How To Bring Customers Back

By Brooke Bigley

Building actual loyalty with each consumer in turn is the best thing you can do for your business right now, not new technology, economies of scale, or first-mover advantages.

When clients grow loyal, things change. You are the only store on the market for them. You are the only brand and provider that can compete with you. Customers that

• Language: English
• Publisher: Brooke Bigley
• Release date: Apr 25, 2023
• ISBN: 9781088111314

Book preview

HOW TO BRING CUSTOMERS BACK

How To Bring Customers Back

Copyright © 2023 by Brooke Bigley

All rights reserved.

Table of Contents

Reaching for the perfection of customer service

Introduce

1. THE ENGINEER ON THE LAX

2. FOUR FACTORS RELATED TO CUSTOMER SATISFACTION

3. WORDS COMING SOON

4. SAVING THE WOMEN

5. TRACK AND BRING CUSTOMERS BACK

6. DATA ABOUT YOUR PRODUCTS AND SERVICES

7. EMPLOYEES

8. LEADERSHIP

9. WHAT IS GOOD, WHAT NOT?

10. BUILD CUSTOMER LEGALITY ONLINE

11. Hello/Goodbye

Reaching for the perfection of customer service

Customer Relationship Management (CRM) is still known for its volume, speed, and efficiency. That's fine, but what counts most, what produces strategic value for a company, is loyalty: customer loyalty and staff loyalty. Even the most inventive businesses struggle if they don't know how to develop them. They may collect as much data as they like or create a list of any significant client segment they choose. Do they empower their staff to make decisions in real-life situations? Otherwise, when the calamity is announced, the staff will depart. No matter how inventive and amazing the products and services are, customers, stockholders, and other stakeholders will die early. Everyone desires genuine service provided by someone who is compassionate and devoted. Knowing how to make it, on the other hand, is everything from common sense. However, these ideas are not always simple, and they frequently contradict current business trends, so you'll need someone to guide you. That is how this book came to be. Superior Service, Sustainable Profits is the first book to outline in detail the concepts that enabled Micah and Leonardo win two Malcolm Baldrige Awards with the Ritz-Carlton hotel chain, and now lead them in the Capella and Solis hotel brands. These are the same ideas that West Paces Consulting applies to customers in a variety of sectors, from food service to auto parts. The way these ideas are put together is really original and new. What you'll learn in this book will enable you to reimagine any part of your company, repeating your great successes on a smaller scale than your ideal owner archetype. Customers must be truly understood in order for them to return for more. I strongly advise people to read the book!

Introduce

ONLY STORE IN THE MARKET

Building actual loyalty with each consumer in turn is the best thing you can do for your business right now, not new technology, economies of scale, or first-mover advantages.

When clients grow loyal, things change. You are the only store on the market for them. You are the only brand and provider that can compete with you. Customers that are devoted to you are like lovers who are always monitoring your every move.

Few companies recognize the importance of client loyalty, and even fewer understand how to cultivate it. Customer loyalty, on the other hand, may help any organization achieve total success and stability. When the time comes, businesses with strong customer loyalty will outgrow their competition and have plenty of breathing room if things go wrong.

In essence, establishing customer loyalty is investing time getting to know your clients firsthand and then implementing simple procedures to turn those insights into long-term commercial partnerships. By doing so, you elevate your offer from a simple economic transaction to a personal connection.

The idea that all you have to provide is a replacement good is today's biggest danger to a business. This risk jeopardizes your progress: No matter how powerful your company is in terms of technology, territory, or branding, your business model is ultimately at danger. You will collapse as well. And it'll happen sooner than you expect in this era of rapid change.

Create long, loyal, and personal relationships with your consumers to avoid this threat. It is the most reliable method of avoiding market obsolescence.

The positive outcomes will astound you.

The Ritz-Carlton, BVLGARI, The Walt Disney Company, and a new hotel brand, Capella and Solis, which Leonardo is running with partners, have all undergone significant adjustments as a result of Leonardo's understanding how to develop loyal consumers. The basic, strong, and flexible techniques for attracting loyal consumers can benefit you as well. You do not need to work in the luxury business to use them.

Micah used these loyalty-building methods to turn a modest media and production services firm he founded in a small basement room in his family apartment with limited financial resources from his credit card into a well-known and strong corporation, as you'll see. The manner he turned Oasis into one of the leading firms in the area has also gotten him some press in the business world, including case studies in Success magazine and an American bestseller. Purple Cow by Seth Godin (rough translation: Purple cow). When we handle our clients according to the concepts and methods mentioned in this book, we have achieved success.

Since then, Leonardo and Micah have been able to apply their loyalty-based strategy to a wide range of businesses, including leading law firms, restaurants, banks, flower farms, tour companies, independent music labels, convention centers, and hospitals. Everyone who works in these industries benefits from loyalty organically.

The benefit for following all of these guidelines is more than simply money. Your reputation, ethics, and capacity to develop great connections (at work and at home) will blossom as soon as you start building client loyalty. Because earning loyalty entails caring for, respecting, and always considering the requirements of the consumer, this comes easily. Putting this time to good use will raise your worth.

Building consumer loyalty takes time and effort, but it's a rather straightforward process. While many components of the business process are beyond your control – currency rates, global tension, technological development - mastering and using it properly is still achievable. Throughout the life of the firm, the most crucial procedure of bringing in loyal consumers follows constant and predictable standards.

1. THE ENGINEER ON THE LAX

In search of the highest level of client service

Let's pretend you're the CEO of a hotel chain. When the maintenance engineer at one of those hotels was changing the light bulb in the hallway ceiling, he noticed a mother and two sons wrapped in towels exiting the pool area. The shower was still dripping wet. Under her armpits, the lady grumbled, struggling with the hallway door. When the engineer realized what had happened, he set aside his job, walked down the ladder, crossed the corridor, smiled, and opened the door for her.

He said, Welcome back to the hotel. Let me assist you in carrying your suitcase. Are you confident in the water? Are you two content? Which floor will you be on? He went back to work after selecting the floor and exiting the elevator.

When I related this tale to CEOs and managers in seminars, the first emotion I got was envy: I'd be thrilled if all of our people could achieve that level of customer service, one remarked. When a consumer has a need, my team responds quickly, said another manager. Instead of stating 'it's none of my business,' did he put his career on hold?"

In truth, practically everyone only sees the negative side of things. It's a respond condition if viewed positively: The woman fidgets with the door, impatient for the engineer to notice and respond. Responsive service is an excellent strategy to get repeat consumers. However, in order to swiftly build a huge and devoted consumer base, your organization must improve.

When you, your system, and your workers anticipate your customers' wants, they learn to detect and meet them before they materialize, often even before the consumer does. Customers are aware that they have a requirement. That's the difference between offering ho-hum (responsive service) and cultivating loyalty via actual first-hand service.

Purpose vs. Function

Let's take a new approach to the situation: If the engineer on the ladder sees his mother returning from the pool with her stuff, she could think to herself, My daily job function is to change light bulbs, paint the ceiling, and mend the pipes, but my goal is to help produce a lasting impression on the customer. He quickly went down the ladder and opened the door, saving the female client from having to fiddle with the door and knock for assistance.

Under your direction, the service engineer offers a service that anticipates the customer's demands. Only the date of the engineer's involvement could be measured, but it had a significant impact. This employee has foreseen the demands of the consumer, which she has yet to articulate. By doing so, he demonstrates that he values his client's particular circumstances - and does so straight away.

This sort of service is a certain method to gain consumer loyalty. In the next chapters, we'll show you how to make this type of service the norm rather than an outlier in your firm (at every level).

You may have total doubts.

You may be skeptical that your own maintenance engineer or other employees would ever be able to accurately foresee client demands. We'll demonstrate why and how they can and will.

You might be wondering if you can afford such extravagant service standards. I can envision it at one of Leonardo's 5 star resorts, one of our classmates stated. But how can Micah attain that level of service in his upcoming projects? In terms of my firm, I need the maintenance workers to keep their employment."

In truth, most firms can afford to create great service systems because they are the natural result of a methodical approach to consumers. As a result, the service will generate a lot of profit with only a few requirements.

The initial stages

We want to make sure you've covered the essentials before recruiting loyal clients with a front-end service: Maximize client satisfaction. We'll look at this first.

2. FOUR FACTORS RELATED TO CUSTOMER SATISFACTION

Perfect items, considerate, on-time delivery, and a quick problem-solving method

Taking an advanced specialized course before learning the fundamentals of the area will yield no results. Similarly, you must first satisfy the qualifications before learning how to provide excellent customer service and establish trust.

To begin, master satisfying your consumers' key expectations by knowing how to keep them satisfied.

How satisfied will customers be? She'll believe your company provides a realistic answer. If you ask her, she will compliment you. Even if she has a favorable opinion of your company, she is not necessarily endorsing it, and unlike a devoted client, she may be convinced to quit. Go. A happy consumer is simply a free agent looking for new opportunities.

She is still fascinated by a variety of different topics.

Customer satisfaction, on the other hand, is one of the pillars of the particular connection we call customer loyalty. Fortunately, four predictable elements contribute to such joy. Customers that are continuously satisfied receive: 1. A great product.

2. Provided by a kind and helpful personnel.

3. As soon as possible...

4. The facilitation of an efficient problem-solving procedure.

A flawless product

Customers expect products and services to be free of flaws and faults. You must design your product or service such that its functionalities completely satisfy the customer's expectations within certain parameters.

Things don't always go as planned since unexpected events might cause your products and staff to fail. However, a sloppy or incomplete product or service is unsatisfactory in the eyes of the customer.

Assume you're in charge of an online photo booth. For now, let's call it Stutterfly. You know that for every 100 in-house orders, you'll require a prepress technician (PPT). Assume you need to prepare for up to 1,000 picture requests at a time. What many of technicians will you require? Perhaps ten? However, with a perfect design, the solution must account for widespread absenteeism, leave, and unexpected absence: any anticipated event might leave you with fewer than ten PowerPoint presentations to finish. internal directives Furthermore, your ideal design