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Customer Relationship Management Tuesday, 14 June 2011 Brisbane Chapter Forum Event Customer Relationship Management Tuesday, 14 June 2011 Gerard Reilly Frances Kinman Director, BBS Associate, BBS Who are CoreNet Global? • the World's leading association for Corporate Real Estate (CRE), property and workplace related professionals. • a global learning organisation, it is the industry thought and opinion leader. • a membership base of over 7,000 corporate real estate and workplace executives, service providers and economic developers. (Brisbane – a small but effective Chapter) • reflects the industry's focus on integrating the management of corporate assets, the workplace and infrastructure Brisbane Chapter Sponsors Diamond Sponsor Emerald Sponsors Coming Events 12 July 2011 – Chapter Forum (5.00pm to 7.00pm) Topic: “Safety – A CRE Perspective” 30 August 2011 – 2011 Brisbane Symposium “What are the issues keeping CRE Managers awake at night”? Issues Forum – All Day Event The Brisbane Chapter Website is at: http://community.corenetglobal.org/CORENETGLOBAL/Brisbane/Home/Default.aspx http://brisbane.corenetglobal.org/corenetglobal/brisbane/Home/Default.aspx or Google – CoreNet Global - Brisbane Today’s Format 1. Introduction (Frank Riley, Immediate Past Chapter Chair) 2. Panel Member Presentations 3. Open Forum – Q&A Session 4. Networking, Drinks and Nibbles Our Speakers Gerard Reilly Frances Kinman Director, BBS Associate, BBS Strengthening Customer Relationships in Corporate Real Estate CoreNet Global Forum – 14th June 2011 Gerard Reilly & Frances Kinman - BBS Customer Loyalty What are the key factors that form customer loyalty? Customer Loyalty Latest research is showing that corporate reputation impacts on customer loyalty as much as customer satisfaction and product/service quality Who impacts on your reputation? Staff & The wider Customers Shareholders community The Media Government industry/ unions Overview • Managing traditional media • Managing a crisis • Managing social media • Managing stakeholders and the community To improve your relationships Traditional Media Why manage the media? The media shapes perceptions + Perceptions shape behaviour Customers Government Shareholders Industry The General Public How do they operate? • 55% rely on press releases to generate the majority of their stories • 70% source stories from the PR industry (media releases or pitches) • Average journalist receives 101 press releases a day • Over 98% of journalists regularly use the internet while newsgathering • Journalism is a young profession, with 75% of journalists aged under 40 • 90% of journos were more likely to consider a story idea from a PR person they knew and had successfully worked with in the past. What is your role? Journalists need you for: Expert comment (at least one per story) Facts/figures/data/statistics Photos/visuals Just as people like to do business with who they know, media like to do business with talent they know and can rely on. Crisis Media What is a crisis? • Anything that adversely affects the operation of an organisation and/or adversely impacts on the public’s perception of that organisation • It may not be a real crisis, but a perceived crisis, which can be just as destructive • Remember you may not be responsible, but could still be perceived as being responsible and therefore will be forced to deal with the issue Common Crises • Staff issues • Environmental issues • Social issues • Fluctuations in industry performance • Resignation of key staff member • Health and safety issues • Change in government legislation • Negative reactions to your organisation’s activities • Community complaints Crisis Control - Preparation Day to day crisis management: 1. Be aware of issues that could be of interest to the media 2. Act on any serious complaints 3. Handle potential crises immediately Don’t wait. Acting quickly will ensure you keep control of the crisis. Crisis Control – when IT happens 1. Appoint a leader/spokesperson 2. Develop key messages and Q&As 3. Draft a “top drawer” media release 4. Other communication to stakeholders e.g. letters to residents, council etc 5. Develop key media contacts to get your side of the story out as quickly as possible 6. Identify positive news stories to create balance Crisis Control – things to avoid • Don’t allow media to wander your site unescorted • Don’t let inaccurate information go unchallenged • Don’t cut off journalists or get into a heated debate • Don’t appear heartless, arrogant or unconcerned Social Media Social Media “We use Facebook to schedule the protests, Twitter to coordinate, and YouTube to tell the world.” Social Media: What is it? A category of sites that is based on user participation and user-generated content. Social Media: How do you manage it? Are you going to watch or take part? • Create a Social Media Policy for your organisation • Investigate social media monitoring – Dialogix • Use it to get key messages to market – in both good times and bad • What internal resources do you have? Stakeholder & Community Engagement Stakeholder & Community Engagement New Development Engagement Tips • Engage as early as possible • Clearly define the scope – negotiables vs non-negotiables • Determine their decision-making role • Avoid traditional public meetings Improving your relationship with the community • Understand the drivers in the community • Be mindful of other issues • Go to them, don’t make them come to you • Build trust through listening • Be responsive • Tell them what you have heard and how you have reacted Stakeholder & Community Engagement New Development Your Reputation Customers Industry/ Media New Unions Development Your business The Govt community Questions Vote of Thanks and Recognition CoreNet Global - Brisbane Chapter June Forum Please stay back for drinks and canapés! .
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