One of the Most Important Customer Questions May Be “Who Are You?”

This morning I got an automated call that did not make me hang up immediately as usual.

It began by saying something like this:

“Hello, This is a call from your bank offering to lower your present interest rate to 6.9%. This offer is blah, blah, blah.”

I listened for a few more lines expecting them to tell me what bank. Like most of the population, I use several banks. But it was obvious after a few seconds they were not going to answer that all-important question. “Who are you?”

I hung up the phone disgusted.

First of all, I assume that this was a legal call and that I am indeed a customer as they claimed. I am listed on both the national and state “No Call” lists for the number called.

But their refusal to tell me up front who they were completely ignored my need to make a decision as to whether or not I even wanted to listen to the message.

The second issue is that if it was the bank’s desire to reduce my interest rate, instead of sneakily raising it over time without my explicit permission as they have done in the past, then they should simply do so. Then send me a letter explaining how they were treating me like an important customer by voluntarily reducing my rate. What a novelty! Treat me like a customer for a change.

The banking industry really needs to sit back for five minutes and think about the needs of their customers. This industry is plagued by insensitive behavior in its marketing practices.

What experiences have you had with banks showing that they are either in touch with their customers or not?

Ted Grigg

Ted Grigg is a direct response strategist who helps growth-focused companies reduce risk by identifying weak assumptions before they become costly mistakes.

Over the course of his career, Ted has evaluated several hundred million dollars in direct response testing across direct mail, digital, print, television, telephone, and other channels. His work combines direct response strategy, acquisition economics, customer analysis, creative evaluation, offer development, and disciplined testing.

Ted has worked on both the client and agency sides of the business. That experience gives him a practical understanding of the pressures facing executives, marketing teams, agencies, and service providers—and of the problems that arise when activity, media volume, or creative preference replaces a clear economic objective.

His consulting work helps organizations examine such questions as:

  • Are acquisition goals economically realistic?

  • Is the allowable Cost Per Sale supported by customer value?

  • Are targeting, offers, creative, media, and response paths working together?

  • Are tests structured to produce reliable business decisions?

  • Are unproven assumptions being treated as facts?

  • Is the organization measuring sales outcomes rather than convenient proxies?

Ted’s experience includes the development of direct mail and multichannel acquisition programs for insurance, healthcare, financial services, technology, nonprofit, manufacturing, retail, transportation, communications, government, and business-to-business organizations.

For a national direct-to-consumer insurance company, he developed a direct mail format that defeated established controls and helped expand the productive use of compiled prospect lists from less than 10 percent to more than 30 percent of total direct mail circulation within one year. He also planned Medicare lead-generation programs for more than 60 regional and national HMO and PPO organizations, with some programs exceeding sales projections by as much as 60 percent.

Ted founded Wyse Direct, a direct marketing division of Wyse Advertising in Cleveland, where he developed acquisition programs and helped launch a new technology product for Seiko Instruments by generating a predictable flow of qualified sales leads for its national sales organization. As vice president of new business development for the Grizzard Agency, he helped broaden the agency’s strategic capabilities and pursue new commercial and fundraising opportunities.

He is the author of The HMO/PPO Marketing Plan—A Step-by-Step Guide, published by Executive Enterprises, and has written numerous articles and conducted webinars on direct response strategy, testing, creative development, and marketing economics.

Ted earned a Bachelor of Arts degree from Abilene Christian University and completed two years of graduate study at Texas Tech University. He is the founder of DMCG, LLC.

http://www.dmcgresults.com
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