Customer Management as an Opportunity
Many companies have Trinaranjus syndrome, which was born as a soda without orange bubbles and ended up being Apple Trinaranjus and also with bubbles.
Today you can see the RACC, car club of Catalunya, in Segovia, and hear a neighbor of Grazalema del Rosario said that he is a client of La Caixa. Gas Natural itself (oxymoron?) Markets electricity, household appliances, and various services, and electricity companies sell gas.
We attend the reconfiguration of strategic sectors, competitive globalization and the movements of mergers and acquisitions of those who prefer to buy to conquer the market.
While the traditional boundaries between sectors are blurred, in full geographical and product expansion, many companies need to “loyalty” to their customers so as not to find themselves like Napoleon in the Russian steppe and with broken supply lines (“cash flow”). They need to “shield” their client portfolio; And in that goal, customer management and service quality are critical.
Is it possible to reconcile growth and quality of service?
In the following article our teacher and tutor, the elder Professor Orafla, firmly affirms that yes, it is possible to harmonize growth and quality and proposes a dozen and a half considerations and advice:
1. Consistency in the management of expectations and results. Oracle says: “Expectations management is as important as results management” and also: “Results management is as important as expectations management”.
2. In growing markets, keeping promises is a matter of responsibility. In mature and saturated markets (today) it is a matter of survival. Consequently, we must be excellent in internal communication and in collaboration between those who “make the promises” and those who must keep them.
3. The “purchase value” provides the first sale, but the permanence of the customer is based on their perception of the “ use value ”. It is, says Oracle, like marriage: “husband is bought in the hope of purchase value, but then it is maintained, when it is maintained, if a use-value is discovered, probably unsuspected on the first day.”
4. There are two types of commercials in the company, those that act as “full-time” commercials and the rest of the workforce, which are ” part-time commercials “. The employees, both front office and back office fulfill a commercial function. Poor company (sic) that leaves the responsibility of selling only at sellers. Poor employees, not strictly commercial, if they think that selling is a matter of sellers. Today they sell the telephone operators, the technicians, the installers, everyone who has the opportunity to interact with the client.
5. Each interaction with the client is a “ moment of truth ” because in that interaction the trust of the client is at stake. If we effectively manage that moment, we “create” the customer, otherwise, we destroy it.
6. In the “moments of truth,” you have to manage, in an integrated way, people, information and processes. If one of those factors fails, they all fail. This means that people in contact with the client must be selected, trained, motivated, etc., to standardize the interaction and back-office processes and ensure that technology, and technology management, provide the relevant information to people who manage each process.
7. In mature and saturated markets, to grow you have to know the customers very well; select the best and act selectively and effectively to achieve the maximum business potential of each of them. As Oracle says: everything is taken from the pig and the client.
8. But customer management has to be fair, I win because he wins. To get the client’s share of wallet, you first have to consider us as a valid and desirable alternative. Oracle Dixit: the possession of the client is divided between the heart, the mind, and the portfolio. The three shares: wallet, mind, and heart, is a package.
9. ” Change creates security “. If our world changes continuously, and changes continuously, only adaptation to change is a guarantee of the future. Staying in the same ways of thinking and acting is the fast way to extinction. That was what Orafla had to learn in life because he was not told that way by his family or at school.
10. Be efficient in operational management, day by day, but above all, do what needs to be done, that is, manage strategically. The story of the frog tells us how an animal specially equipped for diving can be cooked in a pot of water if it heats up slowly. It is what happens to the majority, day by day prevents us from anticipating the facts, we always go behind, cooked.
11. Dissonance exists. Making decisions is relatively easy, the difficult thing is to accept them. And customers often suffer from dissonance, when they interact with customer service they may be thinking about how to back out; After payment, when they are already using the new product or service, they continue to discuss their decision. But this is usually forgotten from the perspective of the company.
12. The vast majority of customers are not dissatisfied with the products, they are dissatisfied with the treatment they receive. Where can the competitive advantage be? Oracle says that a company that keeps all the promises made to its customers, something as simple as keeping the promises, would have a competitive advantage over its competitors … because nobody does.
13. And going a little deeper: today, competing for the product is the game of minorities, a handful of companies. We can differentiate ourselves only by “doing things right,” “doing things the customer prefers.” Differentiation, which is the essence of any business, will be based on the quality of the relationship with the customer.
14. Customer loyalty is an act of love, the customer is loyal to self-love. And what does your loyalty ask for? We know it without a margin of error: reliability and availability.
15. Encourage the co-participation of the client in the marketing processes has a prize, the client involved generates more business than the seduced client. The enlightened despotism of the market: “everything for the client, but without the client” is less profitable than the active participation of the client.
16. The quality and productivity of customer service must be improved. Almost everyone accepts as natural the improvement of product quality and the simultaneous reduction of costs and prices; but when it comes to services, it costs to accept more for less. And that is what it is about, to achieve it with strategy and technology, in this order of importance and chronological in its implementation.
17. Don’t forget, the infidels are you, the companies. As Oracle says: customer infidelity is directly proportional to the occurrence of opportunistic practices in companies.
18. If the rumor is the black information market, the rumors spread when there is no “official” information, the client who shares his negative experience with other clients is in a tax haven created by corporate ineptitude.
In short, if we reflect on this dozen and a half issues, if we accept the challenge of change, we assume our commercial role and transfer it to the processes, technology, and performance of people, we will be creating a solid business position
And the old professor concludes: “innovation is still absolutely necessary for the prosperity of an organization, but we must forget the inventions of the comic and seriously think of innovation applied to customer management, as a business opportunity.”