How to Score and Follow Up with Customers When They Need it Most
Neurological research shows that the human brain is biologically incapable of processing attention-rich inputs simultaneously.1 Also known as multitasking, there is a four-step process each time the brain engages in a different task. Moreover, studies show that it takes an interrupted person at least 50 percent longer to accomplish a task, and they make 50 percent more errors.
A good example of this is driving while talking on the phone. The more a driver increases their amount of task switching, the more they increase their risk of an accident.
The good news is, it takes less time to complete a task and errors are reduced if a person is familiar with the task at hand. I’d also like to call out young people for being able to switch between tasks in a more adept manner.
The reason this is important is because companies that manage a large amount of customer data have a dire need to organize and assimilate a strategy to complete customer follow-up initiatives. Since it is impossible for the brain to multitask thousands of records on its own, setting a workflow and priority system will enable any company to accelerate productivity and close more deals.
The ultimate question is: how do we as dealers organize the massive amount of consumer data that is constantly changing in our CRM? Most modern CRMs have some form of workflow set up for their teams to manage day-to-day customer follow up. Some of the more advanced CRMs use business intelligence (BI) to determine what the level of activity focus a salesperson needs to put on certain customers.
As I mentioned in my July article, business intelligence is nothing more than the simplification of a massive amount of data. The level in which companies use data to extract BI, and what they do with it, is what sets these companies apart. Essentially, BI answers the question, “What trends exist in this data set?” BI makes it so easy to focus on one customer at a time — to avoid multitasking!
Once those trends are determined, what you do next is key. For dealers, extracting business intelligence from the database and acting on it will ultimately win more opportunities. Proper use of BI will dive into your data to determine when active and prospective clients should be contacted.
Studies show that 70 percent of consumers expect a personalized experience from the brands they interact with. We learned from the last article that it’s not worth talking to consumers unless they want to talk to you. For that reason, using BI to deliver the most relevant message at the most relevant time will allow for a more personalized customer journey. Setting up an activity-focused scoring system allows dealers to respond to a customer based on their behavior with your marketing. Striking while the iron is hot is necessary for sales. Scoring allows you to focus on the customer who has the highest potential to convert into a sale.
There are many behavioral reactions that can influence the activity focus score. For example, the score goes up if a customer clicks a link in an email or text; responds to an email, call or text; or if a customer needs follow up based on the cadence of a past engagement, such as a need for vehicle maintenance.
Activity focus goes down when a salesperson sends a follow-up communication, an appointment is set with a customer or the customer has completed a transaction.
Activity focus information is ever-changing, but BI works around the clock, constantly analyzing customer activities in the CRM.
To join Jeremy Eisenberg, GM of Autoworld Mazda, and his discussion with other dealers on how he increased sales by 114 percent in five months, visit drivedominion.com/bi-webinar/. The webinar will be hosted on Wednesday, Sept.12, at 10:30 a.m. EST.
Follow the Conversation
This article is the third of a six-part editorial series on intelligent CRM usage. Next month: The Game Is On: Robot or Rep? When managers have limited visibility of their team’s performance on the front line, who can help?
1: Brain Rules, 12 Principles for Surviving and Thriving at Work, Home and School by John Medina