, the lifetime value calculation may be extended. Lifetime value can also be extended © 2000 Patricia Seybold Group’s Customers.com® more interesting aspects of electronic communications media that most people don’t realize is that, as the method of communicating becomes more distant and more abstract between two entities, there can actually be a heightened sense of intimacy. At first glance, this seems to go against the perception that you can connect most deeply with someone face to face and that, as you rely more on technology solu3 See “The Source of Value in the E-Economy: Interactive Customer Relationships,” (by Patricia B. Seybold, January 13, 2000, http://www.psgroup.com/doc/products/ 2000/1/psgp1-13-00cc/psgp1-13-00cc.asp). 8 • How to Provide Customer Intelligence tions to communicate, you lose a sense of presence and identity in the process. Yet, the strange thing about using electronic channels like the Web, phone, and wireless devices is that, even though the flesh and blood may be lost, presence is actually extended over location as well as over time. Using these touchpoints, we can be in multiple places at once, available anytime, and accessible over any distance. Think of how e-mail has widened our circle of friends and brought us back in touch with extended family members. easily and being able to access customer data and analysis quickly. STAGE 4: TAKING ACTION Adapting to Meet the Needs of the Customer Ultimately, the goal in using customer information and analysis is to determine what the customer wants and needs. Analysis will also help your organization determine when to approach a customer, Using This Extended Presence. how to approach a customer, and Given that by nature people are what kinds of services to deliver to most adept at face-to-face interaca customer beyond just creating Customer DNA refers to tion, the challenge for any organipersonalized offers. zation lies in understanding how to a set of information that For example, many sales teams take advantage of this new, exuse a combination of customer data companies have tended presence to aid the cusfrom Web site search tools, online about their customers. tomer. You need to not only underhelp desk, and Web traffic servers stand what information can be used to determine how and when to apto help foster interaction but also proach a customer. At the Patricia determine the most appropriate level of contact and Seybold Group we often sift through the search queinteraction. How frequently should a company apries that our Web visitors enter to help us understand proach its customers with an offer? When should a what kinds of topics our readers and customers are company attempt to anticipate the customer’s needs? interested in. For example, if someone has searched What is the optimal method of communicating with for information on customer acquisition and data a customer? And, how far should a company go to warehousing, our customer service supervisor calls serve the needs of its customers? For example, Des or e-mails him to alert him to an upcoming report on Kenny of Kenny’s Bookstore discovered that he the topic. could boost customer lifetime value by greeting each customer who registered on his Web site with an Collect and Use Customer DNA early morning phone call within two days. We have found that many companies rely on a The answers to these questions need to be deset of core customer information to help customers rived by looking at the gestalt of customer informastreamline their business dealings. We use the term tion in the context of an overall customer service and Customer DNA to refer to this set of information relationship management strategy. Once you arrive that companies have about their customers for many at a strategy for interacting with customers—one of the customer’s key scenarios. Here are some exthat is consistent with the branded customer experiamples of Customer DNA: ence you want to convey—you’ll need to provide the right mechanisms to ensure consistency and fluidity • The service records that a car dealership mainin these interactions across touchpoints and sales tains for its customers channels. Here is where technology can support the results of the customer intelligence process. Imple• Customers’ financial portfolios maintained and menting your strategy may require integrating both updated for them front-office and back-office systems. It may also require flexibility in architectural design, providing • Patients’ medical records and outcomes, mainelements like being able to change business rules tained in confidence, with integrity. © 2000 Patricia Seybold Group’s Customers.com® Overview • 9 • Engineers’ design simulations • Architects’ plans • Companies’ insurable assets • Companies’ computer systems and network configurations that they have installed and running These data sets are valuable customer intelligence assets. They become part of the customer information that can be leveraged to provide more convenient and appropriate service for each customer. We refer to them as Customer DNA because each one is unique, yet each core set of customer data intertwines with the company’s business processes to produce a highly customized response. Perhaps the best way to demonstrate Customer DNA is with medical records. Medical records contain lots of different kinds of information about you and your health. The records contain not only basic pieces of information about you but the results and reports of the different tests. Medical records also contain diagnosis or analysis and recommendations about how to act on the test result reports. When you enter a hospital, different branches of the hospital will use your medical record information to complete specific processes. For example, the billing department will use some of the information to determine how much to charge you for a specific procedure. The nursing unit will determine what kinds of medicine to give you, the lab will determine where to send their test results, and the admissions department will determine what kind of room to place you in. To be successful in understanding customers, companies should understand how their Customer DNA works. Once you understand what your Customer’s DNA is made up of, you can begin to understand how to refine and extend your core business processes to deliver custom responses. Providing Effective Service Many online marketers equate providing effective service with one-to-one marketing and personalization. © 2000 Patricia Seybold Group’s Customers.com® One problem with both one-to-one marketing and personalization strategies for attracting and retaining customers is that they both tend to emphasize delivering specific pieces of information rather than facilitating customer interaction. The customer is mostly left out of the loop and the company basically stays in its own closed loop of gathering pieces of customer information, applying segmentation models (albeit very narrowly defined segments), and pushing personalized text and offers out to the customer. Although customized information can be very useful in helping a customer make decisions, actions and a warm, caring person often speak louder than words. Service is the goal for today’s customer economy, and to provide effective service you need caring, motivated people in the loop who can reach out and help your customers. Trust, respect, convenience, saving time, and making it easy to do business are the fruits of effective service. Thus it’s important that your customer intelligence process involves getting as much information as possible directly from the customer and applying the insight gleaned from that information to meet the customer’s needs. In a nutshell, providing effective service means that you determine what your customers want and need and you find the best way to deliver it to them. ADAPTING CUSTOMER INTELLIGENCE To meet your customers’ needs you must be flexible. You will need to constantly adapt your own processes. This means that your customer intelligence efforts will never be done. Honing customer intelligence is an ongoing process; you’re constantly trying to understand who your customers are, what they want, and the best way to deliver what they want. Using customer intelligence well also means that you have an incredible opportunity to understand the role that your customers play in a larger context with your business partners and suppliers. Once a customer becomes loyal to your company, the opportunity to leverage that loyalty via referrals is great (see Illustration 2). 10 • How to Provide Customer Intelligence The Customer Value Chain Customer Value Product Offers Acquisition Service Retention Referrals © 2000 Patricia Seybold Group, Inc. Illustration 2. Understanding a customer’s value enables a company to guide its customers through each stage of a life cycle, from the initial purchase of products to creating loyalty and generating referrals. Final Thoughts In summary, customer intelligence is a core part of your ongoing e-business activities. It’s not a separate, isolated activity of gathering statistics. It’s a process for understanding your customers and then delivering the right products and services to fit their needs. It is a process that is continuous and evolutionary; the more you understand your customers, the more you will continue to anticipate and meet their ever-changing needs and earn their trust, their loyalty, and their profitable business. © 2000 Patricia Seybold Group’s Customers.com®
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