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13/11/2017

Who does it really affect customer loyalty?

Who does it really affect customer loyalty?Among the experts in loyalty and building relationships with customers prevails a well-established point of view – any loyalty appears only in the interaction of the client and the company. Even the brightest brand and attractive promotional offer are not able to transform ordinary customer loyalty, if they are not followed by concrete actions. So there is a common formula of devotion of customers: the Brand promises, the Staff performs. And if, God forbid, “staff does NOT perform” all of the big promises of the brand is only empty sound.

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Given this, it is logical to assume that ordinary employees who work directly with consumers, are the creators of customer loyalty. Who does not like the saleswoman behind the counter or cashier in a Bank should not in word and deed to fulfill the brand promise and create customer relationships? Because the head has 200 times a day to smile unhappy, often aggressive, and sometimes just brutal to customers who, in a cruel twist of fate, “always right”.

In fact, it appears that top management has a far greater effect on customer loyalty than we are accustomed to thinking. The powerful influence of top management on the loyalty of the end customer occurs because of a simple but effective rule that still has not managed to refute any one company in the world: the QUALITY of EXTERNAL SERVICE will NEVER EXCEED the quality of the INTERNAL. If the company is not able to satisfy his subordinates, then the subordinates never fail to satisfy customers. To paraphrase this rule, will receive a modified version of one of the biblical commandments: “treat your employees the way you want your employees to behave with your customers”.

The practical implications of this rule is apparent when you take into account the study conducted by Sears of Canada. The aim of the study was to identify the correlation between the level of loyalty of internal customers (company employees) and the level of loyalty of external customers (consumers). The study revealed that the growth of the devotion of the employees of the company guide by 5.1% led to increase of customer loyalty of the company at 1%, which in turn increased profits by 3.4%.

So do not complain about the salesman who forgot to smile or acted improperly with you at the checkout. Perhaps the blame is not to blame for his leadership, which has not yet learned the principle of interdependence between internal and external loyalty. In good companies unhappy people don’t work!

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