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Customer Service
and Sales
are an underrated match - opportunity never quite fully actualized. On November
25, the Denver Post devoted an entire section to the lamentable quality
of customer service as the effects of layoffs and budget cuts began to take
hold. The article went on to detail "…how most company executives don't
see the direct benefit of investing in customer service."
It then noted some local companies that were
attempting to woo clients with service amenities. The one that sticks in my mind
is the hotel that put a bowl with a goldfish in it in every room for a cozy
touch of home. Another example was complimentary cocoa given to people in lift
lines at a ski resort. Both of these are relatively low cost items that are
amenities to customers already at a facility. However, they both beg the
question of the perceived value to the customer in making the buying decision.
If a customer is making a decision on whether
to stay at that hotel or frequent that ski area, how likely is it that either of
these amenities dictate or even impact their buying decision? I would submit
that the buying decision, especially in this economy, is impacted by
considerations such as cost, convenience and satisfaction of basic requirements.
It would not be unlikely that in reviewing the "success" of these
amenities, a corporate executive would conclude that the fish and the cocoa did
not increase market share and therefore are not a direct benefit. That corporate
executive would be exactly right.
Both are examples of giving the customer what
the company 'thinks' they want instead of asking the customer and potential
customer what it is they truly want and then providing it. Every customer
contact is a sales opportunity to find out what the customer in fact wants, what
facilities and services impact their buying decision and what other revenue
opportunities does the company have in providing the customer what they want.
If it is demonstrated to a corporate executive
the benefits inherent in customer service to the sales and marketing effort,
that executive would not be so reluctant to invest in a customer service
program. I stress program, because customer service seminars for line employees
and managers have short-lived effects if it is not demonstrated to them how it
impacts the bottom line and their continued employment.
An effective 'needs analysis' takes this
relationship into consideration when demonstrating the quantifiable benefits of
a customer service program to the corporate executives of an organization; that
is, which customer service programs impact the initial buying decision of a
customer and influences their intent to return. |
