The staff in the service is rude, impatient and gives the customer clear understanding that he reminds him of the boy “Nerv” from the cinematic series “The Wild Guys”: “He is just annoying with his request, and we are lucky Enough other customers! ” The sales colleague from the in-house service keeps strictly to his discussion guide, with telephone requests, at times he reads the prefabricated answers even from the sheet. “Then I can not do anything wrong”, so his hope.
Painful Consequences
The salesperson is impressed by the "great qualities" of his product. Listening to the customer, keeping his speech as large as possible and learning what he really wants? Wrong indication. The employee in the complaints department, finally, is about to admit that both his company and he personally was not quite uninvolved in the delivery of the goods. "Only to admit no own fault," is his motto.
Friendliness before problem solution
It is hoped that it will be different in your service and sales department. Otherwise it might be that your customers fly with flying flags to the competition. A study by AchieveGlobal, which surveyed more than 5,500 consumers worldwide, shows that cases like those described lead to negative customer experiences. And with painful consequences: the customer goes forever and ever. It's not the same: Many customers share their bad experiences with other people, online, timely, and not always quite factually.
Empathy is required
The damage is fatal. It is one of the survival needs of the future to shape positive customer experiences - as evidenced by customer experience research. Whoever wants to stabilize and secure his business success in the long term is well advised to build up his strategy on the customer experience, namely on the positive. They decide about the company's competitiveness.
Developing competences specifically
The Gretchen question is, of course, what must happen, what should you change so that the customer can gain outstanding experience with your company? The AchieveGlobal study also provides in-depth insights that sometimes surprise us. For example, 33 percent of all surveyed customers attach more importance to polite and respectful treatment than to the immediate solution of their problem.
They are ready to wait - as long as the person with whom they interact is friendly, polite, and responsive. Therefore, relationship orientation is more important than problem-solving orientation. One must not exclude the other - but it is already a fundamental result of the study that outstanding customer experiences manifest themselves primarily in the concrete interaction between man and man. Pointed: The best product is missing its effect when it is praised by a rude employee. This means that if you want to force your customers to go over to the competition, you have to hire incapable and impolite employees to work on emotions, and should avoid using them to show how "moments of truth" can be shaped positively
Such a moment of truth, for example, occurs when the customer complains or something has gone wrong. Customers do not forgive if the employee is only looking for spurious excuses and excuses. It is more effective to react in a self-evident way: the employee apologizes! Almost 30 percent of the surveyed customers are impressed by the fact that the employee is capable of doing this and that this apology is credible and sincere.
Furthermore, the welcome is crucial for the perception of the customer: It is conceivable that the management team, together with the employees, is looking for innovative ways to avoid the 08/15 welcome, especially during initial contact. This is where information about the customer collected in a database is used.
If the customer is allowed to celebrate his birthday in close proximity to the date, it is obvious to address this at the welcome ceremony. But the employee can also use the knowledge of the hobby and the preferred conversation topics - at least with known customers - to make the greeting emotional. And true sense of empathy is shown when the employee already recognizes the fact that something is wrong, and feels sympathetic with the customer, at the customer's voice and non-verbal signals. And this is not just because he has to, but because he means it honestly.
However, the necessary staff competences do not fall from the sky. It is true that some of the required behaviors are a matter of course for the customer-oriented approach. The study shows, however, that in many employees, it is probably a bad idea to show behavior such as "impoliteness", "indifference" and "no concern for my problem"
A change of consciousness and a consistent 180-degree change in attitudes and behavior are required to the customer. The tasks of the management and the management team therefore consist in pointing out the importance of their behavior in the "moments of truth". In addition, there should be targeted support on the side of competence development. So, in your area of responsibility, do a competency check: "What skills do the employees need to create inspiring moments of truth for the customer?
A comparison with the existing competencies points to the competence gaps, which must be closed immediately in order to increase customer loyalty and motivate the customer to stay.
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