For many people at the bottom of the employment ladder, doing meaningful work is the biggest challenge. In Outliers: The Story of Success, Malcolm Gladwell documented the multi-dimensional impact of meaningful works.
Those whose children did meaningful work became more successful and advanced in their careers than those trapped in less successful-rewarding occupations.
It describes a great deal of front office. CRM can play an important role in helping people gain meaning in their work lives, but evidence suggests that we may not be as successful as we can leverage modern CRM. More on this soon.
This has been seen well in a recent book, The Good Jobs Strategy: How Smartest Companies in Employees to Come Costs and Boost Profits. Businesses that invest employees can outperform their market peers through things like training and adequate technology support, it says.
Zhenip Ton, author of the MIT Sloan School of Management, took one of the toughest environments in which to make profits: low-end retail.
The retail space is replete with companies competing on price, and the conventional wisdom is that you cannot have a lower price without lower wages or without a business model that does not make sense and thus more of customer dissatisfaction Or less guarantees.
Conventional knowledge is often based on little more than opinion – and when the light of research shines on it, you may discover that what you thought was not true.
Ton found examples of low-end retail companies that view training and support staff as the secret to their success. Examples are illuminating, if only because these companies do not have employees who work full-time, but still receive federal assistance, such as meal tickets.
If you are only familiar with the Walmart model of keeping wages low, so that a retailer can offer a lower price, it will come as a welcome surprise. However, keep in mind that technology is not pixie dust alone; It will not make any difference.
What interests me about Ton’s book is how good it is with recent MIT Sloan research such as McAfee and Brynjolfsson’s The Second Machine Edge and Race Against the Machine.
All these books support the idea of running a lean enterprise. While Ton talks about the importance of providing meaningful work and employment with dignity, McAfee and Brynjolfsson talk about the importance of leveraging machines to make the work of rots and brute force to get people things like information Speak about – Leaving free to focus on high value – Aadhaar, like implementing information. This is the definitive recipe to support an item through the above three.
Customer travel map
In my mind, this is where CRM discussion centers today. We can talk about a digital revolution or customer experience, and they are important, but they do not meet the root causes.
The root of everything in my mind is to understand and support customer moments of truth – or, if you prefer, customer-facing business processes. Understanding what the customer faces without the customer experience will leave you off the mark.
Aiming at digital technologies that everyone is going to buy this year just leaves you open for another spin on the promotional cycle because you buy something and then forget why you need it (if you ever know Were).
We need both of those categories, but not until we explore the business processes required for our customers. In this light, I think the technique that is being described as the most valuable is: we don’t talk much about travel mapping.
A visit is a fancy way of talking about a business process, but with the benefit that it gives us to the customer rather than the seller. At least it has potential.
A well-documented travel map is the first step. It provides the root cause of everything a salesperson should do for their customers. A travel map tells you what the customer experiences, thus allowing you to plan it correctly.
Similarly, with a documented experience, it becomes much easier to choose the right digital technology to use in achieving your ends, which can short-circuit the propagation cycle.
In the second half of the year, understanding these realities will outline what we do – from building more realistic experiences to choosing the right tool for the job. It will also provide us meaningful work.