Winning customer confidence
MARKETING today, especially in the service sector, is not just about branding anymore. Given the sea change in terms of attitude and expectations of customers, industries the world over are scrambling to win back and retain customer confidence to ensure their survival in a business world marked by intense competition. And going by the results, ensuring customer satisfaction is a daunting but most rewarding task.
Manufacturing companies have an easier time dealing with customers, because it is possible for them to standardise their manufacturing processes through effective quality intervention and produce a near perfect product. The service sector, alas, has no such respite. Without a tangible product to base their brand on and because they depend a great deal on repeat customers, the success or failure of industries in the service sector depends solely on their ability to build long-term relationships and goodwill with their customer base. Different customers have different expectations; hence it can be quite difficult to come up with a uniform level of service that satisfies all.
The secret of success for businesses in the service industry is simple: know thy customer. Cater to his finer sensibilities and you can have him eating out of your hand. In business terms, it is called emotive marketing.
What are the customer expectations from organisations that provide service? Here are some answers:
Customers tend to evaluate service quality on the basis of these factors.
Reliability: Reliability is defined as the ability of the company to deliver on its promise to its customers, consistently and dependably. A company demonstrates its reliability by delivering what it promised- be it prompt dispatch/delivery of goods, calling back on repairs, responding immediately to customer queries or supplying accurate information to clients or even by taking back defective goods or services when they come with a guarantee. A failure to deliver means losing valued customers.
Responsiveness: An organisation that is quick to respond to the needs of its customers is a customer-centric organisation. For example, you have just misplaced your wallet and along with it, your credit cards. You make one quick call to the customer service department, and within minutes your card is inactivated to prevent unauthorised usage; and on request you are issued a temporary card to help you tide over your immediate needs with no hassles whatsoever. Now that's what responsiveness is all about. Performance indicators for responsiveness are generally a function of time. Turnaround time in answering queries or help desk questions, cycle time for processing client orders, response time on call-ins are all a few indicators of the response speed of an organisation.
Customer confidence and assurance: By focusing on building a customised long-term relationship with individual clients; treating them with respect, courtesy and consideration and by demonstrating reliability in the delivery of promises, an organisation can build trust and goodwill in the minds of their customers. One software company offers an annual orientation programme for all its employees, irrespective of whether they are from the front-office, accounts, marketing or technical programming. Apart from tips on etiquette and general courtesy, employees are also taught how to deal with angry or irate customers or those who need help and information. `In our industry,' says an HR manager `every employee is a brand ambassador, and we want to ensure that outsiders, irrespective of whether they are clients, associates or dealers- leave with a satisfied feeling after having done business with us.'
Tangibles: Although last in the priority, it is true that the tangible aspects of a business plays an important role in influencing the customer's perception of an organisation's more intangible service. A nice looking office or store, professional personnel, attractive catalogues, crisp uniforms, neat bills and receipts, professional looking invoices and confirmations, all add to a customer's perception of excellent service. By the same token a shabby office or an unprofessional salesman can colour the customer's experience of service, even if it is otherwise excellent.
Demonstrating consistency and responsibility, asking the customer for feedback, empathising with his needs and treating with courtesy and consideration, going that extra mile to help the customer solve his difficulties, and projecting a professional image of your organisation not only ensures that the customer leaves the place with a happy feeling of having done business with you, but also comes back, again.
One last piece of advice before we conclude: the way to a customer's wallet (with due apologies to an overused adage), is through his heart!
B S
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