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From Emotion to Devotion: Creating a Loyal Client Base with No Acquisition Cost

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Ask an organization why they are in business, and they instantly state, ''To make money.'' Yet business growth is more than money. It's about creating value for those that request it — your customers. Unfortunately, too many business leadership teams focus on new acquisition and not on existing clients. There is no better way to remain competitive, to produce a strong brand, and to reduce acquisition costs than through customer fidelity.

Today most businesses clamor for customer satisfaction. There is so much literature on the subject that tips are as frequent as the number of channels on cable television. Customer satisfaction is a bromide. A more important issue to focus on is the customer experience. The customer experience starts at initial reception, goes through the purchase, and ends with the follow-up. Presently, organizations operate in an acute microcosm looking solely at customer satisfaction by reviewing sole interactions with clients. Customer experience is a constant and repetitive occurrence that illustrates accurate and consistent trends.

Some companies don't understand why they should worry about customer experience. Others collect and quantify data on it but don't circulate the findings. Still others do the measuring and distributing but fail to make anyone responsible for putting the information to use. In a recent survey by Bain and Company, only 8% of clients believe they had experienced superior service. The customer experience is important because of the multiplicity of potential new clients it can generate.



Key exemplars engage their clients and understand how to keep them engaged. A consumer and frequent client for a local UPS store requested brochure copies. The copies were promised for delivery late on a Friday. Through a series of unfortunate events the store missed the deadline. Defying defeat, the store operator personally completed the order. The client received a telephone call at 9:30 p.m. on a Sunday evening that the UPS owner would be personally delivering the brochures to him that evening.

Other exemplars are Starbuck's, where Baristas remember not only names but the drink orders of repeat clients. Southwest Airlines personally developed a culture of customer experience with its communication. Further, Apple Computers for decades enraptures customers with flexibility, ease and personal commitment. These companies purposefully engage clients and create a customer culture. The mantra for each assists to lower marketing costs, yet multiply clients due in large measure to personal success stories. The clamor for assistance, the desire for personal attention and the yielding of profits to performance creates a devoted and loyal fan base. Satisfying clients achieves numerical goals; however, translating them into an experience is a lesson in long term business success.

About Drew Stevens, Ph.D.

Drew Stevens, Ph.D., is known as the Sales Strategist. Dr. Drew creates more revenues in less time. He is the author of seven books including Split Second Selling and Split Second Customer Service, and Little Book of Hope and is frequently called on the media for his expertise. Sign up for Dr. Drew's newsletter The Sales Strategist at (drew3-143901@autocontactor.com).

Ask Dr. Drew

A. There is much talk today about customer satisfaction. What is it and how does it help organizations?

B. Customer satisfaction is vital simply due to consumer frustration with treatment. Organizations are in business to make customers not money; happy customers are returning customers. One of the most fruitless things I see are customer satisfaction surveys. These do not work. Surveys are isolated and typically are requested on good or bad days. Since a survey is based on a snap shot in time, there is little expression of build-up to or decrease in a pre- or post-survey. Further, consumers deplore completing a survey, time is taken away from purchases, and consumers do not have time to complete and rush through them diminishing response quality.. The best tool for client satisfaction is a return toward the customer experience. This is a holistic approach from beginning to end. The experience with a client begins at the reception desk or at the first client interaction through purchase and into service or follow up, if needed. Customer experience is a continuum, not a moment in time.

A happy client will tell others of their experience — effective bandwagoning is why Nordstrom's, Southwest Airlines, and Federal Express maintain exemplary retention rates. Clients want to build relations with those they trust and respect, now and always. It is this key differentiator that sets competitors apart.

On the net:Review Dr. Drew's new book Split Second Selling at
www.gettingtothefinishline.com/products.asp

Visit Dr. Drew's Blog at
drewjstevens.blogspot.com If this article has helped you in some way, will you say thanks by sharing it through a share, like, a link, or an email to someone you think would appreciate the reference.

Popular tags:

 trends  constant  UPS  Apple computers  leadership  customers  organizations  Starbucks  Bain and Company


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