Quan is responsible for all marketing functions, including digital, ecommerce, trade promotions, training, brand management, marketing automation, analytics, and events.
In this discussion, Quan talks about what the Engagement Economy means to him, how that has changed Lennox’s approach, and the importance of balancing digital and personal interactions when connecting with customers.
Q. What do you think of the concept of the Engagement Economy?
My strategy is very much aligned with the concept of the Engagement Economy, especially due to the B2B selling efforts my team and I use to convert business owners, sales consultants, and technicians. We leverage digital innovations to engage with all those functional groups. Our old approach was to reach out only to owners via email. Now we encourage all these functional groups to leverage LennoxPROS, our B2B digital portal. Technicians can get product data, warranty data, and repair parts for a unit with a single scan. Sales consultants can create system matchups, pricing and professional proposals for homeowners. Business owners have always managed their relationship with Lennox through LennoxPROS, but we now have more capabilities there to support them.
Q. Has that change impacted your mindset and approach?
We’re very aware that just because a business owner has signed a contract with us does not mean that we have their business. The owner’s support simply provides an opportunity to participate with the firm. We then have to convert the in-house sales person in order to impact revenue and brand recognition.
Q. How has your marketing mix shifted as a result of increased engagement?
Although digital engagements are valuable, timely, and relevant, we cannot undervalue analog engagements. For example, this year I modeled Lennox LIVE to be like high-tech conferences. While we formerly had many technical presentations in the main hall, which made it difficult for participants to remain engaged, this year we had breakout sessions, motivational keynote speakers, and a wrap party. As a result, our sales team has been very vocal about it being their best event to convert opportunities into deals.
Q. What is the next step for your team to enable deeper customer connections?
Driving engagement has a lot to do with changing the company culture to being more customer centric; this includes our credit, warranty, and administration teams. Currently, these teams do not believe they touch customers, but what they do does really impact customer experiences. We all need to be vigilant about being more responsive to customer needs rather than being internally focused: “What do I need from the customer to get my job done?” For example, when customers want to file a rebate, a spiff, and a warranty, they have to enter the information repeatedly into different websites. We designed these processes with us in mind, not the customer. It would be so much easier for customers if they were directed to one page to file all three. We’re really striving to have everyone in that mentality of seeing us as a customer-focused organization. Driving great experiences and engagements is what will differentiate us in the future. Digital engagement is more scalable, but personal engagement is more valuable.