A Quote by John Sculley
As a brand marketer, I'm a big believer in 'branding the customer experience,' not just selling the service.
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Our advertising partnership with Allegiant Air is a natural fit for us. Branding encompasses everything from good customer service to strategic advertising positioning and targeting. This in-air branding exercise will allow us to target a specific player demographic, while continuing to expand the presence of our brand throughout the continental United States.
Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within eighteen months, or risk being left in the dust.
When a positive exchange between a brand and customers becomes quantifiable metrics, it encourages brand to provide better service, customer service to do a better job, and consumers to actively show their gratitude.
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.
Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc. To be in business today, our most important job is to be head marketer for the brand called You.
You have to create a consistent brand experience however and wherever a customer touches your brand, online or offline. The lines are forever blurred.
Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.
AOL, I think, represented an opportunity for a few things. One is I'm a big believer in the AOL brand, and I think AOL as a brand has touched hundreds of millions of people around the world. Reigniting that brand is a very exciting challenge and a big opportunity.
I'm constantly obsessing about brand. I think of my books in terms of brand. I think of my blog articles in terms of branding. How does it fit my branding? I think in terms of demographics.
How much do you as a consumer value a positive experience with a brand or its customer service department? How willing are you to share that with your friends? How inclined are you to let that person know that you're interaction with them was positive?
We decided that if we get the culture right, most of the stuff, like building a brand around delivering the very best customer service, will just take care of itself.
Hopefully 10 years from now people won't even realize we started out selling shoes. They will just think about Zappos as a place to get the best customer service.
I'm going to be bringing people into the public diplomacy function of the department who are going to change from just selling us in the old USIA way to really branding foreign policy, branding the department, marketing the department, marketing American values to the world and not just putting out pamphlets.
Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.
Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?
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